While the Fourth of July may look a little different this year, you can still celebrate the holiday in style with virtual concerts, televised fireworks, a museum tour or a virtual run. Look up, and you may even catch a military flyover.
USO holiday concert
The USO will host a first ever Fourth of July concert on its Facebook, YouTube and Twitch channels at 12 a.m. EST and 12 p.m. EST to accommodate times zones around the world. The concert, the first of a three-part summer series airing through Labor Day, will be headlined by country music legend Clint Black. The concert will include a special nod to American surf music by the iconic Mike Love and The Beach Boys and will feature special guests John Stamos, comedian Iliza Shlesinger, actor/musician Craig Robinson, and “America’s Got Talent” world champion Shin Lim.
A Capitol Fourth
The 40th annual broadcast of A Capitol Fourth will air on PBS Saturday, July 4 from 8 p.m. to 9:30 p.m. EST, as well as on American Forces Network for troops around the world. The program can be heard on NPR member stations nationwide, and it will be streaming on Facebook, YouTube and PBS. This year’s concert, co-hosted by John Stamos and Vanessa Williams, features pre-taped performances without a live audience.
The National Veterans Memorial and Museum in Columbus, Ohio will be open July 4 to share the stories of our nation’s veterans. In a press release, Lt. General Michael Ferriter, president and CEO of the museum, said that the facility is excited to welcome guests during the holiday weekend to share the stories of veterans from the Revolutionary War to today.
“This year is an opportunity to create a new tradition of celebration and remembrance,” Ferriter stated.
Museum goers will find the exhibit “So Ready for Laughter: The Legacy of Bob Hope,” which explores Hope’s major tours and travels during World War II. The exhibitfeatures nearly 50 artifacts and an original documentary. Highlights include rare and unpublished photographs of Hope; wartime correspondence between Hope and servicemembers; WWII-era relics engraved to Hope; videos of his traveling, wartime troupe; and Hollywood Victory Caravan programs and scrapbooks. Details can be found here.
Ruck, walk or run for independence
Get out and move your feet with the USO’s “Four on the 4th – Ruck, Walk Run for Independence.” The virtual fun run, presented by Delta Air Lines, includes USO music playlists, a Facebook live rise and shine warm-up featuring Robert Killian, the National Anthem sung by the USO Show Troupe and a virtual celebration.
“With so many of us stir crazy during the pandemic, this is a great, all-inclusive, safe event for families to get out and celebrate the holiday,” said Bob Kurkjian, president USO West. “Families can, run, walk or even ruck the event.”
Registration is , with proceeds going to the USO. Participants will receive a USO branded t-shirt, downloadable bib, face mask and medal. Ahead of the event, tune into The Annual Bob Hope USO Radiothon event on Thursday, July 2, 2020 from 6 a.m. to 10 a.m. PST, an event that brings together our nation’s troops, the funniest comedic talent, and Bob Hope USO’s dedicated community partners.
2020 Salute to America
This year, 1,700 service members will provide aerial, musical and ceremonial support to the 2020 Salute to America event, held in Washington, D.C. This year’s celebration will honor cities of the American Revolution and military aircraft will fly over Boston, New York City, Philadelphia and Baltimore. From there, they will join other DOD and heritage aircraft to fly over the nation’s capital. The exact timing has not yet been announced but more details can be found here.
Heather Wilson swore in as the 24th Secretary of the Air Force in May 2017 with a clear-eyed view on the task at hand.
“When Secretary of Defense Jim Mattis asked me to serve as the Secretary of the Air Force I said, “You know, Mr. Secretary, I’m not the kind of gal who just cuts ribbons on new dormitories, that’s not me. But if you want somebody who’s going to help to try to solve problems and make it better, not just different, but better, then that’s what I’ll do.”
Before representing New Mexico’s first district as a member of Congress and being the president of South Dakota School of Mines & Technology, Wilson was an Air Force officer. During her seven years of service in the 1980s, she served as a planner, political advisor and a defense policy arms control director. Her husband, Jay Hone, served in the 1970s as an Air Force lawyer and went on to retire from the service. For them, Air Force business was family business, and there was work to be done.
Wilson said her responsibilities as SecAF were broader than those of any other executive position she held…she was obligated to the welfare of 685,000 total force airmen and their families, and the oversight of a 8 billion annual budget. Aware of the devastating toll sequestration and 27 years of combat had taken on the force, Wilson called on her wingmen – Air Force Chief of Staff Gen. David L. Goldfein and Chief Master Sgt. of the Air Force Kaleth O. Wright – to help devise and oversee plans to restore the readiness of the force, cost-effectively modernize, and revitalize Air Force squadrons. It would take an Air Force-wide effort to get after these challenges, and the senior leaders’ message to the airmen was clear.
“We trust you…we trust that you’ve been well-trained,” Wilson said. “We will try to give you a clear set of mission parameters and the skills and the abilities to get after the job. Don’t wait to be told what to do…see the problems around you and just get after them. Don’t wait for us.”
That’s one of the things Wilson said she’s appreciated most about the “intelligent, capable and committed” U.S. Air Force airmen – their unique way of handling business.
“I like the fact that airmen don’t always do exactly what they’re told in the way they were told to do it because they come up with better answers to complex, difficult problems,” she said.
Secretary of the Air Force Heather Wilson speaks to 2nd Maintenance Squadron airmen during a tour at Barksdale Air Force Base, La., Nov. 14, 2017.
(U.S. Air Force photo by Senior Airman Mozer O. Da Cunha)
And for the issues that required Headquarters-level intervention, Wilson relied on her wingman for assistance.
“The law says the service secretary has all of the authority to run the service, but the chief of staff has most of the influence,” Wilson said. “There are very few decisions that I make without asking for his advice, and he freely gives that advice. If I know we have a difference in opinion I always want to understand why, and as a result I think we have a very close, professional working relationship, and that is transmitted to the force. We’ve been forging vicious partnerships between both the civilian leadership and the military leadership of the service, and it’s been very effective.”
After two years, the results of Wilson’s empowering leadership are palpable.
“There have been significant advances in the Air Force’s ability to win any fight, any time, including a more than 30% increase in readiness, she said. “We’ve also gone a long way in cost-effective modernization and taking the authorities we’ve been given to buy things faster and smarter. We’ve stripped 100 years out of Air Force procurement in the last year…we’re streamlining the schedules to get capability to the warfighter faster.”
With a shared focus on revitalizing squadrons, Wilson and Goldfein also returned power, time and support back to the squadron by removing redundant policies, revamping personnel evaluations, updating professional military training and extending high year of tenure.
Secretary of the Air Force Heather Wilson testifies during a House Armed Services Committee hearing in Washington D.C., April 2, 2019.
(U.S. Air Force Photo by Wayne Clark)
On a larger scale, Wilson worked with the Secretaries of the Army and Navy to make the process of transferring duty stations easier for military families. Together, they wrote letters to governors across the United States to address two issues members said matter most – the quality of public schools near military installations and reciprocity of licensure.
“We told them, ‘We want you to know when we make basing decisions in the future we’re going to take these things into account,'” she said. “We had some leverage, and I’ve been really pleased at the number of states that have passed laws related to reciprocity of licensure.
“I hope the changes that we’ve made to assignment policies at Talent Marketplace has helped to make a difference, to give families more control and choice over their lives, and recognize that they’re balancing family life with service life,” she continued. “And I hope that ultimately that’ll mean we keep more highly capable airmen in the service for longer.”
Secretary of the Air Force Heather Wilson speaks with airmen during a farewell interview at the Pentagon in Arlington, Virginia, May 8, 2019.
(U.S. Air Force photo by Tech. Sgt. Robert Barnett)
Though her tenure as SecAF is at its end, the impact of her laser-focused efforts may reverberate throughout the service for years to come.
“I came here to try to make things better,” Wilson said. “Life’s short, time’s short, so you got to make a difference today. I hope people have a better quality of life and quality of service because we were here. And I hope that the Air Force is better because I served.”
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
The government shutdown has been going on for well over a month now and the Coast Guard is still going without pay. My heart honestly burns for each and everyone one of those affected by the shutdown, but there’s one group of Coasties feeling it the worst: the Coast Guard recruiters.
I mean, think about it. It sucks to show up and still have to guard the coasts. Yet, they can continue their mission with a sour look on their face and abundant worries about paying rent. The recruiters? Yeah. I’m damn sure no one made their quota this month. Good luck getting anyone into the door when you can’t even promise them a steady paycheck.
Anyways, just like the Coasties working Lyft after duty, the meme train keeps on rolling.
One of our biggest saving graces during the pandemic is the opportunity to catch some fresh air! Whether you’re cooped up at home with kids or are working overtime to fill a need for essential employees (or both!), catching that fresh vitamin D is good for the body.
In fact, going outside can boost your mood and jumpstart your immune system; it can reduce pain and all the scents can do wonders for your endorphins. But don’t take these scientific reasons into account all on their own, experience the outdoors for yourself and keep everyone busy during the pandemic.
Here are 6 things you can do while social distancing:
Go on a walk
Simple, easy, and done with minimal planning. Steer clear of any neighbors, of course (especially if you live on post or in tight quarters), but now is the perfect time to get in your steps! Explore your neighborhood and find areas you’ve never visited or just breath in that fresh oxygen while taking a few laps around the block. Repeat as needed.
Have a picnic
You’re eating at home anyway, so why not take the party outside? Lay down a blanket to keep the bugs at bay, then enjoy some fun and breezy meals out in the yard. Repeat as weather allows.
Go on a scavenger hunt
These lists are swarming the Internet, so luckily you won’t have to work hard to find your objectives. Whether you’re taking kids or are looking for a more sophisticated list of items, a scavenger hunt is a great way to get creative outdoors.
Don’t forget the neighborhood bear hunt either.
Bust out the old fashioned games
Tag, Frisbee, wiffle ball and more will turn into family favorites during the pandemic. Your family is already in close quarters, so don’t fret about a few passings of the ball.
However, don’t be afraid to be firm with neighbors and let them know they can’t join. Hellos from a distance remain kosher, but passing objects between households is a strict no-no.
Go for a drive
Weather not going your way? For the days you need a change of scenery, head to the car. This is a great time for an automated car wash (don’t forget to Lysol any buttons that need to be pushed), or a cruise to somewhere new.
Roll down the windows and feel the breeze while everyone jams to favorite tunes.
Sit and talk
Weeks ago this might have sounded boring, but today, it’s a nice change of pace! Sit with your morning coffee, FaceTime a friend, let the kids play and simply enjoy being outside and enjoy the fresh air.
Being outdoors can do wonders for your mood and endorphins. Take advantage of this easy but proven mood booster!
When the cheers of the viral military homecomings have dissipated and the videos stop playing, real life begins. Netflix’s new documentary, Father Soldier Son, pulls back the curtain and brings the viewer into the reality of the military family and the devastating cost of a 20-year war.
The public perception of a military service member leans toward words like heroic and exceptional. But they are human beings with real struggles as they live with the aftereffects of their commitment to this country. Father Soldier Son reveals that to the public. To create the documentary, two journalists from The New York Times spent 10 years (yes, 10 years) following American soldier Brian Eisch and his family.
What initially began as a film to document a battalion’s year-long deployment in 2010 during a troop surge evolved into an unexpected new project for directors Leslye Davis and Catrin Einhorn.
“We really wanted to tell the stories of American soldiers and Brian was just one of many [in that deployment]. But his kids were just so captivating and they spoke with such honesty, openness and emotion about what they were going through. They really stuck with us,” Einhorn explained.
The documentary begins with Eisch’s sons, Issac and Joey. They share their feelings about their dad being deployed overseas and their deep fears for his safety. This is another unique perspective of this film; the public is given a glimpse of how deployment impacts military children.
The viewer then witnesses the joyful reunion for the boys when their dad comes home for a break in his deployment. It’s not unlike the homecomings that go viral on social media. But then, the directors bring you in deeper with the emotional, compelling moments when the boys have to say goodbye; something not many members of the public ever witness.
When Eisch returned to combat in Afghanistan, he was shot.
Viewers are then brought on Eisch’s journey of being a wounded warrior. “We were able to show the before and what the boys were going through while he was away and the anxiety and fear that they have. Then we showed what happened after,” Einhorn explained. She continued, “There’s this sort of iconic idea of a hero, but what does that really mean? What is the sacrifice? Brian had a truck drive into a field and then jumped out of it to try and rescue this wounded ally of his. That is a very heroic thing by all accounts and he received an award for that. But what did that mean for him and his life afterward?”
Every time the directors thought the film was done, things kept happening in Eisch’s life that brought them back. “We got to take this personal and deep dive into this family to show how it [war] impacted them over time,” Davis said.
Three years after his combat injury, the constant pain forced Eisch to undergo a leg amputation.
The events that unfold after following that are a reality for many service members experiencing physical or invisible wounds of war. This film will bring viewers on a journey filled with hope, but also devastating loss and pain. “As journalists we really wanted to make it a window into a military family…These quiet consequences and how they can ripple through a family and reshape things. That’s what we witnessed with this family and felt hadn’t been explored,” said Einhorn.
Directors Catrin Einhorn (left) and Leslye Davis (right).
Both directors were asked how the family reacted to the documentary once it was revealed.
“We got to watch it with the family…He [Eisch] thinks it’s true. He thinks the story accurately depicts his life. The first time the family watched it – it was very retraumatizing. They were in grief watching it, and shock. But it seems that it has their seal of approval,” Davis shared. Einhorn added, “He said it was both joyful and devastating for them to watch it. He turned to us at the end and said, ‘It’s true, I am struggling.'”
“We look forward to what people take away from the film,” Davis said.
The documentary is available at midnight on July 17 to Netflix subscribers. The directors shared that the New York Times will be releasing a follow up a few days after the release to give viewers an update on the family.
When watching the film, it will take viewers into the unadulterated reality for military families. Father Soldier Son is a stark reminder of the far reaching ripple effects of war.
Attending military balls is one of those things that everyone has to do. Sure, they’re occasionally mandatory, but it’s great to see everyone in the unit unwind for a single night. Your first sergeant can get roaring drunk and tell everyone stories of when they were a young, dumb private and the specialist can flex on the butterbar for their lack of medals.
The one thing that everyone secretly dreads, however, is the grog bowl. It’s hilarious watching everyone in the unit have to stomach what is, essentially, the bottom-dwelling juices of a trash compactor, but no one actually wants to be the person next in line to grab a glass.
In essence, it’s a concoction of random things that are poured into a giant punch bowl (or, occasionally, an unused toilet). The chain of command usually grabs some random thing off the shelf and pours it in. Each addition is followed by some BS excuse — there’s a symbolic reasoning behind every addition.
For example, a unit at Fort Campbell might add in some Jack Daniel’s because the distillery isn’t too far from post and it’s kind of the unofficial drink of the 101st Airborne. You might also see someone throw coffee into the mix because of the many sleepless nights endured by troops in the unit. Those are awesome, fun additions — but you’ll you have to bite your tongue when something gross gets tossed in.
That’s all you, buddy.
(U.S. Air Force photo by Robin Cresswell)
Tabasco — to represent the blood shed by troops
This is the go-to mixer that seems to find a place in every unit’s grog bowl. If you’re a fan of spicy foods, it’s not that bad… in small doses, that is.
Unfortunately, the person adding the Tabasco won’t just add a few drops like they’re making a Bloody Mary. It’s almost always the entire bottle. Thankfully, just as it does with undesirable MREs, the taste of Tabasco will overpower the taste of the rest of the garbage — that’s why Tabasco is the best of the worst things in the grog.
Yep. It tastes like nothing.
(U.S. Army photo by Spc. Jacob Massey)
Water — to represent the seas
On one hand, it’s great because the water is going to dilute whatever crap is in the bowl already. Each ounce of water offsets an ounce of garbage. On the other hand, it’s freakin’ water. It’s also going to dilute the good stuff that kind souls put in there.
There are kind souls out there that take pity on everyone who has to drink from the bowl and you’ll, on rare occasions, get a grog bowl that isn’t going to unintentionally poison the unit. Putting water in there is just going to ruin what was otherwise a reasonable sip.
Everything is forgiven if the salt is added in the style of Salt Bae.
A bunch of salt — to represent sweat
Just like Tabasco, salt would be fine in small doses but, just like Tabasco, salt is almost always poured in en masse. And, as you’ve probably guessed, it just makes everything salty.
This one is just lazy. At least you have to go to the store to buy a bottle of Tabasco. Usually, people just grab the salt shaker off the table in front of them and head up to the bowl.
Just because we ate our fair share of sand while deployed doesn’t mean we want to eat more of it stateside.
(U.S. Marine Corps photo by Lt. Dave Hecht)
Sand — to represent the wars in the deserts
The rules dictating what kind of garbage you can put in the grog bowl typically limits the selection to things you’re willing to actually drink. This rules out, thankfully, things like battery acid. However, for some reason, this same logic doesn’t rule out sand.
Why? Because in the sandstorms of Iraq and Afghanistan, you’re going to unintentionally eat a lot of sand. Therefore, it must be okay to just drink sand, right? Wrong. Thankfully, if you’re just trying to screw everyone over, know that the sand will just sink to the bottom of the bowl and nobody will actually have to drink it.
At least pretend like you’re making an effort to be an asshole.
(U.S. Navy Photo by Mass Communication Specialist 3rd Class Jacob Andrew Goff)
Milk — to represent… who knows, f*ck it.
There’s rarely any actual reasoning behind adding milk to the bowl. Now, if anyone were to say something along the lines of, “this is for the mothers that are waiting for us,” it’d make a little sense — but I just made that one up on the spot and have never heard it actually uttered at a ball.
It’s typically just tossed in because it’s readily available and someone didn’t want to spend time and effort on screwing everyone else over.
Same goes for putting old socks in it… jerk.
(U.S. Army photo by Staff Sgt. Adelita Mead)
A boot — to represent… hard work?
Come on. This one is just plain unhygienic. It’s rare that someone will spend the effort (or cash) to buy a fresh, never-worn, boot just to plop it in the grog bowl.
Sometimes, justice intervenes and whoever put their boot in the bowl will have to drink from their own footwear. Believe me, when that jerk ends up at sick call the next week, nobody’s shedding a tear.
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.
There’s no doubt that Amish communities in America have a distinctive look. Amish men wear a long, flowing, ZZ-Top-level beard that can make other hirsute pursuits just look pitiful in comparison. While they may not be the only ones sporting long, long whiskers these days, they’re likely the only bearded men you’ll see whose mustache areas are clean shaven — and the U.S. military is the reason why.
Among devoutly Christian Amish men, sporting a beard is like living the Bible. In the days and locales where the stories in the Christian Bible take place, beards were commonplace. When a young Amish boy gets married, he stops shaving his beard area and grows a facial homage to his biblical forebears, letting everyone in the community know this boy is now a man.
But they never stop shaving the mustache area. The Amish, a form of Mennonite, have many traditions and beliefs that separate them, not just from society, but also from other Mennonite and Christian groups. One such core beliefs is the growing of a beard.
Ye shall not round the corners of your heads, neither shalt thou mar the corners of thy beard. – Leviticus 19:27
Another core tenet of Amish beliefs is pacifism and the rejection of military service – and the mustache is just one indicator of military service.
In order to separate themselves physically from those who would engage in military service (while letting the world know they were married, because the Amish don’t exchange wedding rings), they decided to grow beards but shave their lips.
British Army officers in the Crimean War.
It should be noted that the Amish prefer the term “nonresistance” as opposed to pacifism, because they are dedicated to avoiding confrontation in all areas of life, not just in military service.
Mustaches may not be as in vogue as they once were among military service members and regular troops are always clean shaven — almost everywhere in the western world — but still the old Amish tradition of keeping a clean upper lip lives on.
The holiday season can bring out the best…and worst in people. Unfortunately, Jeffrey Gunn, Army and Air Force Exchange Service Loss Prevention Manager for the Kaiserslautern Military Community sees the bad decisions made by some people up close.
More than 20 screens fill a small room where Gunn and his loss prevention employees watch for shoplifters in the AAFES stores across the KMC.
“Just like off-base retailers, we definitely see an increase in shoplifting during the holiday season,” Gunn said. “Our stats bear that out. Besides actually detaining shoplifters, we find more empty packages on the sales floor this time of year.”
Shoplifters made off with ,200 worth of stolen merchandise all of last year, which Gunn attributes to his staff and other loss prevention methods. They detained 59 people for the crimes.
A loss prevention employee at the Army Air Force Exchange Service in the Kaiserslautern, Germany Military Community zooms in for a closer look as he watches for shoplifters during the holiday season.
(Photo by Keith Pannell)
Gunn said people shoplift for various reasons such as lack of funds, on a dare, to impress someone or just for the thrill of it.
“Whatever their reason, it’s a bad choice,” he said. “At the AAFES facilities here in the KMC, most of our shoplifting incidents are family members across the age range.”
Law enforcement turns military members caught shoplifting over to the unit.
“When a person is detained for shoplifting, law enforcement is called. They’re handcuffed and taken to the law enforcement center. A report is filed and they will have a criminal record that usually lasts five years or longer,” according to Rickey Anderson, United States Army Garrison Rheinland-Pfalz Civilian Misconduct Officer.
If an Army civilian or family member, no matter what age, is caught shoplifting, their case will go to Anderson.
“I work closely with AAFES, especially this time of year,” Anderson said. “I get the report from law enforcement and then I’m on the phone with loss prevention to fill in details.”
Gunn and his staff use a combination of decades of experience in loss prevention, cameras with powerful zoom lenses and walking the sales floor to catch shoplifters.
“Whether it’s a parent or a first sergeant or commander of a military member caught shoplifting, they all want to see the recording,” Gunn said. “We have no problem showing them.”
Military members and civilians who shoplift from the Army Air Force Exchange Service are detained by AAFES loss prevention personnel and then handed over to the military police.
(Photo by Mary Davis)
Regardless of the price tag on the stolen item, one thing the sponsor of a shoplifter, or the shoplifter themselves if they’re military, will be hit with is an automatic 0 Civil Recovery fee.
The Civil Recovery Act was included in the National Defense Authorization Act in 2002. It allows AAFES to recover the “costs related to shoplifting, theft detection and theft prevention.”
“If we’re unable to recover the shoplifted item or items and resell them as new, the cost of the items will be added to the Civil Recovery fee,” Gunn said.
Regardless of why people shoplift, it’s an issue Anderson takes seriously.
Under the USAG RP Civilian Misconduct Action Authority Program, and in accordance with Army in Europe Regulation 27-9, those caught shoplifting at AAFES facilities will have their AAFES privileges temporarily suspended for a period of one year (this happens at the time of the offense) or until adjudicated by the CMAA.
“We’re not talking just about the PX,” Anderson said. “We’re talking about every facility with the AAFES name on it including the food court, the movie theater, the shoppettes, everything at every AAFES facility in the world.”
He added the shoplifter will have to get a new temporary ID card with the Exchange privileges removed and will most likely have to do community service.
To help curtail much of the stealing-on-a-dare shoplifting from school-aged children, Anderson and law enforcement personnel go to KMC area schools to talk about the perils of shoplifting.
“Because AAFES money funds many MWR services, people who shoplift are literally taking money away from service members and military families,” Anderson said with finality.
This article originally appeared on United States Army. Follow @USArmy on Twitter.
Richard Rice did two tours in the Vietnam War and went on to have the kind of 30 year career in Special Forces that spanned every major conflict and mission of his generation. And in 2017, he went back to Vietnam for the first time since “Vietnam.”
In this episode, Rich visits the Maison Centrale in Hanoi aka “The Hanoi Hilton.”
I could feel Rich going back in time – planning how his MACV-SOG team could rescue the POW’s trapped behind these walls some 45 years ago.
The approach was beautiful. Wide sidewalks around a lake with a floating ancient temple, past a white tulip garden down a tree-lined street full of Sunday revelers and coffee shops and the excitement of abandon. It felt like Paris.
We turned a corner and then became now deep in our guts and the prison doors were wide open, the scrolled Maison Centrale almost luring us in. We’d been all over Vietnam to date, retracing so many of Rich’s steps of yesteryears and yet here, in this moment, his tension was my tension and we felt trapped. We were just standing there on a sidewalk in front of the Hanoi Hilton beneath the high-rises and the rooftop bars, surrounded by the din of motorbikes and indifference.
There’s nowhere to go, really, if you just want to stand there and feel what it feels like to remember something you wish you could have done, but never did. Five minutes, ten minutes, I can’t remember. But there we stayed. I had a few beers in my ruck and we cracked them open and began another journey back to 2018.
Rich looked around and said, “You know, I’m gonna chalk this up to an impossible mission. I would have happily volunteered to try to get our guys out, but this is impossible.” And he shook his head once and took a deep breath and his consolation prize was seeing it with his own two eyes.
It’s the only time I’ve ever heard him say the word impossible.
We raised a toast to those who had sacrificed so much inside those walls, and beyond.
The doors were still open but we didn’t want to go in, but we didn’t want to leave. We took a few pictures, Rich said he couldn’t believe he was standing in front of the Hanoi Hilton, drinking a beer. “Of all the things I ever thought I’d do in life, I never thought I’d be doing this. This is crazy.”
And then there was a family next to us and their young boy, whose shirt said “If I was a bird, I know who I’d shit on,” and he kept making peace signs and goofy faces, just like my son does back home. How do you not laugh?
The mom said with a big smile, “Are you from America?” Rich said, “Yes ma’am we are. Are you from here?”
“Yes, Hanoi,” she said, pointing to the ground we were standing on.
So many worlds collided in that moment, and all of them were better for it. It was never and will never be the time to forget, but it was time to move on, to close a circle. A couple pictures with our new friends, one final toast to the fallen, and we were on our way.
A few years back, Rich and I had an immediate connection because we both served in Special Forces. But we became friends as we experienced Vietnam together – the kind of friends you can count on one hand how many you’ll have in your whole life, if you’re lucky.
He did two tours in the war and went on to have the kind of 30 year career in Special Forces that spanned every major conflict and mission of his generation. A lot of people would call him a hero, a warrior, an American badass, the list goes on.
But all he ever wanted to do was serve America honorably, and earn the respect of the men to his left and right. And he describes himself as lucky to be alive, and then he smiles and says nobody owes him a damn thing. So if you meet him, just call him Rich.
As states continue to reduce restrictions on cannabis use, more and more military veterans are rejecting opioids and prescription pain medications while experiencing positive results from cannabis products. CBD products are being used over prescription drugs to help treat pain and symptoms of PTSD, as well as for anxiety or sports recovery.
Combat veterans, like world-record base jumper and skydiver Andy Stumpf and Omar “Crispy” Avila, are huge proponents of CBD, specifically the hemp-derived offering available from Kill Cliff, a veteran founded/run organization that makes clean sports beverages.
I had the chance to chat with both guys and find out a little more about their military background and why they turn to CBD, as well as which strands/methods they prefer to utilize.
Andy Stumpf enlisted in the U.S. Navy while he was still in high school, hell bent on becoming a Navy SEAL. While on a combat deployment, he was shot at close-range by an insurgent. Despite the severity of the injury, Stumpf continued his SEAL career by becoming a BUD/S instructor and the first E-6 selection commissioned through the Limited Duty Officer Program in the history of Naval Special Warfare. After commissioning, he joined SEAL Team Three for his final combat tour in Afghanistan. He was medically retired after seventeen years of service and hundreds of combat operations throughout the world.
In 2015 he jumped from 36,000 feet and flew over 18 miles in a wingsuit in an effort to raise one million dollars for the Navy SEAL Foundation.
“In the military, if you went to the medic with any symptoms, whether headache or bodyache, they used to give — and I’m not judging when I say this — a literal sandwich bag of 800mg Motrin, which certainly works for pain suppression but also liver liquidation and stomach upset. I could have asked for narcotics, but my body never responded well to it,” reflected Stumpf.
Now, he uses hemp-derived CBD for pain relief and the ability to sleep. He enjoys the Kill Cliff CBD drink after a two-hour training session to help “round the edges.” The 25mg CBD recovery drink gives him zero neurological suppression which is why he prefers it over something like a sublingual edible or a topical product.
“I’ve tried everything from topicals, salves, pills, and they all have a time and place. What I like about this product is that I can use it to maximize my recovery and health,” he shared.
Omar “Crispy” Avila on active duty before his life-threatening attack.
Omar “Crispy” Avila shipped out to Iraq in 2004 for what would be his first and last deployment. Near the end of his 11 months in country, his convoy was ambushed and his Humvee was struck by an IED that hit the fuel tank and exploded violently, propelling the vehicle into the air and killing one soldier instantly.
Avila climbed into the turret of his Humvee to provide cover fire for his team as flames engulfed the vehicle. He caught fire as grenades and ammunition succumbed to the heat, forcing him to jump from the roof of the burning vehicle. He broke both of his femurs and attempted to extinguish the flames.
He woke up three months later at a VA hospital in Texas. More than 75 percent of his body was covered in third and fourth degree burns and part of his right foot had been amputated.
“I weaned myself off a lot of medications and I find myself waking up every single day with a lot of pain. I’m not saying that this CBD drink is the cure for everything but at least for me, it brings the pain and anxiety down,” Avila stated.
Avila opened up about anxiety (“it creeps up on you like a mother f***er”) and said the Kill Cliff drinks help him at the end of the day or when anxiety builds but he still wants to feel productive.
Launched in June 2019, Kill Cliff CBD is the fastest growing CBD brand in the country. The bioavailability of a CBD beverage is superior to other forms of CBD. It is nano-encapsulated and easily dissolved in the stomach before going straight into the bloodstream. Kill Cliff offers three flavors: The G.O.A.T., Orange Kush and Mango Tango.
For what it’s worth, I had the chance to try out the (very delicious) Mango Tango and it launched me into a calm state of concentration. Their promise that it “won’t alter your routine” held up remarkably well.
Anyone curious about trying it out for themselves can find the CBD products and other Kill Cliff clean energy drinks online and take comfort in knowing that the company was founded and is run by former Navy SEALs as a sustainable way to give back to the special warfare community through the Navy SEAL Foundation. Since 2015, Kill Cliff has donated over id=”listicle-2645859348″ million to military charities.
With heavily tattooed arms, a motorcycle vest, red bandana, and long goatee, Jay Dobyns fit the stereotype for the kind of person who would hang around the street-hardened bikers of the Hells Angels Skull Valley Charter. He would peddle T-shirts for the one-percenter motorcycle club, run errands at ungodly hours, and eventually break bread with individuals who wouldn’t think twice about taking a baseball bat to someone’s head.
Two years in, and the Hells Angels had no idea that Dobyns, who was close to getting his patch, was an undercover agent for the Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF). The patch is sacrosanct to the Hells Angels. After a shootout between the Hells Angels and the Mongols, a rival biker gang, “We found Mongols cuts in vents, stuffed in trash cans, and some were floating down the Colorado River,” Dobyns said. “As far as the Hells Angels and their patches, we didn’t find a single one. The Hells Angels don’t take off their patches for anyone.”
Becoming a patched member of the gang is no easy task — and Dobyns had already done a lot more than simply run errands for them in his attempt to be welcomed into the gang.
Dobyns undercover with the Hells Angels.
(Photo courtesy of Jay Dobyns)
At times, he even had to participate in assaults, getting a taste of the vicious world in which the Hells Angels reside.
“My reaction was to fight my way to the victim and take control of the victim, throw my punches, both maintain my cover and protect my persona, and protect the victim from any life-threatening battle damage,” Dobyns said. “It’s one of the elements of tradecraft.”
For the Hells Angels, it was hardly enough.
In 2002, the rift between the Hells Angels and their legendary rivals, the Mongols, hit a boiling point. The two gangs were involved in a big-time gunfight at the Harrah Casino Hotel in Laughlin, Nevada. It was the event that led to Dobyns going undercover.
Dobyns wanted to get a good idea of where the Hells Angels stood against the Mongols, especially with what had happened in Laughlin. “I asked the president of the Skull Valley Charter what I should do if I come across a Mongol,” Dobyns said. “And he said to me, ‘It’s your job to kill him.'”
As time passed, Dobyns sat on the incriminating information from the charter president, continuing to gain more trust with the gang members, all while a series of homicides happened in his wake. One of the murders was particularly brutal. The Hells Angels beat a woman to death in their clubhouse, wrapped her body in a piece of carpet, and cut her head off in the desert.
It was a pivotal moment in the investigation. Dobyns decided it was time for the Hells Angels to see how far he was willing to go to show his devotion and loyalty. If it worked, he was in. If it didn’t, he was dead.
“We took a living, breathing member of our task force, got a Mongols cut, dressed him up in the vest, and brought in a homicide detective to create a crime scene,” Dobyns said. “We used makeup, animal parts, animal blood, and dug a shallow grave. Then we duct taped his hands and feet and threw him in the grave.”
The elaborate ruse needed to be properly documented in order to convince the Hells Angels leadership that it was real.
The fake homicide Dobyns used to get patched into the Hells Angels.
(Photo courtesy of Jay Dobyns)
“I asked the homicide detective to make it look like the victim had been beaten with a baseball bat and shot in the head,” Dobyns said. “Almost Hollywood-style. We photographed it. We took pictures of the crime scene, and we took the bloody mongol vest back to the Hells Angels leadership.”
Dobyns showed the vest to the charter president, the vice president, the sergeant-at-arms and one another member of the gang. “They were either going to believe me, or I was going to get a baseball bat to the back of the head or razor wire to the throat,” he said.
Fortunately, the president didn’t have any plans to dispose of Dobyns. In fact, quite the opposite: They hugged him, kissed him, and welcomed him into the gang.
Convinced that Dobyns had just savagely murdered a Mongol, the gang wanted to immediately get rid of the fabricated proof. “We went out to the desert and burned all the evidence along with the Mongol cut. They helped destroy the evidence of the murder we exposed them to in order to cover up the crime.”
Dobyns now had his patch, but his time in the Hells Angels was coming to an end.
The investigation, code named “Operation Black Biscuit,” concluded with ATF executives citing that it was too dangerous to continue — even though Dobyns argued that they should let him stay and work the case. Regardless, he remains the first law enforcement officer to successfully infiltrate the cold and callous world of the Hells Angels.
Remember back when they first announced that the 1st Security Forces Assistance Brigade would be a thing and everyone lost their collective sh*ts because they’re conventional troops that wear berets like special operations, rock a unit patch that looks like special operations, and even share their first two initials (SF) with special forces?
Yeah. Well, they’re currently deployed doing grunt things with the Green Berets while your ass is setting up a Powerpoint presentation on how to teach drill and ceremony.
Funny how that works out, huh? Anyways, have some memes before you get too butthurt.