The military has traditionally been the most progressive institution in the United States. In 1948, long before the Civil Rights Movement swept America, the U.S. military had already begun to integrate. But that doesn’t mean the changes came quick or easy, especially for Wesley A. Brown, the first African-American to graduate from the Naval Academy in Annapolis.
Brown started classes at the academy in 1945, three years before President Truman ordered the military to stop separating black and white troops. Five men came before Brown as Midshipmen and were chased out of the academy altogether. Brown was the first to make it to graduation day – and he did it with a flourish.
Brown was a Washington, D.C. native who grew up as a voracious reader, and was particularly interested in the history and heritage of African-Americans in the United States. He would work after school as a mailman at the Navy Department before he was nominated to attend the Naval Academy by New York Congressman Adam Clayton Powell, Jr. Life at Annapolis was hard at first. Many did not accept him, and he was loaded down with undeserved demerits that almost found him drummed out.
“I get asked that question often, ‘Did you ever think about quitting?'” Brown said in a 2005 Baltimore Sun interview. “And I say, ‘Every single day.’ When I came to the academy I learned that there were all kinds of prejudices against Jews, Catholics, even the Irish and I looked around and thought that these prejudices were instilled in them by their families, and they could not be blamed for feeling the way they did.”
But he persevered and actually found that many more of his fellow Mids supported him. One of his most ardent supporters was a fellow track teammate, the son of a Georgia peanut farmer named Jimmy Carter.
Brown (right) at the dedication of the USNA Field House that would bear his name.
Brown graduated from the Naval Academy in 1949 joining the Navy’s civil engineering corps. He created infrastructure in the Navy’s most important postings from the Philippines and Hawaii to Cuba, and even Antarctica. For 20 years, Brown was an important officer in the service, even seeing action in Korea and Vietnam. He retired in 1969 and became a faculty member at Howard University, in his hometown of Washington, D.C.
The Seabee retired with the rank of Lieutenant Commander.
To honor his achievements and his history as a USNA athlete, the academy dedicated its newest athletic facility in 2008 as the Wesley A. Brown Field House. Brown was on hand at the ceremony to mark the construction of the facility that would bear his name, decades after racism and prejudice nearly cost him his illustrious career. Brown died in 2012.
If someone were to ask me what the best advice is for someone buying a home, I would have to say “educate yourself.” I realize that sounds vague, but there is SO MUCH information, more importantly, incorrect information, out there and every family situation is unique. I’m hard-pressed to say what is most important, but breaking barriers to getting started would be first. Unfortunately, I see a lot of myths repeated on a daily basis, sometimes from fellow mortgage professionals! I will continue to share digestible pieces of information, but first, need to get these common myths out of the way, so no military family is deterred from getting started:
There is no debt-to-income ratio cap.
The VA’s deciding factor on whether or not you can afford a loan is based on “residual income” (p.57), meaning how much money is left over every month after your debt obligations are met. This is a formula based on loan amount, geographic location and family size; it’s not always a one-size-fits-all answer. Some lenders have “overlays,” which are additional requirements that reach beyond what the VA themselves require, which is why the DTI myth is still floating around. The big takeaway here is that if you’re told by one lender your DTI is too high, they might have extra requirements on top of what the VA states, and you should SHOP AROUND! Not all lenders are created equal.
The VA has one residency requirement (pp.12-13), that you intend to make the home your primary residence and occupy “within a reasonable period of time” – usually deemed as 60 days. A spouse or dependent child can fulfill this residency requirement, but no other family member. I continuously see the myth of “one year,” circulated, but it is simply a myth. Last-minute moves and orders happen; the VA knows that, and according to their guidelines, you are not tied to live in any home for any period of time that doesn’t work for your family – period.
County loan limits still apply for multiples.
The Blue Water Navy Vietnam Veterans Act Sec.6(a)(1)(C)(ii) that went into effect January 2020 lifted the VA county loan cap for how much money you can borrow with down, but that’s only if you have full entitlement available. A borrower can have multiple VA loans out at once, but if any entitlement is currently used, the county loan limits DO apply for bonus entitlements. You may be subject to a downpayment requirement if you exceed your remaining entitlement available.
Work history – what counts?
I repeatedly see posts in social media about a service member transitioning, receiving a new job (or job offer), and they don’t think they can qualify for a loan until two years into the job. This is totally false! Military active duty counts towards work history. The VA allows future employment income to be counted if the lender can verify a non-contingent job offer, including start date and salary. Documented retirement and disability pay also count towards qualifying income, but GI bill benefits do not.
Social media can give instant access to other people’s experiences, but some of the answers to your VA loan questions can only be found in a licensed professional. Make sure you’re talking to a lender that is passionate about educating you and your family, allowing you to make smart financial decisions. Not all financial institutions lend “by-the-book,” so ask more than one lender if something doesn’t feel right, or you’re not satisfied with the answer. An ounce of prevention, in this case, is certainly worth well more than a pound of cure!
How do you make a 51-foot-long, 35-foot-wide fighter jet, with an engine that generates 43,000 pounds of thrust, vanish?
You don’t. There’s no black magic that exists to make something that big disappear.
The F-35A Lightning II isn’t invisible, but it does have a “cloak,” which makes it very difficult to detect, track, or target by radar with surface to air missiles or enemy aircraft.
The real term used to describe the cloak is “low observable” technology, and it takes skilled airmen to maintain.
“You can’t hit a target if you can’t get to it. And you can’t get to a target if you get shot down,” said Master Sgt. Francis Annett, 388th Maintenance Squadron Fabrication Flight NCOIC. “Because of the LO technology, the F-35A can fly missions most other aircraft cannot. We make sure our airmen understand how important their job is. We teach the ‘why’ as much as the ‘how.'”
Low-observable-aircraft structural maintenance airmen from the 33rd Maintenance Squadron work on an F-35A at Eglin Air Force Base, Florida, Aug. 12, 2015.
(US Air Force/Senior Airman Andrea Posey)
Several things combine to provide the F-35A’s stealth — the lines and contours of the aircraft’s exterior design, the composite panels and parts that make up the body, and the radar absorbent materiel that coats the entire jet.
All of these contribute to deflecting or absorbing enemy radar and, combined with pilots’ tactics, help the F-35A survive in enemy air space.
Tech. Sgt. Edmundo Pena, 388th Maintenance Squadron Fabrication Flight, does low observable restoration on an F-35A wing tip at Hill Air Force Base, Utah, Oct. 3, 2019.
(US Air Force photo by R. Nial Bradshaw)
During flight, the exterior paint or coating of any aircraft can get worn down from friction caused by weather, dust, bugs, and the normal movement of flight surfaces.
The F-35A also has several panels that are frequently removed or opened on the flight line for routine maintenance, and there are more than 5,000 fasteners that keep body panels in place. All of these, when worn, can potentially limit the jets stealth capabilities.
Tech. Sgt. Edmundo Pena, 388th Maintenance Squadron Fabrication Flight, does low observable restoration on a F-35A wing tip at Hill Air Force Base, Utah, Oct. 3, 2019.
(US Air Force photo by R. Nial Bradshaw)
The fabrication flight team inspects and evaluates the jets’ coatings, seams and panels after each flight, looking for anything that could lead to an increased radar signature, recording any damage and prioritizing repairs across the wing’s fleet.
At work in their shop, the LO technicians work in a team, hunched intently over a long table full of composite panels and rubber seals. They wear masks and gloves, and look more like sculptors or painters than fabricators.
The old, heavy equipment used for cutting, pounding, bending and joining sheet metal for F-16 skins, lines the walls behind them, mostly unused. The machines a reminder of the difference between fourth- and fifth-generation technology.
US Air Force Airman 1st Class Evan Green, 33rd Maintenance Squadron Low Observable aircraft structural maintenance journeyman, suits up for media blasting operations, at Eglin Air Force Base, Florida, Feb. 21, 2019.
(US Air Force photo by Airman 1st Class Daniella Peña-Pavao)
US Air Force Tech. Sgt. Jonathan, 33rd Maintenance Squadron Low Observable Corrosion Control Section noncommissioned officer in charge, helps Airman 1st Class Evan Green, 33rd MXS LO aircraft structural maintenance journeyman, dawn a protective helmet, at Eglin Air Force Base, Florida, Feb. 21, 2019.
(US Air Force/Airman 1st Class Daniella Peña-Pavao)
“I like that its detail oriented,” said Staff Sgt. Brandon Ladson, a low observable journeyman. “All the work that you put in really shows. Any mistake you make, every good thing you do, it all shows in the final product.”
The active-duty 388th FW and Air Force Reserve 419th FW are the Air Force’s only combat-capable F-35 units, working side-by-side, maintaining the jets in a Total Force partnership that utilizes the strengths of both components.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Editor’s Note: This story was first published on TheConversation.com in May 2018. It does not discuss the most recent development in the region, but is still a great guide to the state of tensions between the two countries.
After Donald Trump announced that the US would unilaterally pull back from the historic 2015 Iranian nuclear deal, Iranian forces in Syria fired rockets into the Israeli-occupied Golan Heights for the first time. The Israelis retaliated by targeting Iranian forces and positions in Syria. That attack, which killed 23 people, was the biggest Israeli assault on Iranian positions in Syria since the civil war there started in 2011.
For a moment, it looked like two of the Middle East’s major political and military players to the verge of a full-scale military conflict. An Israeli-Iranian war could throw the Middle East into one of its most destructive clashes in modern history, one that could polarise the world’s powers, dragging in the US, a reliable ally of Israel, and Russia, Syria’s strongest ally and hence Iran’s strategic ally. And yet, neither has so far chosen to escalate further. Why?
For its part, Iran knows that its capacity to strike back is limited. But more than that, the two countries’ history and military development makes an explosive conflict unlikely.
While Israel has openly clashed with its Arab neighbors before — notably Egypt, Jordan, and Syria — it has never engaged in a direct military showdown with Iran. In fact, it’s easy to forget now that before Iran’s 1979 Islamic Revolution, Iran and Israel enjoyed a close relationship. They were the US’s two main Middle Eastern allies, and Iranian oil was delivered to Israel during the 1973 Arab-Israeli war. Things only changed when the Iranian Shah was ousted in 1979; after that, the revolution’s spiritual leader, Ayatollah Khomeini, proclaimed Israel a “foe of Islam” and cut off all ties with it.
Spiritual leader Ayatollah Khomeini.
But then came the Iran-Iraq War of 1980-88. This grueling conflict had a huge impact on Iran’s military doctrine, and the experience of it underpins the country’s geopolitical and national security concerns to this day. The reality of war with Saddam Hussein’s Iraq compelled the Iranian government to prioritiZe a more defensive foreign policy; where it participates in other conflicts, it usually prefers to do so via proxies rather than by direct military action.
As a result, to the extent Israel considers Iran a major existential threat today, it’s particularly worried about Iranian involvement in other Middle Eastern conflicts. It has more than once fought Iran’s ally Hezbollah in Lebanon, most recently in 2006. And while the protracted conflict in Yemen, for example, is in many ways a proxy war between Iran and Saudi Arabia, Iranian-backed forces could use Yemeni territory to strike Israeli targets.
But even if a conflict erupted on one of these fronts, there’d be another calculation to factor in: the two countries’ very different military assets.
The bulk of Iran’s arms stockpile is domestically developed and manufactured, its own-brand rockets and missiles tested in the field mostly by Hezbollah. But in recent years, Iran has also been procuring weapons and technical expertise from nations antagonistic toward the West: China, Russia, and possibly (in nuclear form) North Korea.
Israel’s main strength is its exceptional military power. Its weapons systems include the Iron Dome and David’s Sling missile defence shields, extremely precise defence tools that can pulverise perhaps more than 90% of hostile missiles in mid-air.
Israel also commands air power unrivalled in the Middle East; it recently took possession of the US-manufactured F-35 Joint Strike Fighter, which it is augmenting with its own technology. On top of all this, in 2016, the US agreed to increase its military aid to Israel to US.8 billion a year until 2028.
IAF F-35I Adir on its first flight with the Israeli Air Force, 2016.
And yet, Israel too is less than confident about the consequences of an conflict with Iran. However formidable its strategic and technological edge, it’s still unable to fully mend political and diplomatic fences with many of its Arab neighbours. It lives in hostile surroundings, constantly vulnerable to attack on almost all fronts. A major war with another heavily armed power is the last thing it needs.
At arm’s length
One advantage Iran does have is its array of proxies and non-state allies, which allow it to project hard power far closer to Israel than it would want to send regular forces. It has a valuable ally in Hamas, which controls Gaza; in Lebanon, Hezbollah could be prepared to assist if necessary. It could also exploit Sunni/Shia splits across the Middle East to secure the support of Shia volunteer armies. And since Saddam Hussein’s fall, Iran has been hugely influential in Iraq, which is struggling to establish a political order that can accommodate Shia, Kurds, and Sunnis.
Yet even with all this influence at its disposal, Iran would clearly prefer not to end up escalating a military conflict with Israel. Aside from the military implications, to do so would squander what moral and diplomatic support it’s gathered since the US’s withdrawal from the nuclear deal.
So for now, both sides are being cautious. Israel’s recent airstrikes targeted raid on military installations, not individuals — an acknowledgement that a heavy casualties might put Iran under pressure to retaliate. Meanwhile, Iran’s domestic debate on whether and how to respond is still rumbling, with progressives insisting the nuclear deal must be safeguarded while their hawkish countrymen would prefer a more confrontational stance. The government has yet to decide which road to take.
But whatever happens in the immediate future, Israel and Iran remain bitter foes, both heavily armed and tied up in a mess of geopolitical interests. Were a war to break out between them, they would gravely damage each other, but neither is likely to rise as the ultimate victor. That both seem to be fully aware of this reality is perhaps the most important thing standing on the way of what could be a true catastrophe.
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.
Sea bass is considered a culinary delicacy around the world. The Chilean sea bass, in fact, often turns up on five-star restaurant menus. But if you’ve been keeping up with the times, you know that there’s a new, American sea bass out in the ocean that has a very big bite. We’re talking something that can takes a chunk out of the metallic denizens of the ocean, both surface-dwelling warships and the subs that lurk beneath.
Okay, it’s not exactly a “sea bass,” but rather a “CBASS,” or Common Broadband Advanced Sonar System, and it’s a huge upgrade to the MK 48 Mod 7 torpedo currently in service.
You may be wondering why the United States Navy is looking to improve on the MK 48 — especially since a U.S. sub hasn’t fired a torpedo in anger since World War II.
MK 48 torpedo aboard USS Rhode Island (SSBN 740).
(DOD photo by Lisa Daniel)
The fact is that technology doesn’t stand still, and the Navy learned the hard way during World War II that reliable torpedoes are essential. Learning from history is why the US is constantly pushing to improve its torpedoes. And it’s a good thing, too, because Russia and China have been pushing to upgrade their naval forces in recent years.
According to Lockheed, the newest Mod 7 will include a suite of new, wide-band sonar systems, advanced signal processing, and enhanced guidance systems. All of this is attached to a 650-pound, high-explosive warhead atop a 3,500-pound torpedo.
43 years after this test shot, the MK 48 Mod 7 CBASS ensures that the United States Navy’s subs can still kill anything afloat — or under the surface.
(U.S. Navy photo)
Official handouts credit the MK 48 with a top speed in excess of 28 knots, a maximum range of over five nautical miles, and an operating depth of at least 1,200 feet. However, the real specs are probably much better in terms of performance. Unofficial figures show the torpedo actually has a top speed of 55 knots and a maximum range of 35,000 yards (almost 20 miles).
The United States Navy and the Royal Australian Navy have teamed up to produce this very deadly “fish.” In this case, the CBASS is the predator.
The history of Communism goes way far beyond the rise of Vladimir Lenin and the Soviet Union. The idea of a class struggle had been kicking around before Marx even started writing Das Kapital. In fact, the idea of a worker’s paradise was much more popular in even the United States before the Bolsheviks went and killed the Americans’ friend Tsar Nicholas II. There were even avowed Communists in the Union Army fighting the Civil War.
J. Edgar Hoover does not approve.
In the days well before the Communist revolutions that put the Red Scare into everyday Americans, everyday Americans weren’t totally against the idea. One such American was Johann August Ernst von Willich, a Prussian-born American who emigrated to Ohio in 1853. Less than a decade after coming to his adopted homeland, the Civil War broke out, and the man who dropped his noble Prussian titles and settled on being August Willich, a newspaper editor from Cincinnati soon took up the Union blue as Brigadier General August Willich.
Before coming to the United States, however, he led a very different life.
Okay, maybe a similar life but for different reasons.
Born into a military family, Willich’s father was a Prussian captain of the Hussars, an elite light cavalry regiment. His father was killed in the Napoleonic Wars that ravaged Europe in the late 18th and early 19th Centuries. He was sent to live with a relative who sent him to military schools in Potsdam and Berlin. He was soon a distinguished Prussian Army Artillery officer. But his experiences in wartime Europe began to change his political views.
At a time when much of Europe was still raging over the idea of republicanism and democracy versus long-established monarchies, Willich was just turning Republican when he decided to leave the Prussian Army. After a brief court-martial, he was allowed to resign. Then he lent his martial skills to the wave of political uprisings engulfing Europe in 1848. From Spain in the West to Hungary in the East, and Sweden in the North to Italy in the South, regular working people were tired of the conditions of their daily lives, under the boot of absolute monarchs and began to rise against their entrenched kings and queens – with varying degrees of success.
Thomas Jefferson approves.
But Willich’s views were much further to the left than mere Republicanism allowed. Willich was forced to flee to London after the uprisings of 1848 were largely put down. That suppression only strengthened his resolve and pushed him further. He became a Communist to the left of even Karl Marx, a man considered by Willich and his associates to be too conservative to be the face of the movement. While Willich’s friends plotted to kill Marx, Willich simply insulted the writer publicly and challenged him to a duel. Marx declined, but a close friend of Marx decided to fight the duel – and was wounded for his troubles.
Willich then came to the United States working in Brooklyn before making the trek to Ohio. When the Civil War broke out, the onetime Prussian field commander raised an army of Prussian-Americans and took the field with the Union Army at Shiloh, Chickamauga, Missionary Ridge, and Kennesaw Mountain, among other places. Willich would rise to the rank of Brevet Major General, having fought in the entirety of the Civil War.
A former nursing assistant at a VA hospital in West Virginia admitted to murdering seven elderly veterans and attempted to kill an eighth according to court documents.
Reta Mays, 46, who formerly worked at the Louis A. Johnson Veterans Affairs Medical Center, pleaded guilty to seven counts of second-degree murder related to the deaths of seven veterans and one count of assault with intent to commit murder in West Virginia federal court.
The judge acknowledged her guilty plea and ordered U.S. Marshals to hold Mays without bail until a sentencing hearing is scheduled.
Mays worked as the overnight shift assistant in the medical-surgical unit at Louis A. Johnson Veterans Affairs Medical Center in the city of Clarksburg. An investigation found that between July 2017 and June 2018 she administered doses of insulin to patients; most of them were not diabetic. Because of the insulin injections, the patients’ blood sugar dropped, causing severe hypoglycemia. The patients were all in the VA hospital for various symptoms related to old age.
Court documents state that in June of 2018, a doctor at the hospital in Clarksburg, West Virginia, became alarmed about the deaths of multiple non-diabetic patients, who had suffered unexplained hypoglycemic episodes in Ward 3A of the hospital.
Mays, as a nursing assistant was responsible for, among other things, acting as a one-on-one sitter for patients, checking vital signs, and testing blood sugar levels. Yet, she was not allowed to administer medicine, including insulin.
Back in August, the Department of Veterans Affairs had announced that it had begun an investigation of 11 suspicious deaths at the facility and was looking into “potential wrongdoing.” Within a matter of days of learning of the deaths, VA investigating agents identified Mays as a person of interest. Working with medical facility leaders, the defendant was immediately removed from patient care while the investigation continued.
“Immediately upon discovering these serious allegations, Louis A. Johnson VA Medical Center leadership brought them to the attention of the VA’s inspector general while putting safeguards in place to ensure the safety of each and every one of our patients,” a VA spokesperson said at the time.
Following Tuesday’s hearing, the VA Office of the Inspector General after Tuesday’s released the following statement: “This case is particularly shocking because these deaths were at the hands of a nursing assistant who was entrusted with providing compassionate and supportive care to veterans. Our thoughts and prayers are with the families of the victims.”
The U.S. attorney prosecuting the case characterized Mays’s actions as “evil” and an FBI special agent involved in the case said the veterans were betrayed.
“Nothing we have done will bring your loved ones back,” Bill Powell, U.S. attorney in West Virginia, said at a press conference. “But we do hope that the work of these agents and prosecutors honored the memory of your loved ones in a way that they so justly deserved and, in some small fashion, assuage the anguish you have suffered.”
“These eight veterans deserved respect and honor. They served our country and we all owe them a debt of gratitude,” FBI Acting Special Agent in Charge Michael Christman said. “They didn’t deserve to die at the hands of a nursing assistant who intentionally inflicted pain on them and their families.”
The court documents identified the deceased patients as Robert Edge, 82; Robert Kozul, 89; Archie Edgell, 84; George Shaw, 81; W.A.H., 96; Felix McDermott, 82; and Raymond Golden, 88.
An eighth patient identified as R.R.P., 88, recovered after being given Dextrose 50.
The VA Inspector General’s Office is also investigating the hospital’s policies and procedures, including medication management and communications among the hospital’s staff as to how this situation could have occurred.
While Mays has pleaded guilty in court in connection with the deaths of the patients, her motive for killing the patients is still a mystery. Mays may also be investigated in connection with other deaths at the facility.
One was Mel Blanc. You never saw him. But you probably heard him. He was the voice of Bugs Bunny. Well, Bugs did his part for the war effort in some cartoons, including one that Warner Brothers pulled due to offensive stereotypes of the Japanese. America’s favorite “wascally wabbit” is an honorary Marine as a result of his service on the screen.
But Blanc did more than just entertain. He also helped train some of the soldiers who were putting it all out there. Specifically, he helped train the gunners on heavy bombers. The B-17 Flying Fortresses had a lot of gun positions. Some of the ten-man crew manning them had other jobs (like the bombardier, the navigator, and the radio operator). Others just had to shoot.
No matter what, though, they needed to know how to aim their guns so that some Nazi or Japanese fighter didn’t shoot their bomber down. In a 14-minute film, Blanc portrays a waist gunner on one Flying Fortress who starts out with some bad habits. Over that course of time, the trainees were given a crash course and the bare essentials needed to know how to aim their machine gun.
On August 19, 1941, a British bomber taking part in a raid against Germany flew over a prisoner of war camp in St. Omer, France and dropped its lightest — but possibly most historic — payload of the war: a wooden case filled with bandages, socks, straps, and an artificial leg.
The odd bombing mission was to support a particular pilot on the ground, Douglas Bader, a Battle of Britain hero and double-leg amputee.
Douglas Bader and other members of No. 242 Squadron pose in front of nose art depicting a quick kick to Hitler’s butt.
(Royal Air Force photo by S. A. Devon)
Bader’s heroic story starts in 1931 when he boldly asserted that he could fly a new aircraft but, while attempting a risky maneuver near the ground with it, crashed the plane and lost both of his legs. The Royal Air Force drummed him out as invalid, but he kept pressing to come back.
When World War II broke out, Bader finally got his chance and immediately made the best of it, getting re-certified to fly and an assignment to the No. 19 Squadron. He pushed for sending more planes up against the Germans more of the time, and was sent against the Luftwaffe over Dunkirk in 1940.
A Messerschmitt 109 like the one Bader shot down on the day that he was downed — August 9, 1941.
(Kogo, CC BY-SA 2.0)
But his last kill came at a cost. On August 9, he shot down a Messerschmidt-109F, but his own plane was damaged in the fight. Reports at the time indicated that he had collided with another German plane, but later investigations posit that he might have been a victim of friendly fire.
Either way, Bader bailed out of his plane, losing his right prosthetic in the process, and parachuted to the ground. He was knocked out upon landing, and woke up to German soldiers removing his parachute harness.
The German doctor assigned to check on him thought, at first, that Bader had suffered an amputation in the crash, but quickly realized both his mistake and the fact that he was treating a British war hero.
The Germans, to their credit, immediately tried to make him as comfortable as a full-bodied person in the prisoner of war camp, recovering and repairing his leg as best they could and letting Britain know that he had been captured and needed a replacement right leg.
Bader, to his credit, immediately attempted to use his repaired leg to escape, forcing the Germans to take his legs every night to prevent further escape attempts. Bader would try again three more times over the course of the war.
But, between the first escape attempt and the other three, the RAF put together a plan to get Bader a new leg. Germany made an offer of safe passage and landing for a single plane to deliver it, but Britain worried that the Germans would use it for a burst of positive publicity.
Instead, they put together a fairly genius plan. See, Bader had been shot down during a large bombing raid popular with the RAF at the time. Bombers flew towards their targets escorted by a large number of fighters. The German planes would take off to intercept, but would be forced to dogfight with the fighters.
This created a window where there was little or no real resistance in the air to smaller bomber formations. Typically, this was used to sneak a few bombers in on low-altitude runs against high-priority targets. But on August 19, 1941, the British aviators used this window to fly over the prisoner of war camp at St. Omer, France where Bader was being held.
To the German flight commander of the Luftwaffe at St. Omer. Please deliver to the undermentioned address this package for Wing Command Bader, RAF prisoner of war, St. Omer, containing artificial leg, bandages, socks, straps.
Bader was sent to the infamous Colditz Castle after his fourth escape attempt, but survived the war. He advocated for disabled rights the rest of his life, efforts for which he received a knighthood in 1976. He died in 1982 of an apparent heart attack.
Veterans in the cannabis industry have been denied home loans from the Department of Veterans Affairs, prompting a response from Congress.
When one veteran was denied his home loan benefit, he reached out to Rep. Katherine Clark (D-Massachusetts), who joined with 20 members of Congress in writing to VA Secretary Robert Wilkie.
The lawmakers wanted to know why their constituents were denied loans after citing their income sources as state-legalized cannabis activities.
“Denying veterans the benefits they’ve earned…is contrary to the intent Congress separately demonstrated in its creation of VA benefit programs,” Clark wrote in her May 23, 2019 letter.
Read the letter:
In the letter, shared with Roll Call, Clark stated, “A substantial number of veterans earn their livelihoods in this industry and, in coming years, that number is likely to further rise. The VA must acknowledge this reality and ensure veterans who work in this sector are able to clearly understand and can equitably access the benefits they’ve earned.”
She also acknowledged that “the ambiguity under which the cannabis industry operates is unique, and we fully understand the VA’s resulting aversion to legal and financial risk. [However]…in recent years, the Department of Justice has substantially narrowed its prosecutorial priorities in this area, and Congress has taken action to prevent federal interference with the implementation of state cannabis laws.”
Though Marijuana remains a Schedule 1 drug, illegal under federal law, Military.com points out that “thirty-four states, the District of Columbia, Guam, Puerto Rico and the U.S. Virgin Islands now have some variation of medical marijuana programs, while a dozen other states allow cannabidiol that is low in tetrahydrocannabinol — or THC, the psychoactive component of pot that makes a user high — for medicinal purposes.”
U.S. Marine Corps veteran Dan Anglin, CEO of CannAmerica, was also denied a VA home loan due to his work in the cannabis industry — and he’s not afraid to speak out about it.
Veteran Dan Anglin Denied Home Loans Due to Owning a Cannabis Company
While I still have a few years left, I am on the tail end of my military career. I have been fortunate enough to spend most of my time in uniform supporting Special Operations Forces. I have done a wide range of work. I’ve done everything from working out of safe houses to sitting behind a desk doing policy work to ensure the guys down range were covered. Because nothing happens without paperwork.
During my time I have learned a lot about the community and what it takes to do well in it. Over the years, I have made mistakes and I have reached milestones, and both situations taught me valuable lessons along the way. If I had to pass on knowledge to a new support personnel, these are the things I would tell my potential future replacements:
1) Know your place, and be proud of it.
When you very first get to the community, don’t overestimate your worth. I have seen more than a few well-qualified support personnel get fired from SF commands because they forgot they weren’t Operators. If an SF command has taken the time to screen you, hire you, and then provide you additional training based on your MOS/Rate it’s because they needed your specific skillset, and they considered you ahead of your peers. Be proud of that, because it means the SOF community needed your skillset in order for them to accomplish the mission.
And don’t treat your conventional counterparts like sh–. You may very well need them one day. In fact, you probably will.
2) The Q Course doesn’t produce seasoned SF Operators.
I realize that statement should be fairly obvious, but coming into the community, I didn’t quite grasp that. I assumed all Operators were seasoned Veterans and were professional at everything they did. I also assumed that all the support personnel were seasoned as well. It took me years to fully understand that an Operator has to grow into that seasoned and professional warrior.
At some point you will inevitably hear something like, “What do you know, you’re not an Operator!” You need to remember several things when you run into this. First, check yourself, and make sure you didn’t just put your foot in your mouth. If you didn’t, and you are confident about what you are talking about, don’t back down (remember, you were hired for your specific skillset).
The next thing is you need to remember is to not take it personally. And finally, you need to consider if this is an Operator who has been around and understands the role of the support folks, or if this is a new Operator that still learning what role you play in helping accomplish their mission.
This may have been my hardest lesson at the early stages of my career.
3) Find someone senior and make them your mentor.
There is always that one support person. The one that has been in the command forever, and almost seems bitter about it, yet the leadership always comes to them for advice. The Operators don’t give them a hard time when they need something from them, because they’ve proven their worth time and time again.
More than likely, they’ve been there since they were a junior NCO, and is now a senior NCO complete with the crusty attitude. Get on their good side and make them your mentor (whether they know it or not). There is a reason they has been there forever and a reason they have survived. Find out what it took, and imitate their work ethics. But maybe not the attitude, not yet anyway. Get some years in first and earn your “crustiness.”
4) Always put the mission first.
Like any of us in uniform, we all want to advance. We want more responsibility and we want to take on leadership roles. At some point, you will face a decision where you have to make a choice between the mission and something administrative pertaining to your career, or someone else’s.
One of my favorite mentors gave me this piece of advice: “Always put the mission first and everything else will fall into place”. What he essentially meant was that if I was doing what I was supposed to do, the senior leadership would recognize it and take care of me when the time came.
5) Bad news doesn’t get better with time.
This applies to all communities but I think this really hits home in the SOF community. If you mess up, don’t try to hide it, fix it on the sly, and hope no one notices. Own your mistake, tell the people you need to tell. It’s okay to make mistakes. Learn from it and move on with it.
As Admiral McRaven moved through the SOF commands, one of the things he used to put out to the mid-level leadership was for them to allow their people to make mistakes. He said he didn’t want his people to be too afraid to take chances for fear of being punished if they failed. If you find something innovative, don’t be afraid to try new things. Just make sure you have a good plan and that you communicate with your teammates.
6) Your rank doesn’t make your idea better.
One of my favorite things about the SOF community is that good ideas usually don’t wear rank. Listen to your people! If your junior folks have an idea, it may be worth listening to. It may not, but take the time to listen. That one time you do it and it works, you may make a huge impact on your troops’ morale.
7) Always be in good shape.
You ever see that one fat support person that all the Operators asked for advice from? No? That’s because it never happened. Your primary concern should be your job and how well you do it, and your secondary concern should be your physical shape. No Operator wants to hear from a fat, out-of-breath body.
If you can’t take care of yourself, how can they have any faith you will take care of them as they head out the door? I’m not saying you need to be a triathlete or even keep up with the Operators at the gym, but I am saying that the Operators need to feel comfortable that you can keep up if or when they take you out of the wire.
The midway point on construction of the Navy’s next aircraft carrier, the John F. Kennedy, CVN 79, was reached at the end of August 2018, when the latest superlift was dropped into place, shipbuilder Huntington Ignalls said in a release.
The modular-construction approach the shipbuilder is using involves joining smaller sections into larger chunks, called superlifts, which are outfitted with wiring, piping, ventilation, and other components, before being hoisted into place on the Kennedy.
The latest superlift makes up the aft section of the ship between the hangar bay and the flight deck. It is one of the heaviest that will be used, composed of 19 smaller sections and weighed 997 standard tons — roughly as much as 25 semi trucks. It is 80 feet long, about 110 feet wide, and four decks in height.
Below, you can see Huntington’s Newport News Shipbuilding division haul the massive superlift into place with the shipyard’s 1,157-ton gantry crane.
Workers installed an array of equipment, including pumps, pipes, lighting, and ventilation, into the latest superlift before it was lifted onto the ship.
The modular approach has allowed the shipbuilder to reach this point in construction 14 months earlier than it was reached on the USS Gerald R. Ford, the Navy’s first-in-class Ford-class carrier, the company said.
“Performing higher levels of pre-outfitting represents a significant improvement in aircraft carrier construction, allowing us to build larger structures than ever before and providing greater cost savings,” Lucas Hicks, the company’s vice president for the Kennedy program, said in the release.
A superlift is dropped into place on the aft section of the Navy’s next aircraft carrier, the John F. Kennedy, August 2018.
Huntington Ignalls started construction on the Kennedy in February 2011 with the “first cut of steel” ceremony. The ship’s keel was laid in August 2015, and the carrier hit the 50%-constructed mark in June 2017.
The shipbuilder said in early 2018 that the Kennedyreached 70% and 75% structural completion, which “has to do with superlifts and the number of structures erected to build the ship,” Duane Bourne, media-relations manager for Huntington Ignalls, said in an email.
With the nearly 1,000-ton superlift added at the end of August 2018, work on the Kennedy — structural or otherwise — is now halfway done.
The ship is now scheduled to move from dry dock to an outfitting berth by the last quarter of 2019, which would be three months ahead of schedule. Hicks said in April 2018 that the Kennedy was to be christened and launched in November 2019 and delivered to the Navy in June 2022.
USS Gerald R. Ford underway on its own power for the first time in Newport News, Virginia, April 8, 2017.
(US Department of Defense photo)
The Kennedy includes many of the new features installed on the Ford, like the Electromagnetic Launch System and Advanced Arresting Gear, both of which assist with launching and recovering aircraft. (One notable feature not included on the Ford: urinals.)
The Ford was delivered to the Navy in June 2017 — two years later than planned — and commissioned that year. The ship came at a cost of about .9 billion, which was 23% more than estimated. The Ford has faced a number of issues and is still undergoing post-commissioning work before it can be ready for a combat deployment.
The Navy and Huntington Ignalls have said lessons from the construction of the Ford will be applied to future carriers — though the Government Accountability Office said in summer 2017 that the .4 billion budget for the Kennedy was unreliable and didn’t take into account what happened during the Ford’s construction. The Pentagon partially agreed with that assessment.
The Kennedy is the second of four Ford-class carriers the Navy plans to buy. Work has already started on the next Ford-class carrier, the Enterprise, with the “first cut of steel” ceremony taking place in August 2017.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.