The Midshipmen-turned-video-content-producers (who also happen to be Navy officers) just churned out the next iteration of their “Go Navy Beat Army” saga. From the minds who brought you classics, like We Give A Shipand Helm Yeah, comes their newest production: SPACE FORCE.
Naval Officer Rylan Tuohy graduated from the U.S. Naval Academy at Annapolis in 2016. In his time as a Mid, he produced a couple of Navy’s most appreciated Army-Navy Game traditions, the Navy spirit video. In the past, he’s had special guests like Sen. John McCain, Adm. John Richardson, Roger Staubach, and even the U.S. Navy Blue Angels appear in his annual troll on the U.S. Military Academy.
This year he’s featuring the U.S. Space Force.
The video starts as a kind of recruiting video for the newly-christened U.S. Space Force, but takes a dramatic turn in order to take a shot at the Army. We watch as a Space Force pilot wakes up from the “bad dream” of reenlisting in the Army.
Not to be outdone, Army’s own efforts at video-based smacktalk have increased dramatically over the years. Their response to Tuohy’s 2016 “We Give A Ship” video was their own wordplay-laden video, “We Don’t Give A Ship, We Give A Truck.” Even better was its response to Tuohy and Navy’s 2017 “Helm Yeah” video, a highly-produced, 10-minute short film on West Point’s Facebook Page, called “Lead From The Front.”
Filmed in 4K, the video featured then-Commandant of the U.S. Military Academy Lt. Gen. Robert Caslen, and trolled all of Navy’s athletics, their uniforms, cadets, and their fanbase. It also talked smack about the Midshipmen’s own smack-talk videos.
Lead From the Front will probably go down as the premiere video about how the Black Knights might kidnap Navy’s mascot using the full power of the U.S. Army. It was produced by then-cadet Austin Lachance (who is now an officer) and was complete with special effects, helicopters, and a soundtrack produced by the West Point Band.
There’s no word yet on how Army might respond to this year’s Space Force jab.
When fighter jets are scrambled to intercept enemy or unidentified planes, they have a range of options, from immediate lethal fires to trying to contact the rogue plane via radio, depending on the situation. One of the options is to use their plane to conduct the “headbutt” of the other plane.
The maneuver is sweet, but not nearly as metal as it sounds.
A U.S. Navy F/A-18E Super Hornet, like the ones that headbutted and then attacked and destroyed Syrian ground attack aircraft in June, 2017.
(U.S. Navy Mass Communication Specialist 3rd Class William Rosencrans)
There are a number of maneuvers which have been described under the umbrella of the term, “headbutt,” but none of them include physical contact between the two planes.
Last year, the ‘headbutt’ maneuver got press coverage after F-18Es intercepted hostile ground attack jets over Syria in June. There, the U.S. fighters conducted one of the most aggressive forms of the maneuver. Two American jets flew close to one another, with one trailing behind. The jets’ wakes combine and become even stronger, and the two jets fly in front of the targeted jet in order to destabilize it with the violent wake. They also dropped flares.
Basically, the two American jets use the “winds” from their own passage to rock the targeted jet. When that failed to dissuade the Syrian Su-22 from bombing U.S. backed forces, the F/A-18E shot down the Syrian jet.
(AirWolfHound, CC BY-SA 2.0)
Another version of the headbutt, usually seen when the Air Force is trying to get the attention of a friendly or civilian aircraft, has the headbutting jet fly well underneath the target aircraft, then fly up nearly vertical about 500 feet ahead of the friendly plane’s nose, nearly guaranteeing that the pilot will see the U.S. fighter without forcing the pilot to fly though a violent or dangerous wake.
This is only done if ground controllers and the fighter pilots have been unable to establish radio communications with the aircraft, and the aircraft is flying into restricted airspace.
A third version of the maneuver is very similar to the first, but has only one jet flying ahead of the targeted aircraft. This has two advantages. First, less wake is created, meaning that the targeted aircraft is less likely to encounter trouble in flight as a result of the maneuver. Second, it allows the wingman of the headbutting aircraft to loiter either hidden or in a good attack position, ready to move in for a kill if necessary.
This version of the maneuver is often accompanied by the release of flares in order to drive home the point that the U.S. jet is trying to communicate with the targeted aircraft.
While these maneuvers have certainly existed for a long time, the American emphasis on them has grown since the attacks of September 11, 2001. Suddenly, an Air Force that had always been aimed at foreign enemies had to be prepared to assess threats in the domestic airspace much more often.
Like all U.S. military forces, especially when operating with and near civilians, the U.S. pilots wanted a clear escalation of force procedure with ways to assess whether a civilian aircraft was a threat before they were forced to shoot it down.
F-16s like this one can fly well over the speed of sound, but have to be prepared to slow down enough to communicate with civilian planes visually, whether its by headbutting them, rocking their wings, or flashing their lights.
(U.S. Air Force Senior Airman Kathryn R. C. Reaves)
This required the pilots to develop new skills, like additional levels of warning an aircraft that it was entering restricted airspace. It also led to pilots of fighter jets that could break the sound barrier suddenly being worried about how they could slow down enough to read a Cessna’s tail number.
If that doesn’t sound challenging, realize that many of the single-engine planes flying around U.S. skies are considered fast if they can clear 175 knots, roughly equal to 200 mph. Meanwhile, F-16s can fly 1,600 mph. If a fighter is checking on a slow-moving, single-engine plane, they may need to fly (at least) 100 mph faster than their target simply to prevent a stall.
Now imagine trying to get a phone number off of a yard sign while your friend is driving 100 mph.
But if they can’t get into radio contact with a plane and can’t properly identify it from its tail number, they still need options to get its attention without shooting it down. Headbutting, making radio contact, flashing their landing lights, and dropping flares are among such techniques, but they’re not the only ones. In fact, in at least one tense situation over restricted airspace, a Coast Guard helicopter flew ahead of a civilian plane with a whiteboard telling it to change to a specific radio frequency.
Thanks to all these efforts, the U.S. Air Force has never had to shoot down a civilian plane, and they’ve gained experience using a valuable tool for deterring enemy planes near U.S. forces abroad. But, like the events in June 2017 demonstrated, the “headbutt” won’t always scare the enemy away — and American pilots still might have to get their hands dirty.
As government and health officials scramble to contain the spread of COVID-19, also known as the novel coronavirus, events around the country are being shut down or modified. Officials, after seeing the spike in cases (and fatalities) in Italy and the subsequent shutdown, are now implementing the same measures to major events in the U.S., whether it be canceling, postponing or barring fans.
This is major news in that sports, entertainment and travel are very important keys to the national economy. The loss of revenue to the teams, leagues, television partners and corporate partners will be big but there are many others too that will have a rough couple of months.
Hotels, airlines, arena workers, concession workers, arena security , front office employees, merchandise vendors, food and beverage companies, Uber and Lyft drivers and local establishments all canceled events….The list goes on.
We Are The Mighty will continue to update this list, but here are major national (and some international for fans) events that so far have been affected by the coronavirus.
A full list of all sports events that have been canceled can be found here. This list is mostly international but gives an idea of the scope of event cancellations.
A coronavirus conference in New York was canceled because of the coronavirus.
MLB operations suspended indefinitely
NHL season suspended
NBA season suspended
MLS season suspended
NCAA Tournament canceled
NCAA Women’s Tournament canceled
Big Ten Tournament
Pac 12 Tournament
Big 12 Tournament
Conference USA Tournament
American Conference Tournament
UEFA Champions League (Tuesday matches postponed)
Serie A (Italian soccer)
La Liga (Spanish soccer)
Formula 1 has had the McLaren team withdraw from the Australian Grand Prix this week. Next week the Bahrain Grand Prix is due to be raced with no fans.
U.S. Women’s and Men’s friendly matches canceled
Coachella postponed until October
Stagecoach postponed until October
E3 video game concert
Pearl Jam tour postponed
Adam Sandler tour postponed
Indian Wells 2020
Universities have been either moving classes online, telling students to move out of dormitories and postponing spring classes and canceling classes outright in some instances.
Samuel J. Seymour was away from his home for the first time at just five years old. He was with his father on a business trip to Washington, D.C., a city filled to the brim with soldiers and other men with guns. He was nervous and scared at the sight of so many firearms. To put him at ease, his nurse decided to take him to a play, and President Lincoln himself would be there.
It was an event he would never forget, as he recounted it to a TV audience and celebrity contestants Bill Cullen, Jayne Meadows, Henry Morgan, and Lucille Ball some 90-plus years later.
“It wasn’t a pleasant thing,” Seymour told Meadows when describing his night at Ford’s Theater on a 1956 episode of I’ve Got A Secret. “I was scared to death.”
When Lincoln arrived, he smiled and greeted the crowd from a flag-draped booth in the balcony. The President’s smile and the mood of the theater relaxed the young boy. Until a shot rang out. Strangely, the five-year-old Seymour was very concerned about the man who appeared to have fallen from the balcony of the theater in the middle of the performance. He had no idea someone had been shot, let alone that it was President Lincoln.
“Pandemonium” then swept through the theater, Seymour recalled, as his nurse hurried the boy out of the theater. He heard calls of “Lincoln’s shot! The President is dead!”
Seymour died two months after his TV appearance.
The man, of course, was Lincoln’s assassin, John Wilkes Booth. Booth waited until the play’s funniest line when the shot would be masked by the sound of laughter. Booth calmly walked into the President’s booth, barred the door, and fired a single shot into the President, who was laughing at the line. Union Army Maj. Henry Rathbone, who accompanied Lincoln that night with their wives, fought Booth for his single-shot derringer and was stabbed for his effort. His constant wrangling with Booth caused the assassin’s boot spur to get tangled in the flag as he jumped from the President’s box. This is why Booth landed awkwardly on his leg.
Many in the crowd were confused. Not everyone heard the shot, and many thought it was still part of the play. Little Samuel Seymour didn’t understand it either.
“I saw Lincoln slumped forward in his seat,” the old man said. “That night I was shot 50 times, at least, in my dreams – and I sometimes relive the horror of Lincoln’s assassination, dozing in my rocker as an old codger like me is bound to do.”
RICHMOND, Va. — Every time he straps on the leather band of his watch in the morning, Phillip Brashear remembers his father.
“My dad’s famous saying is, ‘It’s not a sin to get knocked down. It’s a sin to stay down,'” Brashear said.
Those words are engraved on the back of a Swiss limited-edition wristwatch, surrounding the iconic image of a Mark V diver suit helmet. The watch was manufactured in honor of Carl Brashear, the first African-American master diver in U.S. Navy’s history who lost his leg during a tragic accident on a mission off the coast of Spain in 1966.
Two airplanes had collided, dropping a payload that included three nuclear warheads. One of them fell into the Atlantic Ocean. Carl Brashear was called to dive and recover the bomb, but during the mission a towline was pulled so tight that it ripped off a pole, dragging it across the deck with so much tension that it cut the bottom part of his leg, nearly ripping it off. Back in the United States, doctors decided to amputate the leg below the knee.
“My father is an American legend,” said Brashear. “He was the first amputee to return to active-duty service in one of the most challenging jobs in the Navy.”
His life story was depicted in the Hollywood movie “Men of Honor” which starred Cuba Gooding Jr. and Robert De Niro.
“My father overcame five barriers in his lifetime. He overcame racism. My father overcame poverty, being a poor sharecropper’s son. He overcame illiteracy. He lost the bottom part of his leg and was physically disabled. … He overcame his alcoholism, and in 1979 retired with honors,” Brashear said.
Today, Phillip Brashear is the command chief warrant officer for the 80th Training Command, which is responsible for military courses that train thousands of Army Reserve Soldiers around the country.
Brashear thanks service members like his father and the Tuskegee Airmen for the opportunities that men and women of every skin color and background have today.
“He opened the door for many others to come behind him,” he said.
Brashear has more than 38 years of military service, starting in the U.S. Navy Reserve, then the U.S. Army National Guard and now with the U.S. Army Reserve. He spent most of that time flying helicopters.
“I used to tease my dad all the time. … I scored higher than you on the ASVAB test,” he said, referring to the aptitude test used to assign military jobs. “I get to be a helicopter pilot. I go up, not down. My daddy said, ‘Aw, get the heck out of my face. … Remember son, there’s always divers looking for pilots. There’s never pilots looking for divers.”
That banter between father and son came close to becoming a dark premonition for Phillip in 2006 while deployed to Iraq. A flash flood washed away part of a convoy, and Brashear was involved in recovering the bodies.
“That’s one of the hardest things I’ve ever done in my life was to get out of that helicopter in a combat operation to retrieve dead Americans, bring them back to safety so their families could have closure,” he said.
Though the bodies were not Navy divers in the middle of the ocean, Brashear recovered Marines whose lives were taken by water.
The rest of his Iraq tour offered no relief. He was with the Virginia Army National Guard at the time, responsible for flying personnel and material across Iraqi deserts under constant gunfire and the threat of improvised explosive attacks. Even at night, he could see the barrage of tracer rounds piercing the sky like lasers.
“I remember the heat. Constant heat. Like a blow dryer in your face. I remember the constant thirst. The constant fear from getting in that helicopter in a combat zone,” Brashear said.
Then one day, he came home from deployment on a Red Cross message. His father was ill. However, Brasher didn’t think it was severe, and during his visit home, Phillip believed his father would recover. He thought his dad was invincible. This was the man who had endured a year of recovery wearing a 300-pound suit after losing a leg to become a master diver. As a master chief petty officer later in his career, Sailors scurried out of the way whenever this legend walked onto a ship.
“He’s gonna be fine,” the son thought, so he walked into his father’s hospital room complaining about Iraq.
“I’m like, Dad, man. I’m getting shot at. The food’s bad. It sucks over there. It’s hot,” he recalled.
“Son, what are you complaining about?” his father asked.
The calm in the old man’s voice took him by surprise. Something in his father’s presence caused the younger Brashear to pause.
“He was on his deathbed. He would have traded places with me in a heartbeat … to go fly helicopters in harm’s way, but I wouldn’t have traded places with him,” Brashear said.
“A few days after, he died in my arms. … His body just gave up. He’d been through so much. He just couldn’t suffer any more. So he – he left us,” he said.
After his deployment, Brashear decided to retire from the Army, but while going through his father’s belongings, he remembered his father’s fighting words.
“It’s not a sin to get knocked down. …”
He returned to service in the U.S. Army Reserve, which he said offered him opportunities even the National Guard couldn’t have given him, including the command-level position he holds now. He continued to fly helicopters for about a decade. Over the course of his career, he’s flown the UH-1 “Huey” – recognized as the Vietnam-era helicopter – the UH-60 Black Hawk and two different models of the CH-47 Chinook.
Then, in 2014, Brashear faced adversity of his own. During his annual flight physical, he was diagnosed with atrial fibrillation, a heart arrhythmia that took him off flight status.
“It’s the worst feeling in the world to be denied your job because of something medical. That’s like someone taking away your livelihood. So, just like my dad, I said, ‘I’m not going to let this stop me. I’m going to get back up and get my job back,'” Brashear said.
He received a procedure known as cardioversion, a medical treatment that restores normal heart rhythm through electric shocks. As it turns out, his heart doctor, Michael Spooner, also treated Brashear’s father in the last 10 years of his life. The A-Fib kept Brashear off flight status for a year, but he continued his recovery until he passed his physical and returned to flying.
Now, Brashear is among the few dozen command chiefs in the U.S. Army Reserve. He serves as the top technical expert for his command and invests his time mentoring warrant officers and Soldiers wherever he goes.
With all four of his children grown, Brashear lives with his wife, Sandra, outside Richmond, Virginia. They have three daughters – Tia, Megan, Melanie – and a son, Tyler, who is an ROTC cadet studying biology at North Carolina AT University.
“It’s just a great legacy to have my father, who in the Navy was a great legend. Then myself a combat veteran in the Army. And now my son, who is going to be following our footsteps with leadership and service to our country,” he said.
This article originally appeared on DVIDS. Follow @DVIDShub on Twitter.
Most people hate meetings –especially with large groups.
Sure, meetings are a great opportunity to get business done in the military, but many of the meetings I have attended and personally ran were squandered opportunities. I hate thinking about the hours of productivity lost sitting in meetings. Sometimes this was because of how they were structured; at other times, the people who called the meeting had no idea what they wanted to get out of it in the first place.
In my experience, most meetings fail because many of the participants don’t come to the meeting prepared, fail to read the room and end up sucking the productivity out of the room before any real work can get done. Yes. I’m pointing fingers, but one of them is pointing toward a mirror.
For me, meetings have been trial and error experiences, and it took me about 16 years before I came to the realization that I’ve been part of the problem. Below are three lessons I’ve learned over the years:
1. Don’t shoot from the hip and have your top lines ready.
I’ve gone to way too many meetings unprepared, not sure of what I wanted to contribute prior to walking into the room. I don’t recommend ever bringing a script, but definitely figure out your topline message ahead of time. Your topline message is the idea that you want the boss or other people in the room to take with them when they walk away from the table. Once you figure this out, write down 3-4 key points that support your message and talk through them.
Even if you have your topline ready and your supporting points in hand, step back and ask, “So what?” If we identify a threat, what are we doing about it? If we identify a risk, how are we mitigating it? By asking, “so what” we not only ensure what we’re communicating is relevant to the listener, and not wasting our time or theirs, but we also ensure that we’re not presenting problems without solutions to our leaders.
2. Don’t go too deep.
I might know 1000 details on the topic I’m briefing in a meeting, but you have to ask yourself: Is it helpful? Maybe not. Therefore, it helps to know what is “above the line” or “below the line” in communication. Above the line is all the information the leader needs to know to make a decision or form a judgment about a topic. Below the line are all the details that aren’t necessary. These two characterizations change as you rise in the organization.
What’s above the line for a battalion commander is (hopefully) different than what’s above the line for a division commander. I’ve lost the attention of many leaders by mixing the two and going into too much detail in meetings, wasting minutes and confusing my messages.
I can’t tell you how many times I failed to pay attention and either covered an issue that was already addressed or tried to push through with my prepared briefing even though I knew time was running out (because the major talking ahead of me wasn’t prepared and went into excruciating detail on his topic).
Nothing will take the energy out of a meeting faster than when someone fails to read the room. Even when I’ve sat there with my notecards and top lines ready to go, I’ve learned that I need to continue to edit based on the atmospherics in the room. Is the boss fidgeting in his chair? Did someone bring up a topic that dampened the mood of everyone else, therefore your good idea will fall on deaf ears? These are a few areas that we need to read when in meetings and adjust accordingly. Maybe my three-minute briefing can be shortened to one minute for the sake of everyone’s sanity.
One last thing. Don’t ever walk away from a meeting without understanding the due-outs and the next steps on the topics discussed. If you do, then the meeting was a waste. If there’s time at the end or before everyone leaves, do a quick check and make sure you heard and understood your obligations.
Meetings don’t have to be wasted time. We all have a responsibility to play a part. We need to come prepared, maybe even rehearse, so we aren’t reading a piece of paper. We need to understand what’s important to the people in the room and not show off our brilliance on a topic. And finally, we need to actually pay attention, read the room and adjust our contribution to the meeting as needed. I will probably never utter the words, “I can’t wait for this meeting,” but at least I can play my part not to make it a wasted opportunity.
The Trump administration has decided not to send the aircraft carrier USS Harry S. Truman into retirement two decades early, Vice President Mike Pence announced from the carrier’s decks April 30, 2019.
“We are keeping the best carrier in the world in the fight. We are not retiring the Truman,” Pence said, The Virginia-Pilot reported. “The USS Harry S. Truman is going to be giving ’em hell for many more years to come,” the vice president added.
President Trump asked Pence to deliver the message, he revealed.
The Navy announced in its FY 2020 budget proposal that it had decided to mothball the Truman rather than go through with its planned mid-life refueling. The move was intended to free up funds for the purchase of new systems to give the US Navy an edge against rivals China and Russia, technologies such as artificial intelligence, unmanned systems, and directed-energy weapons, among other things.
Vice President Mike Pence speaks to Sailors during an all-hands call in the hangar bay aboard the Nimitz-class aircraft carrier USS Harry S. Truman.
“Great power competition has reemerged as the central challenge to US security and prosperity, demanding prioritization and hard strategic choices,” the US Navy had explained.
US military leaders, including Acting Secretary of Defense Patrick Shanahan, have defended the move before skeptical lawmakers in recent weeks. Chief of Naval Operations Adm. John Richardson spoke in favor of the Navy’s decision April 29, 2019.
“The most mortal sin we can have right now is to stay stable or stagnant,” he said at a security forum in Washington, DC. “We’re trying to move, and that is exactly the decision dynamic with respect to what’s more relevant for the future. Is it going to be the Harry S. Truman and its air wing where there’s a lot of innovation taking place, or is it something else?”
But the Trump administration took a different view after overruled its military leaders.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
It’s no secret the military is full of soup. Even an FNG could tell you that. There are even more specific alphabet soup acronyms within each branch: the Air Force has OTP, and the Marines have OSM (semi-respectively).
Here’s a couple of acronyms we made up that aren’t in use, but should be.
“Sergeant ran out of real tasks.”
This acronym is used to explain why you are: measuring the length of floor tiles, power washing a lawn chair, or cleaning an actual pile of garbage with Windex. We don’t ask why. We know.
Example: I know we’re outside in the desert, but S.R.O.O.R.T. so now we all have to sweep the dirt.
Images From The Korengal Outpost – The Far Side.
“Only dipping tobacco while on deployment.”
This acronym is the lie you tell yourself while on deployment. It soon warps into the closely related acronym “O.D.T.B.O.D.” which is “Only dipping tobacco because of deployment.”
Example: Yeah, I never used to chew Cope, but I’m O.D.T.W.O.D.
“Good piece of gear.”
This acronym is used to describe a fully functional piece of gear in the military.
Example: *N/A, no plausible use*
“Dinner” aboard the USS Green Bay.
(Sgt. Branden Colston/ USMC)
“Why did I even grab a fork?”
This acronym is used to describe the fine delicatessen cuisine service members enjoy on a ship. It’s food so sparse, so understated, so daringly simple, it begs the question: why did I even grab a fork?”
Example: Welcome aboard, today we will be serving delectable items from the W.D.I.E.G.A.F. cuisine: our first course is a handful of hard white rice, followed by two triangles of cardboard garlic bread, accented with a chalice of warm water. Served sea side. Bon Appetit.
“Not old enough for beer, only for armed combat.”
This is a much needed acronym for the millions of 18-to 21-year-olds in our military who cannot legally buy beer but can legally be trusted with billions of dollars of equipment and the lives of men who are old enough to buy beer. Granted, this one doesn’t really roll off the tongue—but neither does explaining the ancient logic behind this law.
Example: I’ll take an automatic rifle, a crate of C-4 explosives, and a Shirley Temple to drink, sorry I’m N.O.E.F.B.O.F.A.C.
“You make comm awful.”
This is for anybody who never shuts the hell up over comm. They add useless information, make bad jokes, clog up the line, and all kinds of other annoying things.
Example: You don’t have to mouth breath for 3 seconds before saying what you need to say. Y.M.C.A. Over.
“Boy, our operation’s boring, Sgt.”
Sometimes you have said all you need to say. You’ve been in a foreign place with the same 6 dudes for months. You can only talk about how bad the Cleveland Browns are, or what kind of food you wish you could eat, for so long… Sometimes, when you’ve been away for months and don’t have anything to talk about, you just talk about B.O.O.B.S.
In October 1983 the Caribbean nation of Grenada experienced a series of bloody coups over the course of a week, threatening U.S. interests as well as U.S. citizens on the island. In a controversial move, President Reagan decided to launch Operation Urgent Fury, an invasion of the island nation (and the first real-world test of the all-volunteer force in combat).
The Grenadian forces were bolstered by Communist troops from the Soviet Union, North Korea, Cuba, and Bulgaria. The U.S. rapid deployment force was more or less an all-star team of the 1st and 2nd Ranger Battalions, the 82nd Airborne, U.S. Marines, Delta Force, and Navy SEALs. Despite the strength of the invasion force, planning, intelligence, communication and coordination issues plagued their interoperability (and led to Congress reorganizing the entire Department of Defense). Army helicopters couldn’t refuel on Navy ships. There was zero intelligence information coming from the CIA. Army Rangers were landed on the island in the middle of the day.
The list of Urgent Fury mistakes is a long one, but one snafu was so huge it became legend. The basic story is that a unit on the island was pinned down by Communist forces. Interoperability and communications were so bad, they were unable to call for support from anywhere. A member of the unit pulled out his credit card and made a long-distance call by commercial phone lines to their home base, which patched it through to the Urgent Fury command, who passed the order down to the requested support.
The devil is in the details. The Navy SEALs Museum says the caller was from a group of Navy SEALs in the governor’s mansion. He called Fort Bragg for support from an AC-130 gunship overhead. The gunship’s support allowed the SEALs to stay in position until relieved by a force of Recon Marines the next day. Some on the ground with the SEALs in Grenada said it was for naval fire support from nearby ships.
The story is recounted in Mark Adkins’ Urgent Fury: the Battle for Grenada. Another report says it was a U.S. Army “trooper” (presumably meaning “paratrooper”) who called his wife to request air support from the Navy. Screenwriter and Vietnam veteran James Carabatsos incorporated the event into his script for “Heartbreak Ridge” after reading about an account from members of the 82nd Airborne. In that version, paratroopers used a payphone and calling card to call Fort Bragg to request fire support.
“An army officer who had needed artillery support… could look out to sea and see naval vessels on the horizon, but he had no way to talk to them. So he used his personal credit card in a payphone, placed a call to Fort Bragg, asked Bragg to contact the Pentagon, had the Pentagon contact the Navy, who in turn told the commander off the coast to get this poor guy some artillery support. Clearly a new system was needed.”
The story has a happy ending from an American POV. These days, the U.S. invasion is remembered by the Grenadian people as an overwhelmingly good thing, as bloody Communist revolutions ended with the elections following the invasion. Grenada marks the anniversary of the U.S. intervention with a national holiday, its own Thanksgiving Day.
I’ve always wondered how Independence Day came to be known colloquially as “the 4th of July.” No other holiday is ever referred to by the date on which it falls. Despite the ongoing War on Christmas, you never hear anyone saying, “Happy 25th of December!”
Or “Happy Last Thursday In November!”
It’s just weird.
What’s not weird is getting sick of tea and opting to drink coffee to kickstart the whole “experiment in democracy” thing, then celebrating it every July 4th with copious amounts of beer, burgers, and explosives.
If you still have your thumbs, give two of them up to these dank memes. Happy 6th of July!
But it’s gonna be WAY harder this time around, guys.
Whether you’re an avid leave-at-three-in-the-morning-and-stand-outside-Walmart-for-hours kind of shopper or more of the hell-no-I’m-not-leaving-my-couch kind, save your money on Black Friday and spend it all the next day: Small Business Saturday. Specifically, spend your money with these 6 veteran-owned businesses for everyone on your holiday shopping list:
Blue Angel not only has awesome coffee, but their merch is some of the best around. Who doesn’t need a mug that says “Coffee because crack is bad for you,” or “Death before decaf,” among other hilarious quips?
We know you love ‘Merica more than anyone and most of the people in your life do too. Nothing says pride like hanging The Lower 48 in Alder on your wall for all to see. Beautifully handmade by Dark Horse Wood, this gorgeous craftsmanship is a gift that will keep on giving.
Rumi Spice Blend Gift Box
For the cook:
The best kind of presents are ones that you can feel good about gifting. Rumi Spice was founded by veterans to connect Afghan farmers with the global food market to lay down a foundation for peace, one flower at a time. “Spice for good” sounds like something we can get behind—and that we can use as stocking stuffers. With Afghan saffron, wild black cumin and spice blends, the artisan chef in your family will appreciate not just the spices, but the meaning behind them as well.
Have that buddy you love to make fun of? Buy him this t-shirt from Military Muscle that has a box of crayons on it labeled USMC MRE (you’re welcome). Plus, you can feel good about it. For every t-shirt purchased, Military Muscle donates one to either someone deployed or a homeless vet.
If you’re looking for a smooth, tasty bourbon, look no further than Leadslingers to make your holiday spirits bright. With a light bourbon flavor born from its single barrel aging process, it’s double distilled and handcrafted in Moore, Oklahoma. It’s got top shelf flavor without the hefty price tag. It “melds sophistication and down home flavors, delivering hints of oak, toffee and vanilla; it’s sure to satisfy even the most distinguishing taster.”
Some might scoff at the idea of a Confederate Army officer being counted in U.S. military history, but Sally Tompkins is one worth noting. Not only was she a commissioned female officer in a world of men, Capt. Sally Tompkins’ hospital had the lowest death rate of any hospital on either side of the war.
The Confederate Army was staffed and run by officers who had earned their ranks through the same means as U.S. government Army officers, the United States Military Academy at West Point. Their judgment can be said to be markedly similar – and in some cases much better – than their Union Army counterparts. After all, the North suffered a series of stunning defeats at the hands of these generals early on in the war.
So to say that Sally Tompkins was appointed by officers whose judgment would probably have been accepted in the United States Army is a point worth making. She first came to run a hospital out of the home of Richmond, Va. Judge John Robertson while just 27 years old. Soon after, Confederate President Jefferson Davis mandated that all Confederate military hospitals be run by Confederate military officers. Miss Tompkins was suddenly Capt. Tompkins, CSA.
But Tompkins was the only officer that would refuse to be paid for her work.
The Robertson Hospital, Richmond, Virginia, ca. 1861.
She was the daughter of a Revolutionary War veteran and thus appreciated the sacrifices made by men on the battlefields. As a native Virginian, she swore loyalty to her native state, and when the time came for her to help the cause, she picked up the slack where she could. That time just happened to come right after the First Battle of Bull Run, near Manassas, Va. Richmond was quickly overloaded with dying and wounded soldiers. Civilians were asked to open their homes to those men, and that’s how she started overseeing the Robertson home.
Throughout the war, Capt. Tompkins and her hospital served some 1,300 wounded troops, losing only 73 of them. Tompkins kept a register of each patient’s name, company, commanding officer, regiment, infliction, and discharge information for everyone at the hospital throughout the war. Tompkins’ mortality rate was the lowest on either side of the war, losing only 73 of those 1,300 – just five percent.
For this achievement, she became known as “The Angel of the Confederacy.”
The Air ForceWC-130H aircraft veered to the left on the runway, almost rolling into the grass before the crew was able to get it airborne.
The pilot quickly made the decision to return to the Georgia airfield they had just departed. The pilot directed the shutdown of engine one, operating on the remaining three.
“Coming back,” the pilot repeated five times over the next 30 seconds.
Investigators said that within those few seconds the pilot improperly applied nine more degrees with the left rudder, “which resulted in a subsequent skid below three-engine minimum controllable airspeed, a left-wing stall, and the [mishap aircraft’s] departure from controlled flight.”
No other “meaningful direction” was given to the crew other than an order to “brace” just before impact.
The plane was airborne for two minutes overall before it crashed down into Georgia State Highway 21 roughly 1.5 miles northeast of the Savannah/Hilton Head International Airport, killing all aboard.
A newly released mishap report determined that the WC-130 crash that claimed the lives of nine members of the Puerto Rico Air National Guard in 2018 was largely due to pilot error. But troubling engine and maintenance issues documented in the aging aircraft raise more questions about the cause of the catastrophic May 2, 2018 mishap.
C-130J Hercules and WC-130J Hercules fly in formation during an Operation Surge Capacity exercise April, 5, 2014, over the Mississippi Gulf Coast region.
(U.S. Air Force photo by Senior Airman Nicholas Monteleone)
The WC-130, which belonged to the 156th Airlift Wing, Muñiz Air National Guard Base, Puerto Rico, had recurring issues with its first engine, according to the Aircraft Accident Investigation
Board Report released Nov. 9, 2018. The issues were documented a month before the aircraft’s final flight, as well as the day of the deadly crash.
The crew should have more closely followed emergency procedure and called for immediate action after discovering one of the aircraft’s engines was malfunctioning, Millard said. Instead, the malfunction led to loss of control of the plane, causing it to crash, the report found.
Experts who spoke with Military.com, however, pointed out that lapses in maintenance deeply disadvantaged the crew even before the aircraft left the runway. The plane, which had been in service more than 50 years, was on its final journey to the “boneyard” at Davis-Monthan Air Force Base, Arizona when it went down.
“The engine malfunction is most definitely large factor and I would say the catalyst for the events that unfolded,” said an Air Force instructor pilot who flies a mobility aircraft and agreed to speak to Military.com on background about the report’s findings. “It appears the [report] narrowed in on a particular piece of the engine (the valve housing assembly) which had intermittent issues with [revolutions per minute] over its lifetime with multiple different engines.”
Nine died in the crash: Maj. José R. Román Rosado, the pilot; Maj. Carlos Pérez Serra, the navigator; 1st Lt. David Albandoz, a co-pilot; Senior Master Sgt. Jan Paravisini, a mechanic; Master Sgt. Mario Braña, a flight engineer; Master Sgt. Eric Circuns, loadmaster; Master Sgt. Jean Audriffred, crew member; Master Sgt. Víctor Colón, crew member; and Senior Airman Roberto Espada, crew member.
The Air Force ordered an immediate investigation into the accident. Days later, after Military Times published an in-depth report showing that military aviation accidents have increased over the last five years, the service directed its wing commanders to hold a one-day pause in order to conduct a safety review with airmen, assessing trends and criteria that may have led to the recent rash of crashes.
Unsolved maintenance problems
The newly released investigation shows that the plane was cleared for flight even though the recorded oscillation data of the plane’s outermost left engine did not match its intended performance.
The WC-130 made its ferry flight from Puerto Rico to Savannah, Georgia, on April 9, 2018. And the flight crew operating the [mishap aircraft] “experienced an RPM issue with engine one, and reported the incident for troubleshooting and repair,” the report said.
While the crew found a fix, maintainers struggled to replicate both the in-flight operations and the solution the pilots used to better understand the what went wrong. They found they couldn’t recreate the crew’s original solution, which was to switch “on the propeller governor control to mechanical governing,” to see if that rectified the issue, it said.
A U.S. Air Force Lockheed C-130E-LM Hercules (s/n 64-0510) from the 198th Airlift Squadron, 156th Airlift Wing, Puerto Rico Air National Guard, prepares to take off from Muniz ANGB, Puerto Rico, on Feb. 29, 2004.
According to post-mishap interviews, during a second maintenance engine run, the “mishap maintainers observed engine one produced 99% revolutions per minute,” the report said.
But the digital flight data recorder (DFDR) said otherwise.
The DFDR indicated “engine one never reached sustained RPM above 96.8% and had significant oscillations between 95% and 98%,” it said.
The Air Force investigators said that when performing an engine run, the [technical order] requires a range “of 99.8% to 100.02% RPM, as displayed on a precision tachometer, to verify an engine is operating properly at 100%.2.”
The maintainers, who failed to use a precision instrument, missed a chance to diagnose a fluctuating, weaker engine.
“Good enough” mentality
The maintainers should have noted these red flags, the instructor pilot who spoke with Military.com said.
“The maintainers… failed to properly conduct the inspection of the engine,” the instructor pilot said. “The crew likely would have never stepped to the aircraft that day, at least not without the engine being verified to have reached the required power threshold, versus over 2 percent lower than the minimum.”
In the report, maintainers are faulted for having a “good enough” mentality about the aircraft’s condition.
Twitter user @MikeBlack114, a self-identified Air Force aircraft maintenance officer, also faulted the “good enough” mentality as a reason mistakes were made in a tweet thread. Furthermore, leadership should have paid better attention, he said.
“I’ll let someone with wings address the aircrew piece, but the mx [maintenance] portion is almost unfathomable,” Black said in a Twitter thread. “If you’re in a leadership position of an organization involved with flying and you aren’t uncovering the skeletons (believe me, they’re there, just a question of how severe they are) you aren’t looking hard enough.”
Another problem, according to the report, was the maintainers observing the aircraft did not use a tachometer to justify the data.
The report noted that they had conducted the engine test runs without the instrument because the compatible adapter plug to connect the precision tachometer to the aircraft was not available.
“During the engine runs and without the use of a precision tachometer, [mishap maintainer one] and [mishap maintainer two] knew that 100% RPM was the speed the engine should operate at, but believed 99% was sufficient to conclude their maintenance because of the wider gauge range provided in the [technical order],” the report said. “Thus, the mishap maintainers never corrected the engine one discrepancy and did not resolve the RPM issue.”
On May 2, 2018, engine one’s RPMs once again revealed an anomaly.
During takeoff, engine one’s RPMs fluctuated and couldn’t be stabilized when the first mishap pilot “advanced the throttle lever into the flight range,” according to the report.
“Engine one RPM and torque significantly decayed, which substantially lowered thrust,” investigators added.
While the banked turn the pilots made into the failed engine “was well below the minimum air speed needed for proper control of the aircraft, the [mishap aircraft] did still have enough airspeed to maintain flight,” the report said.
“The crew put the aircraft in a disadvantageous energy state by rotating (lifting off) 5 knots early and failing to accelerate as required by the procedures,” the instructor pilot said. “Unfortunately, this was not an unrecoverable situation by any means, and one crews in all airframes train to regularly.”
The reason for the initial flight in April 2018 was to conduct routine in-tank fuel cell maintenance in Georgia. The 165th Airlift Wing at Savannah Air National Guard Base had the means to do this, unlike the Puerto Rico Guard’s 156th Wing.
Puerto Rico’s facilities sustained substantial damage during Hurricane Maria and could not offer the maintenance at home station, the report said.
Although Adjutant Gen. Isabelo Rivera, the commanding officer of the Puerto Rico National Guard, said at the time of the crash the aircraft was more than 60 years old and one of the oldest C-130s in the fleet, its history and maintenance record say otherwise.
The aircraft, tail number 65-0968, rolled off the assembly line in 1965 as a standard C-130E, its records show.
“Sometime in the early 1970’s, it was converted to a WC-130H for use in weather reconnaissance (the “W” designation indicates the weather modifications),” the report said.
The engines were also “upgraded from T56-A-7 to the T56-A-15 at that time (which changed the “E” designation to “H”),” it said.
The aging aircraft life was extended because the wing had been expected to change missions. But that transition never came.
The fiscal 2016 budget “initially divested the six WC-130H aircraft from the Puerto Rico Air National Guard “and provided direction to move the 156th Airlift Wing to the RC-26, a manned Intelligence, Surveillance, and Reconnaissance (ISR) platform,” the report said. “However, this direction did not prove viable, as there was no requirement for a manned ISR mission in the United States Northern Command Theater.”
Millard, the investigator, said in the report there were no outstanding time compliance technical orders that would have restricted the plane from from flying.
Still, there should have been more transparency, the instructor pilot said.
“As an aircraft commander, there’s a ‘trust but verify’ mentality with the maintenance crews, but our knowledge is limited. So when a crew chief hands me the signed forms,” he said, “I have to trust those procedures and previous discrepancies have been fixed in accordance with the maintenance technical orders.”
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.