The Smithsonian Institution is the world’s largest museum, education and research complex. It houses treasures of American history like Rockwell illustrations, Lincoln’s top hat and even an Apollo 11 moon rock. However, despite the institute’s best efforts, one piece of iconic American history does not reside at the Smithsonian.
Nearly every American schoolchild has seen the painting of Robert E. Lee’s surrender to Ulysses S. Grant at Appomattox. The image has graced the pages of American history textbooks for generations. The original 9’x12′ canvas is not at the Smithsonian, though. It doesn’t even belong to the Smithsonian. Rather, the painting belongs to the Galena Historical Society in Galena, Illinois and is on display at their Galena & U.S. Grant Museum.
On April 9, 1895, “Peace in Union” (no, it’s not called “Surrender at Appomattox”) was finished and signed by artist Thomas Nast. Nast was commissioned by Chicago newspaperman and former Galena resident Herman Kohlsaat to paint the historical event.
Nast was a German-born caricaturist and editorial cartoonist. He has been called the “Father of the American Cartoon” for creating the modern version of Santa Claus and the political symbol of the elephant for the Republican Party. His work also popularized the images of Uncle Sam, Columbia and the donkey of the Democratic Party.
Upon his commissioning, Nast began two years of intense research on the surrender and the people who were present. He read up on Grant’s generals to portray them as accurately as possible in his painting, and it shows. Some show relief in their tired faces for the end of the long and bloody war. Others show reverence for Grant and his leadership that brought the conflict to a close. Still others show contempt for Lee and his confederacy of rebels and traitors.
Of course, the focus of the painting is the exchange between Lee and Grant. Per his reputation, Lee changed into his best uniform for the surrender at the courthouse. Grant, fittingly, had on a worn jacket and scuffed boots straight from the battlefield. Aside from the significance of the event portrayed, details like these make “Peace in Union” one of the greatest works of art in American history.
Representatives from the Smithsonian have tried at least three times to convince the Galena Historical Society to sell the oil painting to them. Every visit to the small Illinois town has been unsuccessful though. No amount of money will allow the people of Galena to part with “Peace in Union.” Although Grant and his family lived in Galena for only a year before the start of the Civil War, he would consider it home for the remainder of his life and the town of Galena is extremely proud of that fact.
Along with this national treasure, the Galena & U.S. Grant Museum hosts other artifacts of American history. Another article from the Civil War, the museum houses the first Union flag raised over the courthouse of Vicksburg, Mississippi when the siege ended on July 4, 1863. Grant gave the honor of raising the flag to the men of the 45th Illinois who brought the flag home to Galena as a souvenir. Another flag in the museum is said to have been saved from the USS Lawrence at the Battle of Lake Erie during the War of 1812. It was reportedly given to Hezekiah Gear for his service in the war and brought to Galena when he moved there later in his life. To see these pieces alone, a trip to Galena is well worth your time.
Chief Master Sergeant of the Air Force Kaleth O. Wright speaks to Airmen during his visit at the Red Flag-Alaska building, Joint Base Elmendorf-Richardson, Alaska, June 10, 2019. Chief Wright visited JBER during Red Flag-Alaska to meet with senior enlisted leader counterparts from throughout the Pacific. Red Flag-Alaska is a Pacific Air Forces-directed exercise that allows U.S. forces to train with coalition partners in a simulated environment. (U.S. AIR FORCE PHOTO // AIRMAN 1ST CLASS CAITLIN RUSSELL)
The 18th Chief Master Sergeant of the Air Force carries a smile with confidence, which reflects his easy nature of engaging everyone wherever he goes. Who would have expected young dental technician Kaleth O. Wright in 1989 to one day become that man?
When he started his career in 1993, as a medical professional, Wright wasn’t sure of himself at first. But, with the help of mentors, he worked his way up the ranks. In 2016, he was serving as the command chief of U.S. Air Forces in Europe and Air Forces Africa. After only a few months in the position, he was surprised to learn of his selection for the highest enlisted position in the United States Air Force.
“To be honest, my initial reaction was I was going to be the token black guy on the slate,” Wright explained.
Secretary of the Air Force Heather Wilson, Chief of Staff of the Air Force Gen. David L. Goldfein and Chief Master Sgt. of the Air Force Kaleth O. Wright swear in delayed entry members during the Washington Redskins versus Philadelphia Eagles game at the FedExField in Hyattsville, Md., Sept. 10, 2017. The game was dedicated to the men and women of the U.S. Air Force in celebration of the service’s 70th birthday. (U.S. AIR FORCE PHOTO // SENIOR AIRMAN RUSTY FRANK)
However, he quickly realized that wasn’t the case and instead chose to embrace the opportunity presented to him.
“I decided…I’m going to take the opportunity to get the job, and then do the best that I can,” he said. “I guess, as they say, the rest is history.”
During his tenure, Wright worked with three Secretaries of the Air Force. He first worked with Acting Secretary Lisa Disbrow, then Secretary Heather Wilson, concluding his career with Secretary Barbara Barrett. Wright appreciated their guidance and leadership in tackling the position’s responsibilities and handling top issues that affected Airmen.
Chief Master Sgt. of the Air Force Kaleth O. Wright, right, checks out a piece of 3D printed material with Staff Sgt. March Tiche, 60th Maintenance Squadron aircraft metals apprentice, during his tour Sept. 23, 2019, at Travis Air Force Base, California. Wright arrived at Travis AFB for a three-day visit to meet with Airmen and get a firsthand look at how Team Travis contributes to rapid global mobility. (U.S. AIR FORCE PHOTO // LOUIS BRISCESE)
“I’ve had a fantastic relationship with all of them, they were all really great personalities and they all gave me the space to get after enlisted issues,” he said. “So I’ve really appreciated the guidance, feedback, and the listening ear from all three of the secretaries.”
One of the most important relationships during his time as CMSAF was the one with Air Force Chief of Staff, Gen David L. Goldfein. They developed a great relationship, Wright saw him as a big brother as they collaborated on many different projects and decisions.
“We’re able to provide each other feedback…,” said Wright. “We have a lot of fun together. It’s really been great… I got a mini-Ph.D. in leadership just being able to sit beside him.”
Mentorship and guidance to help improve the force didn’t just come from top leadership Wright met with Airmen from around the world to provide feedback on issues that affected them directly. As he traveled and met with other chiefs to discuss policies, Airmen were included in the conversations to advocate for the changes they wanted to see.
The 18th CMSAF led many improvements for the force. He enhanced leadership development by rolling back additional duties, evolving Enlisted Professional Military Education, removing weighted Airman Promotion System tests, and improving talent management and leadership development processes.
He also pushed for joint-custody assignments, changed bereavement to the service’s sick leave policy, and helped make job-specific fitness tests, as well as the diagnostic fitness assessments, which are currently in beta testing.
Chief Master Sgt. of the Air Force Kaleth O. Wright greets one of his former Airmen, Tech. Sgt. Amanda Taylor, 726th Operations Group command support staff superintendent, during a base tour Oct. 19, 2018 at Nellis Air Force Base, Nevada. Wright and Taylor were stationed together at Osan Air Base, South Korea, between 2007 and 2008 where they used to play basketball together. (U.S. AIR FORCE PHOTO // AIRMAN 1ST CLASS ANDREW D. SARVER)
Initiatives he headed up also included increased dwell time for Airmen after giving birth and the Noncommissioned Officer Career Status Program, which includes indefinite enlistment based on high-year tenure and increased HYT for grades E-5 through E-9.
While addressing these issues, Wright built many relationships. The more he learned about Airmen accomplishing extraordinary things, the more he was determined to make the Air Force a better place for them.
“I think Airmen today are phenomenal,” Wright said. “I think they’re super talented in what we ask them to do. They’re creative, they’re innovative, they’re thoughtful, and they’re committed. I’ve just been amazed at what our Airmen have been able to accomplish, and what they do on a daily basis. And, to some extent, what they put up with on a daily basis.”
Chief Master Sgt. of the Air Force Kaleth O. Wright (right) coins Senior Airman Isaac Buck, 512th Rescue Squadron special mission aviator, at Kirtland Air Force Base, N.M., Sept. 27, 2019. Wright recognized Airmen belonging to Team Kirtland that performed above and beyond their own call of duty with his challenge coin. (U.S. AIR FORCE PHOTO // AIRMAN 1ST CLASS AUSTIN J. PRISBREY)
Wright explained that he wants Airmen to keep improving themselves and each other.
“I’m a dental tech who became Chief Master Sergeant of the Air Force, and I think all too often, we provide Airmen with formulas for success…without the benefit of allowing them to dream, and for them to decide, ‘hey, this is what I want to be,'” he said. “It might be the Chief Master Sergeant of the Air Force, or it might it be the President of the United States, but be dreamers – dream big.”
While trying to help those dreams come true, he acknowledges there are still challenges to be met.
“I do believe we have some areas we need to work on, and that’s racial inequality, as witnessed by what’s happening in our Air Force today, and I think we need to embrace technology and really invest in our IT infrastructure–some of the systems that we use are too old and too slow, and they slow our Airmen down,” he said.
U.S. Air Force Chief Master Sgt. of the Air Force Kaleth O. Wright shakes hands with a 100th Security Forces Squadron Airman during a visit at RAF Mildenhall, England, Dec. 26, 2018. Both Wright and Air Force Chief of Staff Gen. David L. Goldfein visited Team Mildenhall prior to heading back to the U.S. after a visit to U.S. Central Command during the holidays. (U.S. AIR FORCE PHOTO // STAFF SGT. CHRISTINE GROENING)
Wright put a spotlight on resilience as suicides across the service remain a concern. He prioritized ensuring programs and policies were in place and accessible, such as Task Force True North, which puts resources into squadrons to nurture mental health.
The CMSAF explained the service also needs “to do better with gender equality,” by improving diversity in recruitment, pilot accessions and leadership.
“I do think that in order for us to maintain our status as the greatest Air Force, we have to be tougher on ourselves than anybody else,” he said. “If we work on those areas, we’ll just become a better, more diverse, more capable Air Force.”
Chief Master Sgt. of the Air Force Kaleth O. Wright speaks to U.S. Air Force Airmen during an enlisted all-call at Ramstein Air Base, Germany, July 26, 2018. Wright visited numerous units to speak with Airmen about enlisted issues. (U.S. AIR FORCE PHOTO // AIRMAN 1ST CLASS D. BLAKE BROWNING)
Wright understands there’s still a lot more work that needs to be accomplished. But as he reflects on his time in uniform and as CMSAF, he credits his mentors, family and the Team 18 staff on the growth and success of his venture.
Chief Master Sgt. Manny Piñeiro, Air Force First Sergeant special duty manager, taught him how to be passionate about helping people and Wright credits Chief Master Sgt. Kristina Rogers, senior execute to the office of CMSAF, with, “keeping us all in check.” However, he acknowledges his character development grew from Master Sgt retired Joe Winbush, Wright’s first supervisor, who he considers “my mentor, my pops” from early in his career.
Chief Master Sergeant of the Air Force Kaleth O. Wright answers a question during an all-call with the Airmen from the 70th Intelligence, Surveillance and Reconnaissance Wing, Aug. 16, 2017 at Fort George G. Meade, Md. During the CMSAF’s visit he conversed with the Airmen about topics concerning airmanship, professionalism and future enlisted Air Force initiatives. (U.S. AIR FORCE PHOTO // STAFF SGT. ALEXANDRE MONTES)
As his Air Force career concludes, Wright will forever be part of a legacy of leaders.
While the service prepares for Wright’s transition, he noted the new top enlisted leader, Chief JoAnne S. Bass, holds the same passion and focus on the Airmen as well as awareness of how decisions can affect their lives and careers.
Chief Master Sgt. of the Air Force Kaleth O. Wright and Chief Master Sgt. Manny Piñeiro, Air Force first sergeant special duty manager, meet with 92nd and 141st Maintenance Group Airmen to discuss the streamlining of the periodic inspection process at Fairchild Air Force Base, March 22, 2019. The periodic inspection is the most in-depth inspection Fairchild maintainers conduct on the KC-135 Stratotanker. The two-week inspection is conducted every 24 months, 1,800 flight hours or 1,000 landings. (U.S. AIR FORCE PHOTO // STAFF SGT. MACKENZIE MENDEZ)
“This type of work is never finished and I’m excited about our next Chief Master Sergeant of the Air Force,” he said. “She actually helped build some of these programs and processes. I think she’ll have her own priorities and things she’ll want to work on and I’m confident that she’ll continue to work on some of the things that we literally started together.”
He leaves one last bit of advice to his replacement, “do you.”
“I told her don’t ever be concerned or worry about changing something, eliminating something, offending me, or what have you,” he smiled, wanting her to stay true to her conviction and values. “I had three and a half, almost four years to impact the Air Force. Now it’s your turn.”
Chief Master Sergeant of the Air Force Kaleth O. Wright, views a loadmaster training video with Chief Master Sgt. Manny Piñeiro, Air Force special duty manager for first sergeants, and Capt. Joseph Hunt, 314th Airlift Wing chief of group tactics, at Little Rock Air Force Base, Arkansas, Oct. 3, 2019. Wright visited multiple units across the installation including the 19th AW, 314th AW, and 189th AW to learn about Herk Nation’s singular focus on Combat Airlift. (U.S. AIR FORCE PHOTO // AIRMAN 1ST CLASS AARON IRVIN)
Every troop, at one point or another, thinks about how they’d prepare for a multitude of disaster scenarios. Many of these daydreams include building a bunker or an egress to a far-off island. With a military mindset, anything is possible — you can build a personal bunker in your backyard or, if you amass enough wealth, you can buy a luxury palace that’s nestled safely underground.
The following are types of bunkers that troops would love to live, from the strictly utilitarian to the abundantly extravagant. They’re each rated based on their affordability, sustainability, security, and amenities offered.
So, prepare for the end, my friends — preferably in one of these:
With a price tag of around ,500 (with installation), this is something that one can afford with an enlistment/re-enlistment bonus, a dip into savings, or with some post-deployment earnings. This is a realistic option for those of us without a massive disaster budget.
Depending on how many people are in your household, these bunkers are perfect for weathering a storm or a tornado until you get the all-clear. It’s a little cramped, but it gets the job done.
It’s too small to hold the resources you’d need to sustain for a long period of time, there’s no way to dispose of waste, and oxygen can only be brought in through the built-in vents. There’s no method to cultivate renewable energy and privacy is nonexistent.
You might want to keep your lips tight about owning one of these — you never know how other people will react when their lack of preparation suddenly makes them desperate.
You won’t have much to do other than eat, sleep, and wait. Personal entertainment devices and conversation with your family are going to be your only distractions from whatever’s going on outside.
The small shelters run around k and the larger ones go for about k-k. They’re not too expensive relative to other, larger shelters. They’re customizable and made to order. You’ll have to take permit and installation costs into consideration, but these are achievable with proper financial discipline.
These things have solar power, generators, and waste disposal mixed in with the comforts of home. Typically, you can last around 90 days without resupply. You can design it for a longer stay if necessary.
You still might want to keep this one a secret due to the limited living space. You won’t be able to house the whole neighborhood.
Home is where you make it. All around, this is a solid bunker that can be your home away from home — if necessary.
This is a labor of love that will take a lifetime to complete — and it has a price tag of 1 million to match. Oof.
We ranked this one right in the middle because it’ll be exactly what you make of it. You’ll have to gut it out and replace all the life-sustaining technology in order to bring this ol’ gal back to life. Rest assured, you take care of her and she’ll take care of you — but it’s up to you to think ahead.
Heavy doors, enough space to save a small town, and capable of withstanding a nuclear attack? Check, check, and check.
Having a re-purposed military installation is a surefire guarantee you’ll thrive in the apocalypse. A silo is a blank canvas for you to shape however you’d like. Above ground, you’ll have a luxury home and, if sh*t hits the, fan all you have to do is go downstairs.
What’s really hiding under Cheyenne Mountain in Colorado?
An actual base, like Cheyenne Mountain Air Force Station
If you’re lucky enough to be stationed here or in a similar facility, Uncle Sam will provide the funds necessary to continue the fight against the enemies of freedom. If not, well, it’s not for sale — sorry, take your millions elsewhere.
This bunker has generators, reservoirs, and even a store. This bunker has everything you need for any scenario.
Armed guards, heavy doors, information-gathering capabilities, and plethora of state-of-the-art technology is at your fingertips. No worries here.
This one’s on par with the government’s prioritization of operation over recreation, but at least it has a gym. What it lacks in recreational facilities, it more than makes up for in terms of survivability.
It’s out of the price range for most of us, but if you’re lucky enough to have million laying around, this luxury survival condo (or one like this) will definitively put your worries to rest.
It can survive a direct hit from a nuclear attack, has an armory, and has you surrounded by survival-minded neighbors. This one has it all.
It has multiple life-support technologies, a mini hospital, hydroponic gardens, and it’s stocked full of supplies. This bunker will ensure you have everything you need to live a long and happy life.
It has a movie theater, rock climbing wall, indoor pool, grocery store, spa, gym, and a dog park — that’s right, you can save your pets! That’s an automatic max score, because who doesn’t want to save their beloved companions, too?
According to the 2019 Blue Star Family survey, “financial issues” is a top stressor related to time in the military. More specifically, 44% of service members and 49% of military spouses identify it as the no. 1 cause of anxiety (service members also indicated “relocation stress” at 44% to tie for the top position). The survey provides additional insight into what is driving this issue.
The unemployment rate of military spouses in 2019 was 24%. Common sense dictates that this percentage may be higher now due to the pandemic. For 48% of military spouses, unemployment or under-employment is another top concern. According to a financial survey conducted by The Harris Poll, 54% of active service members and 48% of military spouses/partners said they had worked in the gig economy to supplement their income. Key reasons cited for turning to the gig economy include difficulties securing and holding positions in the private sector and limited employment opportunities in the vicinity of most military communities.
Gig economy employment is also popular because it offers a degree of flexibility that fits with the military lifestyle. However, not all gig jobs are created equal – especially when it comes to potential earnings. According to a recent article, a common side hustle, driving for Uber or Lyft, is not all it’s cracked up to be. On average, drivers earn between $8.55 and $11.77 per hour after expenses. Other studies contend the hourly rate is much less and place rideshare driving with these two services in the same category as the lowest-paid workers in America – fast food employees.
The good news is that there are gig economy jobs that offer the real opportunity to earn much more. Below are 5 side hustles to consider when looking for ways to generate extra income.
To cash in on this side hustle, all one needs is a valid driver’s license, vehicle insurance, a motor vehicle and some drive – literally. CitizenShipper is where people with something to ship connect online with individuals willing to transport it – usually across states or across country – for a fee.
Drivers who utilize the CitizenShipper platform earn an average of $22 an hour. And the hourly earnings only go up from there. The top 10% CitizenShipper drivers earn $42 an hour, the top 25% make $35 an hour. Items that are typically listed for shipment on the website include pets, motorcycles, boats and cars.
How it works: Potential drivers register to list their services on the CitizenShipper platform. A standard background check is performed. Each potential transporter creates a profile designed to highlight strengths and any special qualifications. Drivers select the type of deliveries and distances they are interested in. When a shipment is listed that matches a driver’s inputs, the driver is invited to bid on the shipment. If the driver decides to bid and is selected by the shipper, the two work together to confirm all details of the trip and arrange direct payment.
Drivers can “try out” the CitizenShipper marketplace for free for 3 months to make sure it’s a side hustle that makes sense for them. After that, a nominal monthly subscription fee is charged.
Who this side hustle works for: Anyone who can legally drive is a good match with CitizenShipper and it’s an even better fit for hustlers who want to make a lump sum of money on one job rather than smaller amounts on several gigs. CitizenShipper shipments are typically distance transports, over 250 miles. Military service members and their spouses find this side job appealing because deliveries can be worked into trips they were going to take anyway – like vacations or to visit family and friends. It’s especially lucrative if the journey there and back is utilized to deliver multiple shipments.
CitizenShipper makes sense for part-time and sometimes side hustlers. There is a growing number of full-time transporters who kick-started small transportation businesses with the assistance of CitizenShipper and continue to use the platform as their primary sales pipeline.
Gig support: CitizenShipper has a free, robust driver support program designed to accelerate new driver success by winning bids quickly. Webinars, 1:1 coaching calls and sales support materials are available at no cost. A peer-review system on the platform displays ratings and feedback, delivering a powerful driver promotion tool.
Categories of gigs that are most often available include IT and development, design and creative, sales and marketing, writing and translation, administration and customer support and finance and accounting. The types of companies that post jobs on Upwork range from Fortune 500 companies to start-ups. Compensation is based on the level of skill and expertise the freelancer brings to the table ($15-$20 hourly beginner, $20-$40 intermediate, +$40 hourly expert).
How it works: Prospective freelancers submit a profile application on Upwork. Information gathered on the application focuses on skills and what level of expertise the freelancer possesses. Once the application is approved (only reason for decline is skills not being a good match for type of work available on platform) the freelancer can begin searching and applying for gigs. Employers select candidates to interview and determine whom to hire. Jobs are paid by the hour or at a fixed-rate project rate. Upwork secures the payment for the freelancer and deposits the funds, once approved by the employer, in a provided bank account or other third-party service such as PayPal. Upwork keeps a sliding percentage (between 5% and 20%) from the freelancer’s deposit based on the amount billed to the client.
Who this side hustle works for: Individuals who possess a particular skill listed in the platform’s most in-demand categories.
Because military bases are often in areas that do not offer a lot of opportunities to apply professional and creative skills, Upwork is a great way for anyone to continue pursuing career advancement remotely. Most gigs on Upwork do require some commitment to a number of “set” hours – determined by the employer and the freelancer. In many cases, freelancers are eventually hired by employers as full-time employees with the benefit of remaining remote.
Gig support: Upwork’s platform includes numerous resources and tools to help freelancers develop and fine-tune their profiles to attract interviews and land jobs. Dashboards on the platform collect information on each freelancer over time, which, if positive, elevates a freelancer’s profile, resulting in more opportunities and gig choices.
Running errands, assembling furniture, waiting in line, heavy lifting, hanging curtains, cleaning, organizing or providing general handyman services. These are just a few of the odd jobs and errands people look to Task Rabbit for to find and pay skilled “taskers” willing to get the deed done. It’s a convenient platform that people use to increase personal productivity by offloading projects which create a consistent source of good-paying gigs for side hustlers. On average, hourly rates range between $18 and $36, but depending on the service rendered it can be considerably more.
How it works: The first step toward becoming a tasker is to create an account on the platform and then download the Tasker app to register – there are some general requirements, but none that are out of the ordinary. A future tasker then builds a profile detailing the services he or she offers and includes when and where those services are available. After confirming a registrant’s identity and any verifications required, a $25 non-refundable, one-time registration fee is charged by Task Rabbit. Next, a new tasker sets a schedule and service area and is ready to begin receiving client invitations. Task Rabbit pays taskers through direct deposit into a valid checking account. A service fee of 15% of the total amount is retained by Task Rabbit on each project.
Who this side hustle works for: This side hustle is for anyone who doesn’t mind doing the things other people don’t want to do. While some tasks require experience, many do not, making this an ideal way to earn extra income without becoming overly invested in one gig. Tasks are generally finished in a few hours, leaving time open to still enjoy the day or move on to another booked job.
Gig support: The Task Rabbit platform does support a tasker review and feedback forum that helps individuals highlight their successful projects and establish credibility.
This service platform bills itself as “Uber” for lawn care. Many individuals using GreenPal to find lawn service jobs are part-timers. It is especially popular among firemen, teachers and college students and the built-in flexibility makes it compatible for military service members and their spouses. Hourly rates can average $55, but keep in mind there is an investment in equipment and seasonal limits.
How it works: There are no fees or charges to apply to be a GreenPal provider. If approved, the provider develops a profile on the platform and begins to receive job leads to bid on from GreenPal. All bids are forwarded to clients with matching criteria. The client selects a provider and confirms the terms of the job. After completing a job, the provider takes and uploads a picture of the end-product. Payment is handled through Stripe – an account must be set up when registering. For each job, GreenPal retains 5% of the total project cost and Stripe receives a $2.95 processing fee.
Who this side hustle works for: The physical nature of the work may not make it ideal for everyone, but for those who don’t mind a little extra exertion, the pay-off can be substantial. While many providers on GreenPal do a job every now and then, many start securing regular clients and develop a nice side business during the process.
Gig support: GreenPal offers all vendors a free Business Guide that helps new providers get started from a variety of perspectives – including technical tips, marketing suggestions and maximizing platform utilization. The guide also offers guidance for existing providers on how to grow their business and increase profitability. Like many other sites already mentioned, GreenPal has a provider review tool that rewards jobs well done with customer visibility.
User Interviews – Sharing Opinions
Everyone has an opinion. User Interviews pays participants to share them. Opinions are valuable to businesses that use this platform to evaluate certain products, processes or services. Each of these studies is conducted either online (webcam required), over the phone or in person. On average, study participants earn $50 an hour in cash or mainstream cash card equivalencies.
How it works: Interested individuals first create a profile on the User Interview site. Once the profile is approved, potential participants can begin searching upcoming studies that interest him or her. To qualify for a study, the participant fills out a screener survey. If selected, the interviewer confirms the session time, participates and receives payment – either in cash or gift card equivalencies – through distribution channels set-up by User Interview. Gift cards commonly used for payment include Amazon and Visa. The individual being interviewed always knows the method of payment prior to filling out the survey used to qualify for a study. The interviewer is not subject to any charges or fees from either the company hiring him or her or User Interviewer.
Who this side hustle works for: Everyone who has an opinion and anyone who does not get hung up on alternative forms of payment for a side gig. Here is why it may not matter. Disciplined side hustlers can often use the gift cards for normal day-to-day expenses – such as groceries – and stash the cash that would have been used for the purchase into a side gig deposit account. It’s a tiny bit more work that can really pay off over time. This side hustle is also attractive to individuals who only have small periods of time available for an extra income effort.
Gig support: The nature of this side hustle makes it unnecessary for much user support other than how to best use the platform to find and apply to studies. That information is detailed well on the site. There are a few other tips that show up periodically to help make the potential participant more attractive to interviewers.
Like all things, side hustles do have pros and cons. Of course, the main benefit is the ability to make extra money on your time and on your terms. Finding the work is often the most challenging part of the equation and that is why utilizing the sites mentioned above as a business generation tool provides a huge advantage. The work is teed up for side gig workers to pursue. In exchange, most sites charge a subscription fee or retains a percentage of the earnings, but most individuals find the costs reasonable when compared to the benefits they deliver. Also noteworthy is the fact that side hustlers are generally not full-time employees, they are independent contractors. Consequently, individuals will be responsible for paying taxes so it is imperative to reserve earnings to cover what will be owed to Uncle Sam.
The key to side hustle success lies in being realistic about what to expect and making sure the exchange of time and energy is worth the effort. The good news is that technology has transformed the once-limited side job industry into a large, varied and marketplace that offers good paying opportunities for just about everyone – including military members and their spouses.
Julie Bina is a freelance writer who covers a wide range of topics and industries. Bina is especially interested in exploring the opportunities and challenges presented by the gig economy and the impacts it produces in the lives of its participants.
In 2015, a new generation of lieutenants arrived at Army units. They arrived unannounced with no notice to their receiving commands. These officers are technology-based, possess an innate ability to find information, and are closely aware of the geopolitical environment. While this surge of new thoughts and ideas could be invigorating to the organization, it is more likely that these generational differences will create personality conflicts between senior leaders and these new officers. Some senior officers may not recognize their inherent strengths and only highlight their reliance on social networking and lack of concrete experience.
While academic research continues to explore the impact of differences between the societal generations, it is possible to understand how generational divides have influenced the Army’s officer corps. Due to the strict hierarchical structure of the Army and “time-in-grade” requirements for promotions, the officer corps naturally segregates along generational lines. These prerequisites produce officer cohorts that often share similar societal experiences and may develop similar personality traits.
Currently, there are four generations operating in the Army, individually banded to a specific set of ranks. Each of these generations has different and specific perspectives shaped by their generational experiences. For example, some current general officers tend to strongly value organizational loyalty, colonels and lieutenant colonels prefer to empower junior officers and NCOs, majors and captains are comfortable with change, and the new lieutenants have vast digital networks that help them gain context within the strategic environment.
Acknowledging that there are fundamental personality differences within the entire chain of command is important to create an atmosphere that enables trust and growth. In order to optimize effectiveness, officers must accept that generational differences exist in the Army, understand how those differences currently influence officer interactions and recognize how to leverage the strengths of each generation of officers.
Generational Differences in the Army
A generational label is a brand given to a societal cohort born between a set of birth years. Since these generations experience the same social influences, successes, tragedies, and technologies during the formative years of their lives, they often develop a shared societal personality and view of the world. How old someone is when he or she experiences a key national event can have a profound impact on their personality.
Current studies in neurodevelopment show that visual and emotional experiences during the teenage years are molding and shaping neural brain connections (Hensch, 2016). When the events of World War II, Kennedy’s assassination, and 9/11 happened, teenagers observed and processed them much different than their parents and grandparents. The summation of these events shapes and influences each of these cohorts into a shared identity and culture. It becomes so pervasive, that psychologists label these cohorts by both birth year and personality type, and thus the terms Boomers, Gen X, and Millennials become common societal lexicon.
Without analysis, one might assume that the Army avoids societal generational issues within the officer ranks. With the physical, mental, and societal requirements needed for admittance into the US Army, less than 30% of American youths are eligible for military service (Christeson, 2009). Given these limitations, less than 0.03% of the US population will wear a US Army uniform, and only about 15% of that small amount will become an officer (Office of the Deputy Assistant Secretary of Defense, 2015).
The military’s strict admission standards suggest that the officer corps does not represent a cross-section of society, and in turn, a cross-section of societal generations. In 2000, Dr. Leonard Wong conducted extensive interviews of the officer corps and noted that “distinctions between Boomers and Xers are not as glaring because self-selection into the Army serves to homogenize the population.”
However, Dr. Wong (2000) did find that generational differences still emerged. Due to the hierarchical structure of the Army, officer’s promotions are based on performance and time of service. These factors sectionalize the Army’s leaders by age and band them to a specific set of ranks. While a civilian organization may hire a Millennial to serve as a manager of Generation X subordinates, the Army will not directly hire someone to serve as a senior officer. Based on these formal personnel practices, the current Army typically has Baby Boomers as senior generals, Gen X-ers as lieutenants colonel to two-star generals, Millennials as captains to lieutenants colonel, and the iGeneration as cadets to lieutenants.
Impacts of Generations on the Officer Corps
After recognizing that generational differences permeate the force, it is important to understand how these differences influence officer behavior. The effects of generational personalities ripple through the officer corps as each level of command interacts differently with those above and below. Due to the hierarchical structure of the military and the low speed of change, programs enacted by senior leaders can prevail for decades. In fact, aspects of programs implemented by officers born in the 19th century still persist in the Army today. Therefore, in order to capitalize on the strengths of each generation, there should be a better understanding of how the officer corps evolved over the years. While there are currently four generations of officers serving in uniform, a review of the earlier officer generations helps fully understand the rolling ebb and flow of the officer corps.
Lost Generation to Silent Generation
The first major influence on the US Army officer corps was the Lost Generation. These officers were born from 1883 to 1899 and were lieutenants and captains in World War I, field grades in the inter-war period, and general officers during World War II and the Korean War. As children, these officers lived through a period of economic and political reform as the United States struggled with worker strikes and intense political corruption. As lieutenants, they experienced the brutal battlefields of World War I and returned disillusioned from the horrors of the war. Their disillusionment colored their experiences so strongly that Ernest Hemingway labeled the generation as “Lost” because the veterans seemed confused and aimless (Hynes, 1990). In the interwar period, these officers witnessed the 1920 National Defense Act cut the Army to a skeleton shell (U.S. Congress, 1940). With little to no troops in their commands, they focused on education and broadening opportunities. The best of these officers attended the prestigious Command and General Staff College and Army War College (Yarger, 1996). As general officers, these officers quickly mobilized a large US Army, developed new combined arms doctrine, and ultimately won a protracted war across two fronts (House, 2002). Ultimately, these officers witnessed the brutality of war on all its fronts and responded to the call to rid the world of great evil. These officers primed America to move into a new era of development and safety. Their new problem, it seemed, was constraining their overly ambitious G.I. Generation subordinates.
The G.I. Generation, also known as the Greatest Generation, was born from 1900 to 1924. These officers were lieutenants and captains in World War II, field grade officers in Korea, and generals during the Vietnam Conflict. As children, they received an increased emphasis on education and were members of the newly formed boy scouts, learning “patriotism, courage, self-reliance, and kindred values” (Townley, 2007). Their civic-mindedness bloomed during “The Great War” and they steeled their resolve through the Great Depression. As young officers during World War II, they saw the might of collective organization and teamwork; leading to their mantra of “bigger is better” (Howe and Strauss, 2007). Leaving the war victorious, these officers learned that with tenacity and teamwork, anything is possible. When these officers entered the battlefield of the Korean War, they were ready for the same audacious fight they won five years earlier. However, they commanded battalions that were undermanned and under-equipped for a protracted war on the austere Korean peninsula (Fehrenbach, 1963). These officers arrived home with no fanfare for their sacrifice, a stark contrast to their arrival home from World War II. While these officers sought to understand their Cold War role, their civilian peers flourished in America’s economic boom. By the arrival of Vietnam, the GI Generation occupied the senior positions within the Army, and they disliked the lack of civic support from younger generations (Howe and Strauss, 1992). They believed that their hard work and struggles paved a golden path and the public critique and disobedience from subordinates only disgraced their sacrifice.
The Silent Generation was born between 1925 and 1942. These officers were lieutenants and captains in the Korean War, field grade officers during Vietnam, and generals during the Cold War. As children, this generation saw their parents struggle through the Great Depression and then depart for World War II. In college and the workplace, they found that the returning G.I. Generation veterans received preferential treatment and immediately assumed leadership positions in organizations. As lieutenants during the Korean War, they performed admirably on the tactical battlefield. However, the war’s stalemate and lack of homecoming contributed to these officer’s feelings of being part of the “forgotten war” (McCraine and Hyer, 2000). Due to the shadow of their G.I. Generation leaders and the rejection from the Korean War, these officers valued inclusion, acceptance, and conformity (Howe and Strauss, 2007). This was most poignant when Silent Generation officers became field grades during the Vietnam Conflict. As mid-level leaders, they were inclined to mediate between some overbearing G.I. Generation generals and some radical Baby Boomer company grade officers. Ever the peace-maker, the Silent Generation officer worked to appease both sides and succeeded in appeasing neither (Howe and Strauss, 2007). Having to define their own boundaries and identity in a G.I. Generation world, the Silent Generation officer became masters of a process-driven society. Showcased with the Total Quality Management program, these officers strove to maximize efficiency from the grandiose system they received from their G.I. Generation leaders (Department of Defense 1988). As general officers, they struggled to understand why Boomer field grade officers did not appreciate or understand their process-driven approach to problem-solving and leader development.
Baby Boomer: Current 3 and 4 Star Generals (tail end of the generation)
The Baby Boomer officers, or Boomers, were born from 1943 to 1960. These officers were company grade officers during the Vietnam Conflict, field grade officers during the Cold War and Desert Storm, and generals during Operation Enduring Freedom and Operation Iraqi Freedom. As children, Boomers received the windfall of economic growth in America (U.S. Department of State, 2011). While the radio and television brought the horrors of the Korean Conflict to their living room, their parents shielded them from the reality of this war (Spock,
1946). As Boomers became teenagers, the nation emerged into an age of optimism. They watched as their parents placed men on the moon and witnessed women and African Americans fight for equality. Early-stage Boomer lieutenants left to fight a war in Vietnam and came back disgruntled and unappreciated (Karestan, Stellman J., Stellman S., Sommer, 2003). They returned to a nation that cursed their service and devalued their participation in an unpopular war. As field grades in the post-Vietnam era, they witnessed their Army bottom out on readiness and give way to the arrival of zero defects, careerism, and new heights of micromanagement into the military (Jones, 2012). However, with the election of President Reagan, this same army rapidly grew and modernized. Vowing to learn from the failures of Vietnam, early Boomer colonels and brigadier generals helped write Air Land Battle Doctrine and tested its tenants at the newly formed National Training Center (Meyer, Ancell, Mahaffey, 1995). Their hard work paid off during Operation Desert Storm when Boomer officers led the battalions and brigades that routed the 4th largest army in the World (Hoffman, 1989). At the start of Operation Enduring Freedom, senior Boomer officers had the ability to see the fight unfold and talk to the tactical officer on the ground. Often their tendency to micromanage proved too great, and junior Generation X officers rebuked their tinkering at the tactical level.
Generation X: LTC-2 Star General
Generation X officers were born between 1961 and 1980. While some of these officers served in Operation Desert Storm and Grenada, most were company grade officers during Bosnia and the initial phases of OIF and OEF. As children, Generation X felt the impact of a divided Boomer household. Due to an increase in divorce rates and dual working parents, they were generally independent and self-supporting early in life (Zemke, Raines, Filipczak, 2000), also known as latchkey kids. As teenagers, they experienced social failure on multiple fronts between Presidential resignation, economic crisis, and the Challenger Explosion. When Generation X officers entered the Army, a majority of them did not share the same work ethic as their Boomer field grade officers. These junior officers often failed to adapt to the 24/7 work attitude of their leaders, as many felt the Army was simply a way to make a living and not a lifestyle (Wong, 2000). In the mid-1990s, their perspective was reinforced when a downsizing Army laid off many Boomer and Generation X officers. As the Army entered direct combat engagements in Bosnia, Afghanistan, and Iraq, their experience and commitment to the organization grew. Their independent personality thrived as they controlled large sections of the battlefield and even served as interim mayors of towns (Crane Terrill, 2003; Cerami Boggs, 2007). However, as Generation X officers occupy the senior ranks, they struggle with how to connect to the Millennial junior field grade and senior company grade officers that work for them.
Millennial: CPT- new LTC
Millennial officers were born between 1981 and 1993. These officers were lieutenants and captains in Iraq and Afghanistan and sustained a bulk of their leadership development during these conflicts. As children, Millennials experienced a resurgent focus on family values and a rebuking of the divorce culture their parents endured (Amato Keith, 1991). A key moment of their cultural development was the 2001 attacks on the World Trade Center Towers, as many were teenagers during this attack (Ames, 2013). They watched the terror live on television and then witnessed America and the World band together to take action. While in high school and college, Millennials experienced the rapid growth of the internet, instant reporting, and the birth of social media. When they entered the military, these officers found an Army that was fighting two protracted wars in Iraq and Afghanistan. As currently serving company commanders and junior field grades, Millennials have a direct impact on the newest generation of officers.
A typical iGeneration officer was born after 1993 and started to arrive at U.S. Army units in 2015. When these officers were born, home-based internet became mainstream and connected people through email, chat rooms, and websites (Coffman Odlyzko, 2001). This invention influenced the way they learned, processed information, and even interacted (Anderson Rainie, 2010). As an adolescent, they watched the 9/11 attacks unfold live on television and struggled to understand the fear and uncertainty that gripped the nation in the aftermath (Ames, 2013). As teenagers, Facebook, Twitter, and other social media sites were mainstay hangouts among their friends. Due to witnessing a terror attack, financial ruin, and world power plays, they are naturally guarded and more pessimistic about America and the future (Doherty, 2105). With the invention of smartphones, information was instantly available and they had the ability to answer any question, interact online with any number of their social circles, and enjoy constant streaming access to world news and current events. With this capability also emerged an environment where companies were marketing to them around the clock. One side effect to this is their inherent distrust of the ‘corporate narrative’ and they prefer to follow the advice and recommendations of the ‘average person’. This is evident in the explosion of YouTube stars that do videos of unboxing, product reviews, movie recaps, and even video game players. Technology is second hand to these officers and through social networking or data mining, they possess an innate ability to find or crowdsource information. Even with unprecedented access to information, these instant updates on world events may also lead to a false t awareness of the strategic environment.
Leverage the iGeneration
Understanding the context and dynamics of the officer corps creates an atmosphere of growth and development. With context, officers understand why Boomer generals value organizational loyalty, Generation X senior field grades and generals prefer to “power down,” Millennial officers are comfortable with change, and iGeneration lieutenants that possess a natural ability to build large social networks to gather information and learn. Ultimately, self-awareness is a leader’s ability to understand their own personality, the personality of others, and most importantly, how their personality affects those around them. Based on the cohort study analysis above, officers should have an insight of themselves, their leaders, and their subordinates. This collective self-awareness is a vital recognition of strengths and weaknesses. The average age for an Army officer is currently 35 years old. This age is the border period between a Generation X officer and a Millennial officer. In the next five years, approximately 15% of all officers will be an iGeneration officer and nearly 65% of the officer corps will be of the two youngest generational groups (Office of the Deputy Assistant Secretary of Defense and Military community and Family Policy, 2015). Given these demographics, the force is primed for institutional changes that maximize the iGeneration lieutenant’s strengths while leveraging the experience and knowledge of the Boomer and Gen X senior leaders. The context in which an iGeneration lieutenant developed influences how they learn. Between social media, Youtube, and video games, these officers are comfortable with reading, watching, and even interacting with history, science, and current events in an online environment. This information access developed a cohort of officers that have little concrete experience in the world, but an ability to virtually mine anything they need to know. What they lack, however, is the critical analysis needed to filter and understand this information. Leaders should recognize these dynamics and present their experiences in a way that appeals to this new generation. New lieutenants will best learn by observing, researching, and collaborating. This style is less receptive to directive orders and more motivated through senior mentorship. This does not mean that these officers are not effective followers. Instead, they prefer to take the problem at hand, brainstorm ideas, and view it from multiple perspectives to gain consensus on the best solution.
Leaders at the tactical to strategic level should consider these traits while developing organizational programs. Tactical commanders can use the iGeneration’s unique learning style to develop critical analysis by encouraging these officers to critically think and write. Likewise, senior Army leaders could consider expanding the acceptance of more junior officers into information operations and operational support career fields. Operating in these functional areas will leverage these officer’s strengths and can promote and grow the Army capabilities as a whole. Overall, the inclusion of these new officers in multiple arenas of the US Army will promote growth and development for the ability to fight on a twenty-first-century battlefield.
There are currently four different generations of officers within the Army and these generations arrange themselves across the Army’s hierarchical rank structure because of “time-in-grade” requirements for promotions. Leaders should understand that these generational differences impact those around them. Over the last seven generations of officers, these differences often perpetuated a cycle of misunderstanding. Recognizing how these misunderstandings can occur, officers should be aware of personality traits and how leaders and subordinates will interpret these traits. Leaders should also recognize that a new generation of lieutenants is arriving in the Army. These officers are technology-based and have a vast social network that can span various nations and cultures, granting them a unique perspective into the strategic environment. They possess an unparalleled ability to virtually mine the internet but lack the critical analysis to understand it. With proper self-awareness within the officer corps, leaders can effectively develop programs for this emerging generation of lieutenants. Senior officers should develop more programs that develop the critical thinking and analytical abilities of these officers while leveraging their strength and understanding of technology and social networking. By better understanding the Army’s generational divides, officers can ensure that the Army remains on the leading edge of technology, leadership, and war-fighting capability.
The Pentagon is about to realize its dream of having a drone warship to hunt foreign stealth submarines.
Meet the ACTUV (Antisubmarine warfare Continuous Trail Unmanned Vessel) — a crewless,140-ton, 132-foot-long robotic ship unveiled in Portland’s Willamette River on Thursday.
“This is a big, big, deal,” Deputy Secretary of Defense Robert Work said.
“It looks like a Klingon Bird of Prey,” he added, admiring the vessel’s narrow bow.
“It’s extremely inexpensive compared to a manned system and it takes men and service women out of harms way. So why wouldn’t we want to do this?”
The ACTUV, pronounced “active,” costs $15,000 to $20,000 a day to operate, according to the Department of Defense. It was conceived in 2010 by Darpa, the Pentagon’s developmental wing responsible for testing emerging military technologies.
And those expenses are chump change compared with the operating costs of an aircraft carrier or submarine.
Staffing the ACTUV costs an estimated $684,900 a day.
“You can afford to use it in ways or think about using it in ways that would be too dangerous for a manned vessel,” Scott Littlefield, the ACTUV’s program manager, told Business Insider. “Like taking it into a minefield or taking it within range of somebody else’s weapons.”
“I don’t think we’ll ever get away from sailors on big ships,” he added, “but I could imagine a future in which we have a mixture of manned and unmanned systems working together.”
In short, ACTUV advances the US’s robotic-warfare abilities by supplementing the Navy’s manned fleet.
‘These will be everywhere’
The ACTUV’s completion comes as Russia and China, near-peer adversaries to the US, expand and update their navies.
According to NATO Vice Adm. Clive Johnstone, there is now more reported activity from Russian submarines in the North Atlantic than at any time since the Cold War. At the same time, China claims the majority of land in one of the most disputed areas on the planet: the South China Sea, which is home to $5 trillion in annual global trade.
To that end, the tit for tat over crumbs of territory in the South China Sea isn’t for nothing.
“This will operate wherever the United States Navy operates,” Work told Business Insider. “It can operate in the South China Sea. It can operate in the Baltic Sea. It can operate in the Persian Gulf. And it can operate in the middle of the Atlantic or the middle of the Pacific.”
“These will be everywhere,” he said.
The ACTUV’s sophisticated sonar system allows the unmanned vessel to hunt submarines, detect torpedoes, evaluate threats, and avoid small objects at sea — all while traversing the ocean at a top speed of 27 knots, or 31 mph.
This animation from Darpa depicts how ACTUV will hunt targets at sea:
While at sea, ACTUV will communicate information back to a military control center as well as to nearby Navy vessels and aircraft.
“There is no reason to be afraid of a ship like this,” Work said. “This is a ship that’s going to do what we tell it and nothing more.”
“The US military doesn’t really have the luxury of picking where it has to go, and the fact that the Navy has to be in all of those environments, that is what national security is all about, being able to do all of that,” Dr. Arati Prabhakar, the director of Darpa, told Business Insider.
Stand by for more testing
While ACTUV has already passed a few preliminary tests, the vessel must still undergo another two years of open-water trials with the Navy.
The Navy is slated to begin those tests in the summer 2016, in waters off San Diego.
If all goes well, the Navy hopes the vessel enters service by 2018.
Weeks prior to the 2017 NFL draft, service members from Joint Base McGuire-Dix-Lakehurst in Mount Laurel, New Jersey, were given the chance of a lifetime to undergo a surprise mission as part of the “Salute to Service” program.
Hosted by USAA, these unexpected military analysts from the Army, Navy, and Air Force, received the opportunity to team up with NFL broadcasters Ron Jaworski and Sal Paolantonio (US Navy vet) for a chance of a lifetime and partake in a draft strategy session.
Air Force Col. David Johnson, commander of the 121st Air Refueling Wing, speaks to Airmen about suicide prevention during a "resilience tactical pause' day at Rickenbacker Air National Guard Base in Columbus, Ohio, Sept. 14, 2019. The National Guard has launched or participated in suicide prevention initiatives throughout 2019 amid a recent Department of Defense report that underscores the significant challenges the Guard faces in suicide prevention. (U.S. Air National Guard photo by Staff Sgt. Dustin West).
Seventy-seven National Guard members have died of suicide this year as of October, the month that the second annual Department of Defense Suicide Report was released.
According to the report, 498 total service members died of suicide, including 89 National Guard members, in 2019. Since 2014, the rates of suicide have increased among active-duty members but have stayed consistent for the reserves and National Guard, the report revealed. In 2019, the suicide rate in the National Guard was 20.3 per 100,000, down from 30.8 per 100,000 two years ago, said Maj. Gen. Dawne Deskins, deputy director of the Air National Guard.
Nearly 450,000 people comprise the National Guard this year.
“I personally am uncomfortable talking about rates, because these are our people,’’ Deskins said. “These are our members of the National Guard, and the National Guard is a family. So when we lose someone, we’ve lost a coworker. We’ve lost a family member. We’ve lost a friend.’’
The Center for the Study of Traumatic Stress at the Uniformed Services University in Bethesda, Maryland, is assessing how the coronavirus has affected the New York National Guard, U.S. Public Health Service Capt. Matt Kleiman said.
“The time to do that is right now,’’ Kleiman said. “You can’t wait until it’s over. All of the things that our population deals with in this COVID environment that we’re in, we believe has an impact, but we want to see exactly what that impact is.’’
Kleiman is the director of the National Guard Warrior Resilience and Fitness division, which was formed last summer to develop programs that view health holistically. The number of its so-called pilot programs doubled from 11 to 22 this year and addresses mental-health issues through a variety of approaches.
For example, the New Mexico National Guard is screening for suicide risk factors, including early childhood trauma, when men and women enter their unit. In South Carolina, “one-stop shops’’ for health and wellness have been instituted, while the Utah National Guard has developed a mobile app to aid in crisis intervention. The Vermont National Guard is testing a device that potentially could treat traumatic brain injuries and PTSD through magnetic e-resonance therapy.
“What we’re hoping to do is establish a two- to three-year cycle for these pilots to test and then expand the ones [to other states] that seem to be promising,’’ Kleiman said.
“A big part of our strategy has been putting directors of psychological health at our wings and our states, so these are full-time resources that — most of them are clinical social workers or psychologists — and they work with a command. They also work within that unit to disseminate information, make referrals when there is an event that occurs, whether it’s a suicide or a sexual assault or some adverse action.’’
The National Guard has seen a 14% increase, year over year, in members accessing mobile vet-center support during weekends at the end of the 2019 fiscal year, stats from the National Guard Bureau showed. Other vet centers have seen a 44% spike in new members accessing their services. More than 3,600 National Guard members have been referred to vet centers this fiscal year, bureau data showed.
At least 700 civilian providers have been trained in specific treatment protocols for working with National Guard personnel, the bureau said.
“Anything that we do that makes behavioral health more about the natural rhythm, just something that’s very natural to do, is certainly something that we want to encourage,’’ Deskins said.
And if that happens, one life — hopefully more — can be saved.
“I’m pretty confident that if we keep doing it like we’re doing it, … over time, we would see a positive impact,’’ Kleiman said.
The Senate has confirmed Heather Wilson as Air Force secretary, making her President Donald Trump’s first service secretary nominee to be approved by the GOP-led chamber after fits and starts for several others.
Senators voted 76-22 Monday to approve Wilson, who represented New Mexico in the House before becoming a defense industry consultant. Her post-congressional work drew scrutiny for several Democrats, who had questioned an arrangement with government laboratories that paid her $20,000 a month. Wilson denied any impropriety.
Sen. Jack Reed of Rhode Island, the top Democrat on the Armed Services Committee, said he voted against Wilson’s nomination because of his lingering concerns with the payments. Reed also cited as troubling a call Wilson made a decade ago while still a member of Congress to a federal prosecutor handling a politically charged corruption probe.
Trump’s attempts to fill the other two service secretary jobs have failed so far. His picks for secretaries of the Army and Navy were forced to withdraw from consideration.
Mark Green, Trump’s second choice for Army secretary, stepped aside late last week amid growing criticism over his remarks about Muslims, and gay, lesbian, bisexual and transgender Americans.
The president’s first pick to be the Army’s top civilian, Vincent Viola, dropped out in early February because of financial entanglements, and about three weeks later Philip B. Bilden, the Navy secretary nominee, withdrew for similar reasons.
The Trump administration has been slow to fill many other senior civilian posts at the Pentagon, leaving Defense Secretary Jim Mattis short of the support he needs to manage the nation’s vast military enterprise. The Senate Armed Services Committee is holding confirmation hearings Tuesday for three important financial positions at the Defense Department: comptroller, deputy comptroller and director of cost assessment and program evaluation.
After serving five terms in Congress from New Mexico, Wilson collected nearly half a million dollars in questionable payments from federally funded nuclear labs, the Energy Department’s inspector general said in a 2013 report. Wilson failed to provide documentation for the consulting work she did to earn $20,000 a month from the Los Alamos and Sandia national labs in New Mexico from January 2009 to March 2011, the report said.
Wilson deflected questions about the payments, saying during her Senate confirmation hearing that she’d performed the work and that the inspector general had found no fault with her.
The telephone call referenced by Reed, the senator from Rhode Island, was made by Wilson in October 2006 to David Iglesias, a U.S. attorney in New Mexico. Iglesias was one of seven federal prosecutors fired a few months later by the Bush administration. At the time, Iglesias was handling a number of public corruption cases. Reed said the call raised the possibility Iglesias may have felt pressured by Congress in an ongoing investigation. Wilson said she did nothing improper.
Wilson served as an Air Force officer in Europe during the 1980s and was on the National Security Council staff under President George H.W. Bush during the fall of the Berlin Wall. She graduated from the Air Force Academy in 1982 and later earned master’s and doctoral degrees as a Rhodes Scholar at Oxford University in England. Wilson is the first graduate of the academy to hold to hold the service’s top civilian post.
Wilson said that once confirmed she would resign as president of the South Dakota School of Mines Technology. She’d also assured the Defense Department’s general counsel that she would divest of stocks she holds in companies that do work for the U.S. military, including Intel, IBM, Honeywell and Raytheon.
Sen. John McCain of Arizona, the Republican chairman of the Armed Services Committee, called Wilson a “proven leader” and said she would lead the service to a stronger future.
Whelp. According to August’s Medical Surveillance Monthly Report submitted by the Pentagon, the Navy is officially the fattest branch of the Department of Defense at a whopping 22% of all sailors being obese. Not “doesn’t meet physical requirements” but obese. It’s still way below the 39.8% of the national average, according to the CDC, but still.
In case you were wondering, the Air Force is second at 18%, the Army (who usually takes this record) is at just 17%, and the Marines are at 8.3%. To be fair to every other branch, the Marines have the youngest average age of troops despite also taking the record for “most knee and back problems.”
But, I mean, the placement of your branch isn’t something to be proud of. If you compare the percentages to where they were at three years ago, and eight years ago, each branch nearly doubled their “big boy” percentage.
So yes. In case you were wondering… The military HAS gone soft since you left a few years ago.
They’re the units that everyone wants to beat, that every commander wants to squash under their heel, and that most average Joes accuse of cheating at least once — the “Opposing Forces” units at military training centers.
The OPFOR units are comprised of active duty soldiers stationed at major training centers and are tasked with playing enemy combatants in training exercises for the units that rotate into their center. They spend years acting as the adversary in every modern training exercise their base can come up with.
So while most units do a rotation at a major training center every couple of years, soldiers assigned to OPFOR units often conduct major training rotations every month. This results in their practicing the deployed lifestyle for weeks at a time about a dozen times per year.
Through all this training, they get good. Really good.
And since they typically conduct their missions at a single installation or, in rare cases, at a few training areas in a single region, they’re experts in their assigned battlespace.
All this adds up to units with lots of experience against the best units the military has to deploy — units that are at the cutting edge of new tactics, techniques, and procedures; units that have the home field advantage.
“The first time you fight against the OpFor is a daunting experience,” Maj. Jared Nichols, a battalion executive officer that rotated through the National Training Center at Fort Irwin, California, said during a 2016 training iteration. “You’re fighting an enemy that knows the terrain and knows how American forces fight, so they know how to fight against us and they do it very well.”
For the military, this arrangement is a win-win. First, rotational units cut their teeth against realistic, experienced, and determined opponents before they deploy. This tests and stresses deploying units — usually brigades — and allows them to see where their weak points are. Do their soldiers need a tool they don’t have? Are there leaders being over or under utilized? Does all the equipment work together as expected?
But the training units aren’t expected to get everything right.
“One of the largest challenges I face as the OPFOR battalion commander is conveying the message to the other nations that it’s OK to make a mistake,” Lt. Col. Mathew Archambault said during a 2016 training rotation. “When they come here it’s a training exercise, and I want them to take risks and try new things. I want them to maximize their training experience; it helps them learn and grow.”
But the military also gets a group of soldiers that, over a two or three-year tour of duty at a training center as opposing forces, have seen dozens of ways to conduct different missions. They’ve seen different tactics for resupplying maneuver forces in the field, different ways of hiding communications, different ways of feinting attacks. And, they know which tactics are successful and which don’t work in the field.
When it’s time for these soldiers to rotate to another unit, they take these lessons with them and share them with their new units.
If the Baltics are a flashpoint where a war between Russia and NATO breaks out, it might be the Baltic Sea where those first shots are fired.
Things are so tense that during his Senate confirmation hearings, retired Marine General James Mattis indicated he supported a permanent U.S. military presence in the Baltic states of Estonia, Latvia, and Lithuania.
Tensions in that region have been high. This past April, the Daily Caller reported that Su-24 Fencers buzzed the Arleigh Burke-class destroyer USS Donald Cook (DDG 75). A closer look at that event, though, can give a sense as to what America could be facing.
Like it or not, in the event of war, American forces will have to get to the Baltic States. With their membership in NATO, defending them is a solemn obligation due to the provisions of Article V of the North Atlantic Treaty.
So, America has an obligation to defend them. That means getting reinforcements there in a hurry.
For armored brigade combat teams, like the one on rotation to Europe, this means a seaborne convoy. That probably means using at least a couple dozen military sealift ships and escorts to move a division of troops and supplies.
How might Russia take down such a convoy? Part of it would be using the geography of the Baltic Sea. It is a very narrow, confined body of water. Furthermore, the short distances involved mean that any convoy could have only a few minutes’ warning of an air attack.
As the Daily Caller notes, the Donald Cook was buzzed largely because she had very little warning of the Fencers’ approach.
The Baltic is also full of places where diesel-electric submarines like the Kilo-class or Lada-class could hide and carry out ambushes. The submarines would likely sit at chokepoints like the Kattegat or Skagerrak – targeting escorts like Arleigh Burke-class destroyers.
Once some of the escorts are taken out, Russia would then send Su-24s at low level to attack the sealift vessels and surviving escorts, likely using missiles like the AS-20 “Kayak” – the Russian equivalent to the AGM-84 Harpoon.
Destroying the convoy may be the Russians’ best chance to defeat NATO in a war over the Baltic States. That said, if the United States were to bring back the old POMCUS (Prepositioning Of Materiel Configured in Unit Sets) system, that would greatly reduce the time it took to reinforce any force initially in the Baltic States.
World War II saw a tremendous amount of killing – and Russians took the full brunt of the Nazi death machine. Even the holocaust, a horribly cold, mathematical, and planned destruction of an entire race, was relatively small potatoes compared to the sheer volume of Russian lives lost fighting to end Nazism in Europe..
The Soviet Union lost some 26 million people fighting for their lives. There was hardly a Soviet family left untouched by what it calls “The Great Patriotic War.” So it makes sense that Russia would want to honor its fallen, wherever they fell. And no one does monuments like Communists.
The Soviet War Memorial in the Hungarian capital sits just across the street from the U.S. Embassy and is ironically flanked by a statue of Ronald Reagan. The statue itself bears the names of the Red Army fighters who assisted in the end of Nazi occupation of Budapest from across the Danube.
The statue is maintained by the local government in Hungary as part of a deal to preserve World War II memorials in both countries. Locals like to joke that when the Soviets left Hungary, they gave the Hungarians a giant middle finger.
Heroes Monument to the Red Army – Vienna, Austria
An incredible 17,000 Red Army soldiers died in the Vienna Offensive of World War II. The fight for Hitler’s hometown was brutal and costly. To commemorate their sacrifice, the Soviet Union built a 3,000-square-foot monument near Schwarzenberg Castle. Vienna still pays to maintain the upkeep on the memorial, centered by a Red Army soldier wearing a golden helmet and carrying a Soviet flag.
Brest Hero Fortress – Brest, Belarus
What was once a Tsarist Russian fortress was used by the Nazis in World War II as a defensive position, the Brest-Litovsk Fortress is now called the Brest Hero-Fortress and pays homage to the Hero City of Brest and its contributions to the Great Patriotic War. During the early days of Operation Barbarossa, the Nazi invasion of the USSR, the Soviets were almost able to repel tens of thousands of Nazi troops from the walls of the fort. Standing tall among the ruins is a stone giant, called “Courage” which dominates the ruins.
Slavin Memorial Complex – Bratislava, Slovakia
In the capital city of Slovakia, once dominated by the Soviet Union, a memorial still stands honoring the men and women who died to liberate Bratislava from the horrors of Nazi occupation. The Slavin is actually a memorial complex instead of a lone memorial. Some 7,000 Soviet soldiers are buried here, and their names adorn the walls of the complex.
From the top of Slavin Hill, visitors can view the site that honors the men who died there while taking in amazing views of the entire city.
Soviet War Memorial – Treptower Park, Berlin
This massive figure was unveiled in 1949, just after the end of the Berlin Airlift. Built in Berlin’s Treptower Park, the statue memorializes 80,000 Red Army soldiers who died in the battle for Berlin in 1945. On top of a manicured landscape stands a lone Soviet soldier, standing on what’s left of a broken swastika. The grounds carry the remains of thousands of Soviet soldiers who died fighting in the city.
To this day, the memorials, like the other two honoring the Soviet sacrifice to triumph over Nazi Germany in Berlin, are meticulously maintained by the German government.