For decades, America was convinced that the Soviet Union was going to nuke the country and possibly the world. Even though the US and Russia were allies during WWII, once the war stopped, that partnership ended. Postwar Soviet expansion and takeovers of many Eastern European countries fueled plenty of fears of communism. Americans had long been wary and concerned about Joseph Stalin’s treatment of his own country. For their part, the Russians weren’t fans of Americans either, especially since the US government was unwilling to accept the Soviet Union as a legitimate part of the international community. After the war ended, any relations Americans had with the Russians froze … but you can still visit Cold War sites in America.
American leadership decided the best way to deal with the Soviets would be a strategy called containment, which meant that America’s only solution was a long term vigilance of Russian tendencies to invade countries and take over. The containment approach also provided the government with the rationale for an unprecedented arms buildup, beginning in 1950. Both Americans and the USSR had access to atomic weaponry. The ever-present threat of nuclear war had a huge impact on American domestic life. People started to build bomb shelters, drills were practiced in schools and public places, and movies showcased depictions of nuclear devastation. The government did its part too and built bunkers, reactors, and missile silos in preparation for a possible Russian invasion.
Though the Cold War might have ended, the traces of our fear, paranoia, and preparation still exist today. Check out this list of top Cold War tourism sites to visit in America.
Greenbrier Bunker, White Sulphur Springs, West Virginia
This fallout shelter is located at Greenbrier Resort. What’s strange about it is that no one in the hotel knew it was designated as a bunker or that the government planned to house all of Congress in the event of a nuclear attack. Apparently, the government somehow convinced resort staff that it was building a conference center and that the 7,000-foot landing strip outside the building was completely necessary. The bunker was never used, and now you can take tours of it and check out the less-than-glamorous digs reserved for Congress.
Hanford Site, Richland, Washington
This 586 square mile site has been producing plutonium since 1943 when the War Department took it over to conduct parts of the Manhattan Project. The last reactor was shut down in 1987, and formal cleanup began two years later.
Minuteman Missile National Historic Site, Philip, South Dakota
No surprise that this place used to house missiles, but what might be surprising is how many. At its peak, the South Dakota silo field houses 150 missiles. Now it’s down to just one, the Launch Facility Delta-09. Now it’s run by the National Park Service, and there are tours available of the underground control centers.
The Culpeper Switch, Culpeper, Virginia
In 1969, construction on a bunker that had lead-lined shutters and steel-reinforced concrete. The reason? To keep cash flowing in case a Soviet attack wiped out America’s banks. For many years, the Federal Reserve kept $4 billion in cash inside the bunker. The government moved the cash out in 1988 and gifted the site to the Library of Congress in 1992.
Titan Missile Museum, Sahuarita, Arizona
For 24 years, the US had 54 Titan II missile sites on high alert. President Reagan ordered all Title II missiles deactivated in 1981, and most of them were completely destroyed in the process. All except for one, which is now on display at the Titan Missile Museum in Arizona. The missile was never fueled and never carried a warhead, so it’s completely safe for the public.
X-10 Graphite Reactor, Oak Ridge, Tennessee
For two decades, the X-10, an artificial nuclear reactor, existed on a diet of uranium. It’s dormant now and has been since 1963. Located inside the Oak Ridge National Laboratory, the reactor is now open to the public.
This is just a small sampling of the Cold War sites in America, even though the Cold War has officially been over for decades.
I haven’t been this excited about Forever Stamps since an LT I worked with in Korea monologized about how investing in them would save money over time as the price of stamps continued to rise. Now seems as good a time as any to take his advice, especially considering these new Military Working Dog stamps are just so CUTE patriotic.
According to a press release, “Each block of four stamps features one stamp of each of the following breeds — German shepherd, Labrador retriever, Belgian Malinois, and Dutch shepherd — that commonly serve in America’s armed forces. The background of each stamp features a detail of a white star. A star appears in the center of each block. The stylized digital illustrations are in red, white, blue and gold to represent the American flag and patriotism.”
The 9 Biggest Myths About Military Working Dogs | Military Insider
According to CNN, an estimated 2,300 military working dogs serve on U.S. bases worldwide. Both male and female dogs are chosen, they are given specialized training, and they are treated with the respect and dignity of their fellow service members. Military working dogs have even received medals for their heroism.
The bond between the handler and the dog is so strong that many handlers will adopt their MWDs after their service. When a military working dog is finally laid to rest, they are given full military honors.
Now, the rest of us can help commemorate their sacrifice, devotion, and bravery with these stamps.
If you have ever run into a situation in which you asked yourself, “What rule? How could someone think that was a good idea? Why was I not told?” you can now offer your comments for an upcoming rule.
You may have experienced distance learning during your military service or know someone who has. As such, you can provide valuable insight into a proposed rule, Distance Education and Innovation, which will likely affect service members’ online schooling worldwide.
The U.S. Department of Education, led by Secretary Betsy DeVos, has published a proposed set of rules that will significantly affect distance learning for service members and their families enrolled in post-secondary educational programs. The public comment period for your valuable insight closes May 4, 2020, at 11:59 PM ET. If, after reading, you feel you would like to share your thoughts, you can do so here. Following the comment period, the Department will publish a final regulation before November 1, 2020.
In its Notice of Proposed Rulemaking on Distance Education and Innovation, the Department has proffered many changes to current educational policies from how universities define their curricula to how regular and substantive interaction between students and instructors is defined. Most importantly, educational institutions with proven track records will benefit from a streamlined approval from the Secretary for the first direct assessment program offered by the school.
What this means for service members
In the coming months, service members will likely see a rapid expansion of new online schools and online programs — also, advertisements for newly G.I. Bill-approved schools will appear on social media platforms everywhere. Also, a more comprehensive array of applications will be made accessible to members of the military and veterans. This is excellent news for members of the military bouncing from state to state and country to country, where some traditional universities’ programs cannot follow due to their accreditors’ archaic and arguably avaricious policies.
For example, in response to one of its student’s military-related mobilization, a servicemember’s military friendly school may state, “You want us to record your classes? That’s too much of a burden. You volunteered to deploy, that is not the university’s problem.” Thus, the traditional university, under the guise of its federal and state regulations, may deny a student-soldier’s request for accommodation and defer to its accreditation standards in its defense.
Conversely, the non-traditional university, better equipped, may see a mobilization of a Reserve or National Guard soldier as a straightforward situation to accommodate because, fundamentally, the online university is best positioned to handle the unique circumstances that affect service members and civilians alike. As an example, the current COVID-19 pandemic, which is forcing traditional students to stay at home, has driven student-soldiers nationwide to temporarily drop their textbooks and, instead, get into their uniforms. Thus, student-soldiers’ statuses and VA-payments may be negatively affected.
Despite the proposed set of rules accommodations for non-traditional students, the rapid development of the rule itself – the process – may be cause for concern.
Criticism of the Rule
According to William J. Zee, partner and chair of the Education Law group at Barley Snyder, LLC., a strategically focused, full-service law firm representing businesses, organizations, and individuals in all major areas of civil law, “Critics believe it is worrisome that these regulations were proposed at the same time the biggest commentators – namely higher education institutions – are busy trying to institute distance learning in the face of COVID-19 and do not have enough time to fully digest and comment on the proposed regulations.”
Critics’ concerns about the rapidity of this Rule’s development are supported by a seemingly absent involvement of traditional universities within the Department’s “months-long negotiated rulemaking effort” that constituted public hearings and engagement from education-subject matter. Seegenerally Notice, DoED, 2020 at 1.
Also, Sharon L. Dunn, PT, Ph.D., president, American Physical Therapy Association, stated publicly, “. . . changing the accreditation requirements, process, or standards for purely programmatic accreditors could cause lasting damaging effects.” SeePublic Comment, APTA, September 14, 2018.
Thus, the Department’s shift towards programmatic accreditation standards may mean damaging effects on educational institutions relying more on institutional accreditation, and an outcome possibly welcomed by some in the military community.
Support for the Rule
Mr. Zee, continued, “On the other hand, the proposed distance learning regulations could prove positive for current active military servicemen and women who have the possibility of being deployed while obtaining some sort of degree. These regulations propose to broaden the ability for institutions to better use technology and serve the classes of people who may not be in a traditional school setting. These regulations call for more use of technology, a broader acceptance of distance learning, and a recognition that the method of obtaining credentialing isn’t as important as the end result.”
In addition, Blake Johnson, a first-year law student, stated publicly, “This is a very important move toward protecting the student . . . First year itself is difficult and presents an educational challenge unlike any I’ve faced before. That being said, I was getting used to the in-person socratic lectures. That’s all gone. The ABA (American Bar Association) is stringent on their allowance of distance learning. This current situation has seen an unprecedented move in which the ABA allowed for students to not only go ‘online’ but also allowed for a trend towards Pass/Fail type grading. This proposed rule allows for a relaxed and more accommodative approach to education and factors in the issues associated with the current [COVID-19] pandemic.” See Public Comment, April 15, 2020.
Thus, more significant innovation in distance learning could prove beneficial to members of the military.
Author’s Public Comment and Concerns
This author will be specifically addressing administrative remedies in his public comment to the Federal Register.
Because of the extraordinary degree of speed by which the Department has rollbacked regulations in its Proposed Rule, student-soldiers could be at higher risk of exposure to misrepresentation and fraud.
Addressing this author’s concern, the Department generally states, “These proposed regulations attempt to limit risks to students and taxpayers resulting from innovation by delegating various oversight functions to the bodies best suited to conduct that oversight—States and accreditors. This delegation of authority through the higher education regulatory triad entrusts oversight of most consumer protections to States, assurance of academic quality to accrediting agencies, and protection of taxpayer funds to the Department.” SeeProposed Rule, DoED.
In laymen’s terms, the Department is passing the buck to State regulators such as the Massachusetts Department of Higher Education, for example, a state agency charged with the duty of assuring academic quality in Massachusetts.
The problem with such delegation is (1) many state regulators are hyper-focused on targeting for-profit institutions and politically incentivized to protect non-profits, and (2) there are very few remedies for student-soldiers facing disputes with their universities, regardless of the school’s tax status. Frequently, military commanders cite the Uniformed Services Employment and Reemployment Rights Act, USERRA, a federal employment law, in response to their student-soldiers’ concerns with missing classes due to drill or deployments.
Expect to see a Public Comment from this author very soon that will advocate for the inclusion of protective language to the Department’s Proposed Rule modifying eligibility to ensure student-soldiers are given big sticks to augment their respectful, soft voices in the classroom.
The metaphorical equivalent of a student-soldier’s attempt to resolve a dispute with their non-profit university would be like an attempt to sue God. The cards are stacked unfairly in favor of universities nationwide, and, in closing, for those who believe non-profit universities to be a fragile, delicate butterflies, worthy of extraordinary deference by state regulators, please research universities’ publicly available Internal Revenue Service (IRS) Form 990(s).
Call to Action
After reviewing the Department’s Tips for Submitting Comments, submit your comments through the Department’s Rulemaking Portal or via postal mail, commercial delivery, or hand delivery. The Department will not accept comments submitted by fax or by email or those submitted after the comment period. To ensure that the Department does not receive duplicate copies, please submit your comments only once. In addition, please include the Docket ID [ED-2018-OPE-0076-0845] at the top of your comments. If you are submitting comments electronically, the Department strongly encourages you to submit any comments or attachments in Microsoft Word format.
If you must submit a comment in Adobe Portable Document Format (PDF), the Department strongly encourages you to convert the PDF to print-to-PDF format or to use some other commonly used searchable text format. Please do not submit the PDF in a scanned format. Using a print-to-PDF format allows the Department to electronically search and copy certain portions of your submissions.
Federal eRulemaking Portal: Go to www.regulations.gov to submit your comments electronically. Information on using Regulations.gov, including instructions for accessing agency documents, submitting comments, and viewing the docket is available on the site under ”Help.” See 18638 Federal Register Vol. 85, No. 64. Thursday, April 2, 2020, Proposed Rules. at 1.
Attending a Non-Profit vs. For-Profit Educational Institution
A common misconception about non-profit educational institutions is that they cannot, by definition, be predatory. In an online document concerning non-profits, last updated February 2018 by Pasadena City College (PCC), a non-profit educational institution, PCC states, “None are predatory, but have varying success rates – students should research institutions carefully applying.” See Document at 2. In its blanket immunity declaration, PCC also highlights the importance of carefully researching educational institutions’ successes, which can be intentionally elusive to some consumers.
A more in-depth article addressing the logical fallacy behind blanket immunity granted to non-profits is discussed further in These Colleges Say They’re Non-profit—But Are They?, written by Robert Shireman, Director of Higher Education Excellence and Senior Fellow at The Century Foundation. If further clarification is needed on what it means for an educational institution to be predatory, the Federal Trade Commission, in concert with many State Attorneys General, maintains publicly available reports and cases that define bad actors’ deceptions of consumers in areas ranging from aviation to wine and beer.
According to Mr. Zee, “For-profit institutions have been preying on the education of current soldiers and veterans because their GI Bill does not go toward the for-profit institutions’ 90/10 limit of federal funding. For-profit institutions have been caught deceiving prospects into believing they are actually non-profit institutions, and many soldiers have been negatively impacted, as they are seeking a non-traditional method of schooling.”
In deciding whether to attend a non-profit or for-profit educational institution consider this, enrolling at an institution of higher learning through an online portal provided by the bursar’s office may not feel the same as removing a wrinkled dollar bill from a tired, leather wallet, handing it to a cashier across a counter, and receiving a delicious chocolate candy bar unwrapped in return. Still, it is a financial transaction just the same. Students are consumers of educational services provided by companies, whether the U.S. Internal Revenue Service sees them as 501c3 or not.
Measure of a Post-Secondary Educational Institution’s Success
It is generally easy to discern the success of teaching a child to play catch, the child either catches the ball, or they do not catch the ball. However, some may take the view that the measure of success is instead the child reaching to catch it. The attempt itself is worthy of some admiration, an ideal not lost to many.
However, an attempt to catch the ball is categorically not a success, determined by many programmatic-accreditation bodies, an example of which would be the American Bar Association. One either passes the bar exam or does not pass. Likewise, one either passes their State’s medical board or they do not. The ramifications of either determine whether one will be permitted to practice law or medicine, an ideal we value for the professionals charged with the duties of either keeping us out of prison or alive on the operating table.
Conversely, to an institutional-accreditation body, a child may be the next Jason Varitek despite missing the ball and landing on his or her face. An institutional-accreditation authority is not so concerned whether the child catches the ball, it is concerned with what the ball is made of, how fast it was thrown, and whether the child was the intended recipient. In other words, institutional-accreditation bodies are more concerned with the educational process, the number of students per class, than the result, the number of students working in their desired field. An accredited university can retain its accreditation by solely focusing its business decision-making process on an extensive gamut of unique gradable metrics, rather than merely one: whether its graduates obtained jobs.
In its Notice, the Department “call[s] for institutions, educators, and policymakers to ‘rethink higher education’ and find new ways to expand educational opportunity, demonstrate the value of a post-secondary credential and lifelong learning, and reduce costs for students, schools, and taxpayers. See Factsheet (emphasis added).
What is a CFR?
CFR is short for a Code of Federal Regulation, more amicably known as administrative law by members of the legal community. Administrative law is unique because it is technologically complicated. For example, Lawyers and Judges typically do not enjoy defining what is or is not the correct way to fly an airplane.
Hence, a federal agency, the Federal Aviation Administration, filled to the seams with aviation experts, defines the technical means to fly an aircraft correctly. Likewise, other areas of specialization like immigration or education are governed by administrative rules, ultimately guided by the federal, executive branch of government.
In this instance, the Department’s change to the CFR will result in a cascading effect on how the education sector conducts its education-business – or for the FAA, flies a plane. However, unlike flying a plane, which arguably has a clear right and wrong way of doing it – up or down, education has its unique nuance. For example, a law student, activated for a combat military deployment – yet with access to computers, may
As a valued reader of We Are the Mighty, you may know or be a Soldier, Sailor, Airmen, Marine, or Coast Guardsman who balanced online, distance learning with their military service. Please, share your insight on what you think of the Department of Education’s proposed rules.
There are many myths about having a Department of Veterans Affairs‘ disability rating and serving in the military. The most common is that, if you have a VA disability rating, you can never serve in the military again. Or if you do serve in the military, you have to waive your disability rating or all of your VA disability compensation. None of these statements is completely true.
Because you can file a VA disability claim only after leaving active duty, this article is making the assumption that the military member has left active duty and is either transitioning into the Guard or Reserves or trying to return to active duty after a break in service.
Can You Serve in the Military with a Disability Rating?
The answer is maybe. Simply having a VA disability rating does not prevent someone from joining the military. However, the underlying medical condition may prevent someone from medically qualifying to serve again.
For example, you can receive a VA disability rating for knee surgery that you had while on active duty. If your knee has otherwise healed and you can perform your military duties, remain deployable and pass your PT test, then you may be eligible for continued military service.
However, other underlying medical conditions may prevent you from joining the military again. For example, it may be difficult to join again if your VA disability rating stems from a serious medical condition that prevents you from being able to perform your military duties, maintain deployability status or pass your PT test.
Can You Serve on Active Duty with a VA Disability Rating?
Provided you have been medically cleared to serve, simply having a VA disability rating isn’t enough to prohibit you from serving on active duty.
However, federal law prohibits members from receiving military compensation and VA disability compensation for the same day of service.
So, while you won’t have to waive your actual VA disability rating, you would need to suspend your VA disability compensation payments until after your active-duty service ends. After that, you can contact the VA to resume your payments.
What About Serving in the Guard or Reserves with a Disability Rating?
The same rules apply to members of the Reserve Component as they do for active duty. However, there is one big difference: You don’t have to suspend your VA disability compensation payments unless you are serving in a full-time capacity.
When you receive VA disability compensation, you receive it on a monthly basis.
When you serve in the Reserve Component, you receive military pay only on the days you serve (typically one weekend a month, and two weeks a year). You actually perform four drill periods on your weekend drill and receive pay for four days of work. You will receive only one day of pay for the other days you serve in the Reserve Component (Active Training, TDY, PME, etc.).
The typical Guard or Reserve member receives military pay for only a handful of days per month. They are in an inactive status and are not receiving compensation for the remaining days of the month.
Remember the rule above: “Federal law prohibits members from receiving military compensation and VA disability compensation for the same day of service.”
The law requires members of the Reserve Component to waive either their military compensation or VA disability compensation for days in which they received both forms of compensation. Thankfully, it’s easy to decide which pay to waive.
Keep in mind you have to waive your pay only on the days on which you receive both forms of compensation. In other words, the pay you waive is prorated — you don’t have to waive the full month of either of these payments, only the prorated amount for the days on which you received both.
Both the VA and Defense Finance and Accounting Service (DFAS) prorate the payments based on a 30-day month. This means each day of VA compensation is worth 1/30 of your monthly VA disability rate. Likewise, each day of military service is worth 1/30 of your base military pay.
So if you serve the traditional one weekend a month, two weeks a year, you would receive military compensation for 63 days of service (48 weekend drills and 15 AT days).
The VA sends members a copy of VA Form 21-8951 at the end of the year documenting the number of days on which they received military compensation and VA disability compensation for the same period of service.
If you waive your VA disability compensation, the VA will simply withhold future payments based on the number of days for which you received compensation in the previous year. If you were paid for 63 days of military service, the VA would withhold a little more than two months’ worth of disability compensation from future payments. You can even request that the VA withhold only a portion of your future payments until the full amount is withheld.
If you choose to waive your military compensation, you would need to repay the military in full. This would mean writing a large check to DFAS.
In most cases, you will have earned more military compensation than you received in VA disability compensation, so it would make much more sense to waive your VA compensation.
Yes, it may be possible to serve in the military with a VA disability rating, provided your underlying medical condition doesn’t prevent you from meeting requirements. If you serve on active duty, in the full-time Guard/Reserves, or you have been activated, you may need to suspend your VA disability compensation payments to comply with federal law. Otherwise, members of the Reserve Component may need to waive either their military compensation or their disability compensation for the number of days on which they received both forms of compensation on the same day.
U.S. Marines with 1st Battalion, 3rd Marine Regiment are conducting a month-long military exchange program with Marines from the Indonesian Korps Marinir in Eastern Java, Indonesia, and Marine Corps Base Hawaii, Kaneohe Bay, Aug. 6-29, 2019.
The exchange program, designed to strengthen the partnership between the two militaries, involves each country sending a platoon of Marines to live and train together at the others’ military bases. Working closely though a rigorous training schedule focused around individual, team and squad level tactics, Marines from both nations are able to learn from each other and continue to improve their ability to work together.
“For basic tactics, we do the same thing for shooting and maneuver, but we have a different terrain and environment,” said 2nd Lt. Gilang Kanandha, a platoon commander with the KORMAR. “We can make our Marine Corps better by learning new things and [the U.S.] Marines can learn something new too.”
U.S. Marines with Alpha Company, 1st Battalion, 3d Marine Regiment and Indonesian Marines patrol through the woods during Korps Marinir at Kahuku Training Area, Hawaii, Aug. 13, 2019.
(U.S. Marine Corps Photo by Lance Cpl. Sasha Pierre-Louis)
Not only do the Marines share tactics with each other, they also develop new leadership styles and establish relationships with their partner nation counterparts.
“We are able to train together and be aggressive when it’s time to do that,” said 1st. Lt Joseph Artis, a platoon commander with Co. A., 1st Battalion 3rd Marine Regiment. “But during our down time, we have the ability to just be Marines together.”
U.S. Marines with Alpha Company, 1st Battalion, 3d Marine Regiment and Indonesian Marines eat together during Korps Marinir at Kahuku Training Area, Hawaii, Aug. 13, 2019.
(U.S. Marine Corps Photo by Lance Cpl. Sasha Pierre-Louis)
“Our relationship with our Indonesian counterparts is very strong,” said Staff Sgt. Nathanial Skousen, the company gunnery sergeant for Co. A., 1st Battalion, 3rd Marine Regiment. He noted how naturally the Marines from both nations interacted with each other, “It’s as if the same type of people are drawn to serve their nation’s military,” said Skousen.
The KORMAR exchange enhances the capability of both services and displays their continued commitment to share information and increase the ability to respond to crises together across the Pacific.
A U.S. Marine with Alpha Company, 1st Battalion, 3d Marine Regiment and an Indonesian Marine pose for a photo following training during Korps Marinir at Kahuku Training Area, Hawaii, Aug. 13, 2019.
(U.S. Marine Corps Photo by Lance Cpl. Sasha Pierre-Louis)
“It causes us to open our eyes a little bit when we experience things with Marines from overseas,’ said Artis. “The fact that this is happening in different parts of the world, it gives us perspective that there is a global mission we are trying to achieve. It’s not just us in Hawaii trying to do this.”
This article originally appeared on Marines. Follow @USMC on Twitter.
Cats are apt to perch wherever they please — on your keyboard, atop the refrigerator, or squished into a box. But a cat on top of a submarine is unexpected, to say the least.
Military Giant Cats (@ GiantCat9 on Twitter) is a bizarre Twitter account that’s exactly what it sounds like — photos of giant cats on top of, playing with, or stalking various militaries or weapons systems.
The account’s creator, a person who identified himself as Thomas, told Insider, “I started this weird account because I love the absurdity of [the] internet, I love the cats, I worked several years in the defense industry.”
“A lot of people send me [cat] pics in the DM,” Thomas told Insider via Twitter direct message. He then Photoshops the cats onto airplanes, submarines, battlefields, and tanks, much to the delight of the account’s 29,000 followers.
Take a look at these felines on fighter jets in the next slides.
Gen. Arnold W. Bunch Jr. is the commander of Air Force Materiel Command, headquartered at Wright-Patterson Air Force Base, Ohio. He handles installation and mission support, discovery and development, test and evaluation, life cycle management services and sustainment of every major Air Force weapon system. The command employs approximately 80,000 people and manages $60 billion of budget authority.
AFMC delivers war-winning expeditionary capabilities to the warfighter through development and transition of technology, professional acquisition management, exacting test and evaluation and world-class sustainment of all Air Force weapon systems.
There are eight AFMC host bases: Arnold AFB, Tennessee; Edwards AFB, California; Eglin AFB, Florida; Hanscom AFB, Massachusetts; Hill AFB, Utah; Robins AFB, Georgia; Tinker AFB, Oklahoma and Wright-Patterson AFB, Ohio. In addition, the command operates associate units on several non-AFMC bases.
During an interview with Airman magazine, Bunch discussed AFMC’s mission and responsibilities and the roles of science, technology and innovation in increasing Air Force readiness.
Airman magazine: Air Force Materiel Command is a large and diverse command which a lot of Airmen may not understand. Can you talk about the mission of the command?
Gen. Bunch: I would say we are the most diverse (major command) that there is in the Air Force. When you consider the demographics, we are very diverse. AFMC has huge mission diversity as well. What I want to tell the Airmen is, we touch everything that they touch on a day-to-day basis. When a system comes into the Air Force, we do a lot of the (science and technology) research upfront and early. That work is done through the research lab. We do a lot of the acquisition planning either through the Nuclear Weapons Center or through the Life Cycle Management Center and that starts the acquisition process. We test systems and we do all the activities to get it into the Air Force. Then we sustain the system for the long term through the sustainment center, all the way to the point that we get rid of it or retire it and put it at (Aerospace Maintenance and Regeneration Group) in some cases.
So, from the beginning all the way to the end of any system we have within the Air Force, AFMC plays a key role. Underlying all that and at the foundation is the work the Air Force Installation and Mission Support Center.
The AFIMSC takes care of all facilities modernization and restoration. They also take care of contracting, security forces, housing privatization, dormitories and military construction. They take care of these things on our installations day-to-day to make sure that our facilities are up to date so that we can project power anywhere in the world.
So our mission diversity ranges from every mission system across the Air Force that we create, develop, test and maintain from the very beginning of the program all the way to the very end of a program’s life to support for the nuclear enterprise, and installation and mission support.. AFMC is involved in all of it, so it’s a very diverse mission.
Gen. Arnold Bunch Jr., Commander, Air Force Materiel Command, talks with members of the 412th Medical Group during his visit to Edwards Air Force Base, California, Oct. 18.
(U.S. Air Force photo by Giancarlo Casem)
Airman magazine: You talk about the importance of AFMC people. What is AFMC doing to attract top talent, develop and keep the workforce?
Gen. Bunch: Our Airmen, and when I use Airmen, I’m talking about military and civilian. I don’t distinguish within this command. We, more than any other command with (more than) 60,000 civilians, we are Airmen all focused on the Air Force mission. They are our most valuable resource and they are what make this organization tick. They’re the ones that get it done every day and execute their wartime mission each day.
We are trying to speed up the process of bringing the right people in and who we can recruit. We’ve actually taken some steps to speed that process up, to make it go quicker. We’re also doing some unique things where we’re doing job fairs to try to get at the right people. We’re using acquisition workforce development funds to pay off student loans to attract high quality, high caliber people in the skill sets we need. And what I’ve asked the team to start looking at is how do we communicate this so that we can keep people?
We had a lady who worked in the Air Force Test Center in May who retired after 68 years of service. We have 21 or 22 year-old young men and women coming in and I’ve got folks that have worked in the organization for 68 years. How you communicate across that diverse spectrum and how you motivate them all to keep going forward and how do you reward and award. Those are the things that we’re asking our people to take a look at and to help us drive our retention numbers the way we need them to go.
Since October of last year, we’ve seen about an 11% drop in the time to hire civilians. We’re not where we want to be, we’ve got to get better, but it’s a step in the right direction and something that I feel comfortable saying to the workforce. We know we’ve got to do better and we’re working at it.
Congress has been very helpful by giving us some additional authorities and we’re utilizing those authorities to try to go faster.
Air Force Chief of Staff Gen. David L. Goldfein congratulates Gen. Arnold W. Bunch, Jr. after assuming command of Air Force Materiel Command commander, shake hands during an assumption of command ceremony inside the National Museum of the United States Air Force, Wright-Patterson Air Force Base, Ohio, May 31, 2019.
(U.S. Air Force photo by Wesley Farnsworth)
Airman magazine: The (Former Secretary of the Air Force Heather Wilson) and Air Force Chief of Staff Gen. David Goldfein) have called out the “Air Force We Need.” Can you please describe the “AFMC We Need” initiative? What are some focus areas and objectives?
Gen. Bunch: We have the National Defense Strategy that came out that everyone’s focused on and (the Air Force) came out with the “Air Force We Need.” When I came into the job, what I wanted to do was define what do we, as AFMC, need to be to support the National Defense Strategy and to support where the chief and secretary want to go with the “Air Force We Need.”
I didn’t have any preconceived ideas of what we wanted it to be. I wanted to tap into our most valuable resource, our Airmen. They’re the ones that are executing the mission each day. So we wanted to, as Gen. Goldfein says, “squint with our ears” and listen to our men and women about what’s impeding their ability to get the mission done and what do they think it means to speed things up, go at the speed of relevance. So, we formed a team. We sent them out. They did a lot of surveys. We got a lot of results back in and a lot of great ideas that we’re now trying to review and see how we want to implement the suggestions or what we can put in place to move forward.
One of the books I’ve read about leadership is “Primal Leadership.” In the book there is a quote about, “None of us is as smart as all of us.” So, what I wanted to do was capture the essence of what the men and women believe in the organization and then glean through those comments to figure out what we need to get after. So we’re excited about going forward.
Airman magazine: The “AFMC We Need” addressed broad areas across the command. What are some of the challenges identified?
Gen. Bunch: We did do some external interviews and I would say they’re kind of consistent. One of the things is we’ve got to do a better job of communicating our impact and what our mission is. Some of our folks didn’t understand what we do, internally and externally, so we’ve got to do a better job at communicating some of that. A couple other challenges identified were facilities, infrastructure and information technology.
We’re telling people they’re coming to work in this remarkable organization, but they’re having tremendous impacts on a day-to-day basis with how our information technology systems work and it’s causing limitations. So those will be some of the initial challenges that we are going to focus on.
Another challenge we are going to focus on and we are starting to take some actions in is leadership training. Our people want their supervisors to be better leaders.
Last month, we had a senior leader conference where we talked about that with all our center and installation commanders. One of the things we’re trying to find out is who are the “no” people. The goal is to stop some of those noes and see what we can do to get to “yes” to move forward as an organization so we’re better prepared to support the future.
One of the installation commanders gave me a sign and I’ve got it in the office. I asked everybody at the senior leader conference to sign it. It says, “Find out where no lives and kill it.”
Capt. Joshua Lee talks with Gen. Arnold Bunch, Air Force Materiel Command commander, about unmanned aerial systems Oct. 15 at Eglin Air Force Base, Fla. The commander visited Air Force Research Lab Munitions Directorate’s newest networking test and design facility during an early stop on his two-day tour of the base.
(U.S. Air Force photo by Samuel King Jr.)
Airman magazine: You have stated the AFMC has to be better at anticipating Air Force needs. How will AFMC do this?
Gen. Bunch: We have to think forward. We have to think about the future. We can’t get caught up in what is Air Combat Command or Air Mobility Command or Global Strike Command asking for today. We need to focus our science and technology to go forward. (The Air Force) put out the Science and Technology 2030 strategy. We’re building an implementation plan to get after that. How do we create a competitive environment with what we’re doing within the research laboratory so that we are pushing ourselves and we’re scanning that horizon for what’s out there for the future. That’s one way that we can do that.
We also need to capitalize on a lot of what’s going on with commercial industry to get innovative ideas from outside that we may not have thought of. So we’re supporting the pitch days that (Dr. Will Roper, assistant secretary of the Air Force for Acquisitions, Technology and Logistics) implemented in small business innovative research.
We’re supporting the stand-up of consortiums so that we can get good ideas in and see what people can do. So, there are a lot of activities we as AFMC need to work on. We need to continue to look at industry strategies for how they’re doing business and how they develop software. We need to look at how can we do those things in a more responsive manner and change how we hire the workforce and how we recruit and retain them.
We’ve got to get a more operational tie and more linkage with what we’re doing across AFMC, and with the other major commands. How are they employing some of their aircraft? How are they doing their communication? What do we need to do? What can we glean from within to find answers? We need to make our ties stronger.
Air Force Vice Chief of Staff Gen. Stephen W. Wilson, left, and Dr. William Roper, assistant secretary of the Air Force for Acquisition, Technology and Logistics, center, discuss the April 20 TechStars Autonomous Technology Accelerator for the Air Force Demo Day at the Westin Hotel in Boston with John Beatty, right, executive director of the Massachusetts Military Task Force. Ten startup companies pitched their ideas to potential investors and Air Force senior leaders during the event, which is a partnership between Techstars and AFWERX.
(U.S. Air Force photo by Linda LaBonte Britt)
Airman magazine: How is AFMC utilizing partnerships with commercial tech companies and academia to have a better understanding and mine those advanced capabilities that may be on the horizon?
Gen. Bunch: So there are a couple of different areas that I’ll focus on. We’re working right now and we’ve got some good partnerships with Delta, Tech Ops, and Georgia Tech Research Institute on what we’re doing for condition based maintenance. We’re looking at what the commercial industry is applying in managing their large fleets of aircraft. Also what can we do with machine learning or artificial intelligence so that we can be more predictive for when some of our systems may be going to fail and help us keep the supply lines primed with repair parts. To me, we have great partnerships with a lot of great ideas that we can employ and we’re working down that path together, so that’s good.
We’ve got to get rapid. That’s all part of the Rapid Sustainment Office that we stood up with Lt. Gen. Robert McMurry as the program executive officer. The RSO team is looking at condition based maintenance, additive manufacturing or 3D printing and are there technologies out there we can use and capitalize on. We’re starting to make grounds in those areas. So those are a few of the ideas that are coming from the commercial end that we can utilize.
Airman magazine: You’ve said our peer adversaries are developing new capabilities modernizing existing capabilities, eroding our tech advantage. Please describe how AFMC is responding to the need for speed?
Gen. Bunch: There are a lot of different things we can do to get at that need for speed. But what we also want to make sure of is while we’re speeding, we’re doing it with discipline. We need to go fast, but we also need to put the disciplines in place so that we’re thinking our way through some of those systems and some of the decisions we’re making so that we are looking long term as well as immediate. We’re looking at, can I get a technology to the field faster? That means a viable product that we would evolve over time versus going for the solution that would take 10 years and a lot more effort. Can I give you something that gets me on that path in two years that you would be able to utilize in the field and be able to move out with.
So that’s one area that we’re looking at. Can I turn things faster and build over time? Another one that we’re continuing to focus on is open mission systems. If we can get open mission systems architecture into our weapons systems and into our designs, we can then bring in new technologies as technology evolves or the threat changes, because those are two things that are never going to slow down. They’re going to change. But by having open mission system architecture, we can piecemeal in parts over time as the technology and the threat changes so that we can adapt more quickly. We shouldn’t have to test systems as long. We should be able to be cyber secure. Those are a couple examples of things that we can immediately get after.
A good example of that is R-EGI, our Resilient Embedded GPS/Inertial Navigation System. That’s a program that we’re running out of the Life Cycle Management Center and it’s to get after having a resilient position navigation and timing solution over time. If that becomes threatened, what we have is an enhanced GPS/INS, most folks know. We fly it in all of our aircraft. It’s common with us, the Navy, the Army; it’s in all platforms. It’s something that’s almost universal. What we’re doing in this effort is trying to build open mission system architecture design so if I needed to inject new software or I needed to add a new component, I could evolve that over time as the threat changes and we could be more resilient.
Another good example is we’re using and trying to push to digital engineering and a digital enterprise. Right now, the ground based strategic deterrent team is doing a good job with some model-based systems engineering. We want to digitize and become a more digital enterprise with what we’re doing within AFMC. In digital we can change things in a more rapid manner and do things on a computer and look at options and look into digital areas before we ever start doing some of the other advances. It should eliminate some of our trial and error.
The Air Force Research Laboratory’s AgilePod is shown mounted on the wing of the Textron Aviation Defense’s Scorpion Light Attack/ISR jet. The AgilePod is an Air Force-trademarked, multi-intelligence reconfigurable pod that enables flight-line operators to customize sensor packages based on specific mission needs. A fit check in late December 2017 provided an opportunity to demonstrate the ability of the pod to rapidly integrate onto a new platform with short notice, highlighting the benefits of Sensor Open Systems Architecture.
(U.S. Air Force photo by David Dixon)
Airman magazine: In fall of 2017, the secretary challenged us to develop a new Air Force ST Strategy for 2030. That document is now published. From your perspective, what are a few of the key takeaways?
Gen. Bunch: Really, it’s about competition and how do I create competition within what we do, within our research laboratory and our ST so that we’re continuing to push the bounds. I think that’s one of the key ingredients. How do we as an enterprise capitalize on the various basic research activities that may be out there so that we’re pushing the envelope and we’re looking at things and going, “That has great promise, I need to continue to work in that area.” Or, “That’s not making the progress I need. I need to off ramp that and I need to go another way.” So I think that one is really important.
The other one is we have science and technology dollars and how do I, over time, take those and shrink the investments so that they’re more focused in game changer technologies that I’m going to put out in the field. How do we capitalize on that knowledge base and how do we drive to where we’re transitioning game-changing technologies and we’re getting them into the field and capitalizing on that transition. I think those are two of the key things that we’re really looking at.
Airman magazine: How are AFMC and AFRL going to support the execution of the strategy?
Gen. Bunch: So there are a lot of activities already underway. Right now, we’re working with AFWIC, Air Force Warfighting Integration Capability, and we’re working with Dr. Roper’s team to come up with an implementation strategy. So that’s in the works. We are also trying to make some changes so that we can handle our money with a little more flexibility, so that we can shift and put our focus where the dollars need to be for those bigger projects.
So we’ve got a great partnership right now. The team is working with me on a regular basis. Our team’s trying to set in place processes to review where our tech focus areas are so we can make the right investments. They’re looking at what we want to do in basic research. They’re looking at what we want to do at the next level and then what we’re doing in our advanced research, where we’re getting to the prototyping and how do we focus.
A Republic of Singapore air force F-16 Fighting Falcon fighter aircraft tactical aircraft maintainer assigned to the 425th Fighter Squadron, Luke Air Force Base, Arizona, performs a launch inspection June 10, 2019, on the flightline at Tyndall Air Force Base, Florida. The 425th FS is at Tyndall to take part in a Combat Archer exercise.
(U.S. Air Force photo by Airman 1st Class Bailee A. Darbasie)
Airman magazine: Is the Tyndall AFB rebuild an opportunity to take the Base of the Future off the drawing board and make Tyndall a proof of concept for new tech?
Gen. Bunch: We are looking at new technology for Tyndall. Tyndall, as devastating as that was, thank goodness we had a great team doing a lot of great work so that the damages were material damages to things that we can replace and it wasn’t to our Airmen and their families. That’s our number one focus, their safety. But now as we recover, we do have an opportunity to look at what would we want the base to look like for the future. How would we want the information technology system set up so that it’s more efficient? How would we set in the power lines? How would we build the buildings? We are looking at Tyndall as an example of what we may be able to do for the future.
We’ve actually had AFWERX bring in some outside companies to come in and pitch their ideas. So we’re trying to move as quickly as we can to get everything moving forward, to get the mission back to normalcy. We’re also looking at what would we do different now that we can make changes and we can look at the mission from a different perspective. How would we make it better when we rebuild it? How is it more resilient? How do we have a better information technology network? How do we design everything–from are we going to put anything above ground or are we going to put it all underground now that we have the time to be able to do that so that it’s safer and more secure and less likely to be damaged in the future. Those are all things that we’re looking at as we go forward.
Airman magazine: How does AFMC support the Air Force as a hub for innovation?
Gen. Bunch: Innovation’s been a foundation of what we’ve been as an Air Force from the very beginning. And it’s interesting, we have more than 80,000 people within AFMC and you ask them all what innovation means, you’d probably get 80,000-plus different definitions. And I’m good with that. Innovation can mean some groundbreaking revolutionary thing that we’ve never done or it could mean changing a process so that we can go faster because we’ve employed what the Sustainment Center uses which is the ‘art of the possible.’
I’m good with all of it. What we have to create, and I think we are doing a better job of it, is an environment where a good idea can come in. What I want to make sure, as the commander, is that our people understand I’m willing to let them try things. And I’m not talking crazy risks, but if they want to try a new idea or process, I’m okay with that. If it works, that’s great and if it doesn’t work, then we’ll learn from it and we’ll move on. So innovation can take many, many forms. I want people to come in with their good ideas and I want to capitalize on their innovative spirit. That is what we as an Air Force were founded upon.
We also tie in with AFWERX; the Pitch Days to me are innovative. We’re going to be doing an AFMC internal pitch day where we can pitch our own good ideas, not just try to capitalize on what industry does or what venture capitalists are doing. So we’re trying to actually harness those good ideas to go forward.
Dr. Will Roper, Assistant Secretary of the Air Force for Acquisition, Technology and Logistics, welcomed event attendees during the Air Force Space Pitch Day, Nov. 5, 2019, San Francisco, Calif. Air Force Space Pitch Day is a two-day event demonstrating the department’s willingness and ability to work with non-traditional start-ups.
(U.S. Air Force photo by Van De Ha)
Airman magazine: With declining mission capable rates and an aging fleet with an average 28 years of service, what do these numbers mean and do MCRs equate to Air Force readiness rates?
Gen. Bunch: So readiness depends on where you sit as to what you believe the right metric is. The one we’re driving right now, we’re trying to increase, is aircraft availability. That’s one that we’re really focused on with our legacy fleets. And there are multiple factors that play into that. One of the things that we’re finding is, we have, in some cases, a shrinking industrial base. And that’s one that we’ve got to focus on to help grow that industrial base.
What we want to do is make sure that the people who are operating the systems have as much up time as they can so they’re as ready as possible to do their mission. That takes research. How would I go do this? It could take reverse engineering. How do I reverse engineer this component that there’s no longer a vendor for and create it? So we either build it ourselves or we put the drawings out to get it manufactured.
The fact we are flying aircraft as old as they are with the mission capable rates that we have today is because of the Airmen working in the Sustainment Center and the focus of our maintainers out on the line who can keep these legacy aircraft up and running.
At an average age of 28 years, the fact that we keep mobility aircraft taking off and landing, delivering supplies and equipment every two minutes is amazing work by a lot of different people. We’re ready, but we’ve got to continue to try to up that game and continue to try to improve.
An F-16 jet engine in max power during a test in the 576th Aircraft Maintenance Squadron’s hush house engine facility at Hill Air Force Base, Utah, June 5, 2019. The shop is responsible for performing organizational level maintenance on more than 200 engines per year. The shop’s maintenance tasks include engine inspections, external engine component removal and replacement, repairs, and troubleshooting during flight line and test cell operations.
(U.S. Air Force photo by Alex R. Lloyd)
Airman magazine: Can you identify some of the success stories throughout AFMC in new technologies like additive manufacturing, 3D printing and data analytics to improve readiness and decrease maintenance downtimes?
Gen. Bunch: We had a meeting last month where we were looking at engines. I’ll just use that as one example. We started looking at the performance of the engines over time and as we reviewed data and did the analytics, we started doing scheduled replacements of engines. So we could pull them off at the time that was of our choosing versus downtime required because the engine went too far.
What this allows us to do is control when we do maintenance. It allows us to prime the pump in the supply system so we get the right parts at the right time. That’s just one example that I can say from a data analytics perspective where we are really already seeing some great progress. We’re using condition based maintenance and algorithms right now with the C-5 Galaxy. We’re doing it in some cases in the B-1 bomber and we’re looking at growing it into the KC-135 fleet. So we’re trying to take some of those lessons learned in technologies and capabilities that others are using and apply it into our inventory and we’re starting to see some benefits.
We really want to get to the point if we’re going to send an aircraft down range and it’s going to have something fail in five days and the deployment is for 10 days, let’s fix it before we deploy it. If we can get to that point, we’ll really increase our aircraft availability and our ability to generate sorties and improve the mission dramatically.
On additive manufacturing, that one’s one that’s more challenging. A lot of people look at 3D printing as that’s really something easy to do. When you start talking about airworthiness that becomes a little more challenging. There are components we can build that are not airworthy components, and we’ve already got approval to do those parts. We have innovation centers at each of our three logistics complexes and they can do some of those. We save money and get the mission done in a timelier manner.
So we’re demonstrating some of those. It’ll take more time to get to where we can do a lot of airworthy parts. We’re working on that. We must get the engineers involved and get them the analysis.
We are seeing a lot of ground being made in additive manufacturing and in condition based maintenance. And then the other one, we’re taking technologies like cold spray, which is a repair technique, and we’re actually employing that in some of our depots so that we can minimize the downtime.
Airmen from the 90th Missile Maintenance Squadron prepare a reentry system for removal from a launch facility, Feb. 2, 2018, in the F. E. Warren Air Force Base missile complex. The 90th MMXS is the only squadron on F. E. Warren allowed to transport warheads from the missile complex back to base. Missile maintenance teams perform periodic maintenance to maintain the on-alert status for launch facilities, ensuring the success of the nuclear deterrence mission.
(U.S. Air Force photo by Airman 1st Class Braydon Williams)
Airman magazine: Would you talk about AFMC’s support to the nuclear enterprise from both a sustainment and modernization perspective?
Gen. Bunch: Maj. Gen. Shaun Morris is our Air Force Nuclear Weapons Center (AFNWC) commander and his team is doing an outstanding job making sure that our nuclear deterrent is solid and that there is never a question that if they are called are they going to be able to respond. And that goes across the full spectrum.
The Minuteman-III program was built many, many years ago with a short lifespan; well we’re still maintaining them. We’re going to be maintaining them until the 2030 timeframe. We’ve stood up depot maintenance now on our Minuteman-III system, which was never intended to have a depot capability, but we’re doing that so we can sustain it and ensure that it’s reliable if ever called upon to do its mission.
AFNWC is on the front edge of making sure that our nuclear deterrent is really a nuclear deterrent and it’s credible and it’s safe and secure and it can answer the nation’s call.
The other part of the nuclear mission is the air leg; we have to make sure that we’re doing what we need to sustain our bomber force. AFMC is key in making sure that the force is supportable, sustainable, with upgrades where needed, while making sure all the activity we’re doing in the depot is supporting the mission.
Airman magazine: Could you talk about agile software development and the way we buy and develop software and how does this relate to Agile DevOps and cyber protection for all of our weapon systems?
Gen. Bunch: Software is everywhere. We’re going to have to change our mindset about software. The way that industry does it is they’ll modify and continue to push updates on a more regular basis. I don’t ever think we’ll get to the point we’re doing what industry does with our systems, but we have to get into a more Agile mindset. That’s a challenge for a lot of the way we’ve done business. It’s not just that you have to bring in coders and create an environment where they can develop Agile methods, that’s part of it, but you also have to change the culture of the men and women that are working on this because it’s not the way they’ve historically done it.
You’re developing. You’re testing. You’re fielding. You’re correcting deficiencies and it goes on and on. That is a culture change for AFMC and the men and women that are doing the acquisition. It’s also a culture change for all of the test community and anybody involved. It’s a culture change with how you handle your dollars. One of the things that I’ve been a proponent of is the need for money that has not binned by a specific definition of sustainment, development, or production. If you’re really doing Agile or secure DevOps, those money lines are blurry. We need colorless money so that we’re not hindered by some of the rule sets on how the money gets moved around.
So it’s a big change. We’ve got to be able to change that culture. The other thing is you have to be able to attract and recruit software developers. We have to capitalize on that skill set. And a lot of what we’re doing right now, we’re actually bringing in Airmen who just have a propensity and a love for doing software development and we’re putting them to work and they love it. We also have to capitalize on our own capabilities along the way, but it’s one that we’ll have to re-look at how we bring in manpower.
Pilot Training Next instructor, U.S. Air Force Capt. Orion Kellogg, discuses a future PTN version 3 student’s virtual reality flight with members of NASA as part of a collaborative research agreement between Air Education and Training Command and NASA October 22, 2019, at Joint Base San Antonio-Randolph, TX. The goal of the agreement is to help both AETC and NASA collect physiological and cognitive data and leverage each organization’s knowledge and skills to maximize learning potential for individual students.
(U.S. Air Force photo by Sean M. Worrell)
Airman magazine: With the advancements in AI/VR, how do you see the Air Force further capitalizing on technology to equip Airmen with quality training through simulation scenarios?
Gen. Bunch: AI and VR, those are big areas that we’re going to continue to look at. The best example right now is one that our Air Education and Training Command started with Pilot Training Next. What they’re really doing is they’re capitalizing off of the gaming industry and artificial intelligence to understand and to personalize the training they’re doing for each individual student.
The way they’re building Pilot Training Next allows the student pilots to learn in a simulated immersive AI and VR environment with an individualized training methodology, which really speeds up the learning process.
I think you’re going to see more growing in that area. We’re looking at trying to apply that for maintenance. We’re also looking at other avenues to try to capitalize so we’re better able to train the workforce in a timelier manner.
Airman magazine: You have a lot of experience in your resume in the test community. How do you see the community evolving for the speed of relevancy?
Gen. Bunch: So there are a lot of initiatives here. One of the things we did in my previous job was take the test community leadership to Silicon Valley to expose them to how commercial industry tests software. The goal was to figure out what can we change within our initiatives to be able to test software more quickly to support Agile development ops, secure DevOps and to push things out into the field faster.
That’s now something we’re working on. We’re changing our philosophy. We’re working with the operational test community to set that up. Another area that we’re looking at is how do we combine more developmental tests and operational tests earlier in the process? Gen. Mike Holmes [Commander, Air Combat Command] and I have kicked off an initiative to look at that. We’re looking at how we could combine our developmental tests and our operational tests so that we’re getting more data quicker. We can streamline the amount of testing. We can save costs. We can get things into the field more readily.
There are a lot of great strides going on at the Air Force Test Center with Maj. Gen. Chris Azzano about how do we test things in a more rapid manner. He’s asking the questions: How do we not over test? How do we use digital enterprise, model-based systems engineering? How can we utilize that digital enterprise to get after some of that testing so that we don’t have to do everything in open air and repeat things?
The worst answer you can give me is, “Gen. Bunch, we got to test this much because that’s how we’ve always done it.” That is not a good answer. So anybody out there, that’s not a good answer to give me. There are certain things we’ve got to go test. We want to make sure that it’s safe for the Airmen we’re putting in harm’s way. We want to make sure that they have a good product. But we are making a lot of strides at relooking at how we do our test enterprise.
Staff Sgt. Ruth Elliot, 412th Medical Group, takes a selfie with Gen. Arnold Bunch, Commander, Air Force Materiel Command, at Edwards Air Force Base, California, Oct. 18. Elliot was a presented a commander’s coin by the AFMC commander.
(U.S. Air Force photo by Giancarlo Casem)
Airman magazine: What has been some of the most rewarding part of your career?
Gen. Bunch: From what I’ve done in the military, I go back to all I’ve ever really wanted to be was a commander and work for Airmen. I firmly believe in servant leadership and that the commander works for everybody in the organization. Right now I work for more than 80,000 men and women within AFMC, the Airmen making the mission happen every day and doing all the hard work. Getting to talk with them, getting to watch them grow and feeding off of their energy is the most rewarding thing I get to do every day.
If you listen to some of our young Airmen when they talk about the great things they’re doing or you watch them respond in a time of crisis with what they do, if that doesn’t put a smile on your face and make it great to put the uniform on every day then you probably got a problem and it may be time for you to go find something else to do.
To me, just the interactions with the our people and watching our Airmen succeed and watching them do the mission every day with the passion they do is just remarkable for me.
Airman magazine: What would you like to say directly to the Airmen of AFMC?
Gen. Bunch: So for the Airmen of AFMC, thanks for what you do each and every day, your wartime mission makes us successful. Remember that what we’re doing is critical to the war fighter and remember that we are the most important major command within the Air Force. If we’re going to achieve the National Defense Strategy and if we’re going to drive to the Air Force We Need, we’re the ones that have to succeed. If we don’t succeed then the Air Force can’t succeed. Remember, the programs and systems we’re working to sustain and test is to make sure America’s most valued treasure, our sons and daughters we send into harm’s way, have the technological advantage they need to do their mission supporting our nation’s defense and to come home safely.
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
It’s a general call to action. The formation snaps to attention and the unit shouts out their branch’s battle cry. It gets used as a general stand-in for regular words and the listener can often pick up context clues to infer what the word replaces. Soldiers can respond to most things with a simple “hooah” and their leader can assume they’re saying either “yes,” “no,” “I don’t really want to, but whatever,” or “screw you,” all from a single, guttural grunt.
Though each branch’s battle cry sounds similar, they different meanings and vastly different origins. Because there are no official records of the exact moment a word was first uttered, many of these have multiple origins. What follows are the most agreed upon.
Before we dive in, you’ll probably notice that the Air Force doesn’t really have one. Some civilian sites say that airmen use the Army’s “Hooah” and most vets will joke that it’s actually something silly like, “hip-hip-hooray!” To be honest, for all intents and purposes, the Air Force doesn’t really need one. Besides, they’ve always been the ones to side-step military tradition in favor of modelling themselves after the civilian workforce.
And now it’s the name of an energy bar…
(Photo by Beatrice Murch)
“Hooah” — U.S. Army
There are many conflicting accounts of the origins of “Hooah.” Some say that it originates from the Second Seminole War in 1841 when the peace agreement was made between the 2nd Dragoons and the Seminole Chief. The chief, who spoke little English, offered them a toast and said “Hough” — which was misinterpreted to mean “How d’ye do.”
The term also has roots in the jump just before D-Day when General Cota, the 29th Division’s commander, asked a 2nd Bat. Ranger where their commanding officer was. In response, the confused ranger shouted, “Who? Us?” The general could only hear “Hooah” through all the loud wind buzzing past them. Cota thought it was some cool Ranger saying and it kind of stuck.
But the most accepted origin is that it’s simply the acronym for “Heard, Understood, Acknowledged.”
The term was solidified when the late, great Gunny Ermey used it and it became a pop culture staple of the Marine Corps.
(U.S. Marine Corps)
“Oorah” — U.S. Marine Corps
Again, people offer all kinds of origin stories for the word, “oorah.” Some say it’s a butchering of the 16th century German word for “hurry.” Other say it’s an adaptation of the Turkish word for “kill.” Others say it comes from WWII, when injured Marines were treated in northern Australia. There, they’d spend a lot of time around the locals as they healed. That part of Australia used, “Ohh, rah.” as slang for “goodbye.”
However, according to Marine Corps lore, it is credited to Former Sgt. Maj. of the Marine Corps John Massaro who imitated a submarine’s dive siren of “Aarugha.” He later became a drill instructor and used it with his recruits who then passed it on to the rest of the Corps.
Even today, it’s only really Naval officers who unabashedly use it.
(U.S. Navy photo by Petty Officer 3rd Class Lenny LaCrosse)
“Hooyah” — U.S. Navy
The Navy’s “hooyah” is the onomatopoeia for a siren going off. It’s that loud, obnoxious “gaHooyuh” that sailors would hear before manning battle stations.
As much as conventional sailors have tried to hijack the saying in the 90s, it actually belonged to the SEALs, Navy EOD, and deep-sea divers at first — but mostly the SEALs. This still leads to some awkwardness from regular sailors who aren’t sure if they’re allowed to shout it or not.
“Hoorah” really is filled more symbolism befitting the seabees’ and corpsmen’s role to the Marine Corps.
(U.S. Marine Corps photo by Sgt. Owen Kimbrel)
“Hoorah” — U.S. Navy Corpsman, Master-at-Arms, Seabees (and, occasionally, Marines)
Despite how most soldiers, airmen, and the occasional Marine think, “Hoorah” is more of a green-side Navy thing and not exactly a Marine thing — note the distinctive lack of an “H,” as found in the standard Marines’ version.
It’s a mix of the Marine’s “Oorah” and the sailor’s “Hooyah” all rolled into one. It’s a fitting battle cry seeing as how Seabees and Corpsman spend most of their time working side-by-side with Marines, but are still sailors. Some say it’s an acronym for “heard, understood, recognized, and acknowledged,” but this could also be a backronym, modeled after the Army’s version.
With the upcoming April 12, 2019 start of a new Pentagon policy that will bar most transgender people from entering the military and restrict transgender medical transition for those not grandfathered in, the Navy has released additional guidance noting that sailors will be permitted to “live socially” in their preferred gender while not on duty, even if they must conform to the standards associated with their biological gender while in uniform.
“There is no policy that prohibits the ability of a service member to express themselves off-duty in their preferred gender,” officials said in a recently released Navy administrative message. “Appropriate civilian attire, as outlined in the uniform regulations, will not be determined based on gender.”
The guidance does add that deployed sailors may be restricted in off-duty attire choices “to meet local conditions and host-nation agreements with foreign countries” at the discretion of regional commanders and senior officers.
“All service members are expected to continue to treat each other with dignity and respect,” the message adds. “There is zero tolerance for harassment, hazing or bullying of any service member in any form.”
Officials have insisted that the Pentagon’s new policy — which was spurred by a series of tweets from President Donald Trump in 2017 — does not constitute a ban on transgender individuals in uniform. However, it does restrict those who have not obtained a waiver by April 12, 2019, to serve in their biological gender only, and requires prospective troops with a history of “gender dysphoria” to verify that they have had 36 months of stability in their biological gender and are willing to meet the standards associated with it to enter the military.
The Navy and the Marine Corps, which both released additional guidance ahead of the new policy taking effect, did clarify that currently serving transgender troops who are deployed or otherwise hindered from getting a waiver by the deadline may submit an exception-to-policy request.
“This request must be routed to the commanding officer by the service member no later than 12 April 2019 and must contain a presumptive diagnosis from a provider (e.g., independent duty corpsman or civilian provider),” the Navy message states.
That request must then be forwarded with an endorsement from the service member’s commanding officer and submitted up through the first flag or general officer in the chain of command.
Marines may obtain an extension via a request to the deputy commandant for Manpower and Reserve Affairs, according to a Marine administrative message. The request must include a presumptive diagnosis from a civilian medical provider or independent duty corpsman and include a commanding officer’s endorsement.
(Department of Defense)
The policy set to take effect aligns closely with a February 2018 memo to the president authored by then-Defense Secretary Jim Mattis following a policy review of the impact of transgender troops on “readiness and lethality.”
“In my professional judgment, these policies will place the Department of Defense in the strongest position to protect the American people, to fight and win America’s wars, and to ensure the survival and success of our service members around the world,” Mattis wrote.
Many in Congress, however, have been fiercely critical of the new policy, pointing out the honorable service of the estimated 9,000 transgender troops now serving and the relatively low cost to the Defense Department — estimated at under million — of providing them with medical care to date.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
U.S. Marines with Headquarters and Headquarters Squadron and Japanese Maritime Self-Defense Force soldiers conducted military working dog detection training exercises at Marine Corps Air Station Iwakuni, Nov. 21, 2019.
JMSDF MWD handlers visit MCAS Iwakuni quarterly for training. The purpose of the training is to give them the opportunity to train their dogs with U.S. Marine Corps training aids, use different facilities on the air station and share knowledge between the two different services regarding MWDs.
“Training with the JMSDF is a great experience for everybody,” said U.S. Marine Corps 1st Lt. Justin Weaver, operations officer of the Provost Marshal Office. “They learn from us and we learn from them.”
U.S. Marine Corps military working dog with Headquarters and Headquarters Squadron and Japanese Maritime Self-Defense Force soldier conduct military working dog detection training at Marine Corps Air Station (MCAS) Iwakuni, Nov. 20, 2019.
(Photo by Lance Cpl. Triton Lai)
The PMO military working dogs train almost four hours every day depending on the specifics of the working dog. They train for real life scenarios, patrolling, odor detection, and to increase physical fitness.
“Our K-9 units perform very well,” said Weaver. “They are in charge of every kind of customs sweep that comes through for every event.”
Weaver said that in the future, there may be the opportunity for PMO Marines from MCAS Iwakuni to use JMSDF facilities for more bilateral exercises and to further build their relationship with JMSDF.
Our men and women in blue are just like our men and women in green. They both hold very serious jobs that come with an often misunderstood lifestyle. The similarities don’t end there; police officers have pretty much the same sense of humor as troops, too.
Trust me, police officers don’t join the force with high aspirations of sitting on the side of the road to passively deter people from speeding. They definitely don’t get joy out of writing tickets for folks they catch going three miles per hour over the limit. No, most cops want to get out there and make a difference in their communities.
This sentiment is mirrored by the troops that enlist as infantrymen and end up spending most of their deployment sweeping sand off sandbags or scrubbing d*ck doodles off porta-john walls. Neither troops nor police officers sign up for monotony, but it finds a way in nonetheless.
So, how do cops deal with the daily grind? In the exact same way that troops do. They mess around with each other while between missions. The moments police officers spend sitting around with their partner, waiting for their next call, is often filled with comedy gold.
If you can’t laugh at yourself… am I right?
(Bath Township Police Department)
Showing their lighter sides to the community
Nobody hates bad cops more than the astronomical amount of good cops. Their entire livelihood depends on maintaining a mutual trust between themselves and the people they’ve sworn to protect. When one as*hole goes off the rails and does something stupid, it distorts their image in the eyes of the people. They can’t effectively serve and protect the people with a tarnished reputation.
Police officers can’t be everywhere at once. They rely on that mutual trust so the people can tell them when and where they’re needed most. So, officers will often bend over backwards to prove to the people that their trust isn’t misplaced. Good officers will often show their lighter side — even if that means playing sports with kids or letting themselves be the butt of a joke.
Dancing in traffic
Think of the most mind-numbing detail in the military. That’s the police equivalent of being the dude who stands in traffic just waving people on. So, instead of just pointing and waving at lanes of traffic, some cops will make it fun and dance along to the music in their head.
It sounds like that scene in The Other Guys, but when traffic cops are faced with the choice of either embracing the silliness of directing traffic or going insane, most pick the former.
Cops take National Doughnut Day very seriously.
Going all in on the doughnut jokes
Who doesn’t love doughnuts? That sweet, soft bread with a sugary glaze can be eaten whenever, wherever. It’s the perfect sweet treat to perk you up after a long day. Police officers, however, have been stuck with the stereotype of being doughnut-obsessed, like Officer Wiggum from The Simpsons.
Since it’s a lighthearted joke at their expense — that often leads to getting free boxes of doughnuts from local shops — they go all in. And can you blame them? If someone made a joke about troops drinking too much beer and it lead to people giving beer away, you know troops would have fun with it, too.
Cops really don’t like being the asshole in the situation unless they have to.
Having fun with “teaching moments”
If you ask nearly any police officer what their favorite cop movie is and why, nine times out of ten, it’s going to be Hot Fuzz — mostly because it nails the stupid amount of paperwork required by the job.
If a cop stops you for something minor, you might get lucky and get off with a warning. They’re probably not doing it out of the goodness in their hearts, though. It’s more likely because issuing that fine involves a lot of paperwork on their end. In some cases, it’s more effective to just tell you why speeding on streets where kids often play is a bad idea.
This is great on so many levels. The officers get less paperwork, the citizen doesn’t have to pay money for doing something stupid, and the cop gets to call you out for being an idiot.
Sheesh, can’t an officer just eat?
Trolling people on Waze
Waze is a real-time navigation app that allows users to report things like traffic jams, accidents, and even “hidden police.” The intent here is to let people who may be speeding know that there’s a cop nearby — ready to pull them over. Most of the times, however, the cop isn’t trying to hide. They’re just parked there, filling out paperwork or enjoying their lunch break.
Users are able to comment on any reports made — and cops get in on the action, too.
Participating in the Lip Sync challenge
The law enforcement community is not immune to social media trends. Right now, the lip sync challenge is the hot-ticket item and entire departments are uploading their videos to YouTube and Facebook for the world to see.
Typically, the videos feature macho officers pretending to sing along with some female pop singer. Sometimes you’ll see two cops singing show tunes to one another. Occasionally, you’ll get some officers who have a little too much fun with it…
And that’s just from dispatch. Chances are they’ve well-crafted a response to the same four jokes they always hear.
Messing with suspects
The biggest perk of being a police officer is that sweet, sweet moment of catching the bad guy. The world is made a little bit better, the paperwork is worth the result, and the officers can enjoy that brilliant moment where they can finally tell the perpetrator that they f*cked up.
Remember, cops spend their entire careers dealing with people who think they can out sh*ttalk them. Needless to say, they’ve got practice in throwing that shade right back.
Tactical Baby Gear takes a parenting essential — the diaper bag — and makes it something dads will actually want to tote around.
Let’s face it: Most diaper bags are, at best, neutral and inoffensive. Very few of them make an actual statement. That’s where Tactical Baby Gear comes in. This shit is no joke. Speaking of shit, it comes with an indestructible changing pad.
You get a heavy-duty, military-grade diaper bag with pad. The bag is made from 600D tactical polyester material and heavy-duty YKK zippers, so it’s able to withstand the zombie apocalypse, should it come to pass. The diaper bag itself is totally modular, with a large main compartment and roomy inner pockets.
Naturally, there’s a padded tablet compartment and a padded, detachable shoulder strap. And when your angel is potty-trained, you can even use this thing for non-baby outings.
This article originally appeared on Fatherly. Follow @FatherlyHQ on Twitter.
In 1994, U.S. Army Air Corps WWII veteran and former POW Clarence Robert “Bud” Shepherd opened a small warehouse in Burlington, North Carolina, to assist 501 (c) (3) non-profit organizations, like schools, churches, and daycares.
Shepherd refocused his attention on Post-9/11 combat wounded veterans in 2012 by creating the Veteran Toolbox Program. He provided them with free toolboxes to assist with their transition into civilian life. Although Post-9/11 Purple Heart veterans are priority for the program, all veterans can apply.
“I always wanted to do something for veterans, and I came up with the toolbox program,” said Shepherd. “We talked to some tool companies, and they were interested in getting involved. We talked to Stanley and Black and Decker about what we wanted to do and they came back with one word – absolutely! APEX tools, Wooster paint brushes, and Johnson Johnson are also great supporters.”
U.S. Army Air Corps Veteran Bud Shepherd served as a B-17 tail-gunner in WWII and held as a Prisoner of War.
The REAch Veteran Toolbox Program has shipped more than 8,000 toolboxes to veterans, which contains about 0 worth of tools.
“This is the most satisfying thing I’ve ever done in my lifetime,” said the 94-year-old.
Shepherd works six days a week, gets up at 5 a.m., and leaves work at 6 p.m. most days. But he’s no stranger to hard work.
He enlisted in the U.S. Army Air Corps in 1943, when he was 18 years old. He served in the 8th Air Force in England as a tail-gunner on a B-17. Enemy forces shot down his plane six months before the end of WWII. Shepherd was captured and sent to a prisoner of war camp near Berth, Germany.
“Once we got settled down, things went along fairly smooth because there was 9,000 of us, all Air Force people,” Shepherd recalled. “About 7,500 Americans and a few Brits. We were liberated by the Russians and I made my way back home.”
WWII POW Bud Shepherd: Let’s Never Forget Our POWs and MIAs
“We hear from a lot of these guys and their families,” Shepherd said. “Last week we got an e-mail saying ‘You saved my husband’s life. He hasn’t been out of the house in three months but ever since he got his toolbox he’s been out in the garage or the backyard working on something.'”
REAch operates in Graham, North Carolina, but ships the toolboxes across the country.
Tim Shepherd (left) son of Bud Shepherd (right) at the tool room getting 10 boxes ready to ship for the day.
“I go to the VA hospital in Durham, North Carolina, for yearly physicals, but my health is excellent,” he said. “These people down there that I deal with at the VA hospital, they are just good people… In my lifetime, I’ve been blessed, and I enjoy every minute of it.
This article originally appeared on VAntage Point. Follow @DeptVetAffairs on Twitter.