Chinese citizens are furious after the death of Li Wenliang, the whistleblower doctor who was censored for warning about the beginning of the coronavirus, and his mother said she wasn’t able to say goodbye.
“During the fight against the novel coronavirus outbreak, Li Wenliang, an ophthalmologist at our hospital, was infected. Efforts to save him were ineffective. He died at 2:58 a.m. on Feb. 7. We deeply regret and mourn his death,” the post said.
Li had warned some of his medical-school colleagues about the virus on December 30, about three weeks after the outbreak started but shortly before the government officially acknowledged it. The virus has now killed more than 630 people, mostly in China, and spread to more than 20 countries.
Li had said that some patients at his hospital were quarantined with a respiratory illness that seemed like SARS. But he was reprimanded and silenced by the police in Wuhan, made to sign a letter that said he was “making false comments.”
Li is now being hailed as a hero in China, with posts seeking justice for him and calling for freedom of speech trending on Weibo. Many were removed from the site, which often complies with government demands to censor politically sensitive content.
The top two trending hashtags on Weibo on Friday were “Wuhan government owes Dr. Li Wenliang an apology” and “We want freedom of speech,” the BBC reported. It said that hours later those hashtags had been removed and “hundreds of thousands of comments had been wiped.”
According to the BBC, one comment on Weibo said: “This is not the death of a whistleblower. This is the death of a hero.”
Li’s death was the most-read topic on Weibo on Friday, with more than 1.5 billion views, The Guardian reported.
Li’s death was also widely discussed in private messaging groups on WeChat, the instant-messaging sister app to Weibo, The Guardian said.
One image shared on Weibo showed that someone had carved “farewell Li Wenliang” into the snow in Beijing.
People’s Daily wrote on Friday: “At present, China has entered a critical stage of epidemic prevention and control work. The country needs solidarity more than ever to jointly win a battle that it cannot lose, so that its people can be protected against disaster and patients around the country can return to health.
“No one can make an accurate prediction about when the battle will end, but everyone knows that only with sufficient confidence can the people win the battle against the novel coronavirus.”
North Korean leader Kim Jong Un appears to be making huge concessions before meeting with President Donald Trump or South Korean President Moon Jae-in.
Moon said on April 19, 2018, after South Korean diplomats held a series of meetings with Kim and his inner circle, that North Korea essentially wanted nothing in return for ridding itself of nuclear weapons.
According to Moon, North Korea wants “complete denuclearization” of the Korean Peninsula. While experts usually take that to include a removal of US forces from South Korea, Moon said that was not the case.
“I don’t think denuclearization has different meanings for South and North Korea — the North is expressing a will for a complete denuclearization,” Moon said during a lunch with chief executives of Korean media companies, according to Reuters.
Moon went on to say North Korea wouldn’t be asking the US to do much in return for denuclearization.
“They have not attached any conditions that the US cannot accept, such as the withdrawal of American troops from South Korea,” Moon said. “All they are talking about is the end of hostile policies against North Korea, followed by a guarantee of security.”
Essentially, according to Moon, all North Korea wants is the US to promise it will not attack it and end the sanctions and other forms of overt pressure.
Why that may be too good to be true
For North Korea, these statements represent an about-face. North Korea has for decades defended its pursuit of nuclear weapons as a means to deter a US invasion.
North Korea has spent decades criticizing the US for its military presence in South Korea, and it routinely complains about military exercises the US holds with South Korea, sometimes launching missiles during the events.
Additionally, North Korea has entered into and exited out of denuclearization and peace talks several times in the past, each time leaving the US frustrated after gaining much-needed cash in the form of sanctions relief. None of the many experts contacted by Business Insider doubt that stalling for sanctions relief may be Kim’s game this time around too.
Consider the messenger
Moon is not an impartial messenger when communicating North Korea’s stance to the world. Moon won office on a progressive platform that promoted talks and engagement with North Korea.
With many Korean families divided by the war and the armistice that technically still has not ended it, Moon also faces pressure to reunite the two Koreas.
(Republic of Korea photo)
Seoul, South Korea’s capital of some 25 million people, also stands to be the hardest-hit city if war struck between the US and North Korea.
Though talks with North Korea have failed before, a few things are different this time. North Korea recently announced the completion of its nuclear intercontinental ballistic missile program, which experts say it can use as a bargaining chip in negotiations. With all tests completed and what North Korea believes is a working missile capable of hitting the US with a nuclear payload, Kim may now be motivated to talk.
Perhaps above all, North Korea has never faced a US president who spoke so candidly, and so often, about bombing it. To an extent unlike that of his predecessors, Trump has made North Korea a top priority and portrayed himself as a leader willing to go to the insane length of nuclear war to disarm it.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
In November 2015, a laptop-sized container of Iridium-192 disappeared from a storage facility near the Iraqi city of Basra. Iridium-192 is a highly radioactive and dangerous material used to detect flaws in metal and to treat some cancers. It’s also one of the main potential sources of radioactive material that could be used in a “dirty bomb.”
Its potential for misuse and the the location of the theft worries Iraqi officials that the material could be in the hands of ISIS (Daesh) militants. The fears sparked a nationwide hunt for the material.
A U.S. oil company, the Houston-based Weatherford, is the alleged owner of the storage facility where the material was lost, but the company denied it. The material itself is owned by a Turkish company, whom Weatherford says had control of the bunker.
“We do not own, operate or control sources or the bunker where the sources are stored,” Weatherford told Reuters. “SGS is the owner and operator of the bunker and sources and solely responsible for addressing this matter.”
The iridium isotope loses its potency relatively easily, when compared to other potential sources of radioactive material, and ir-192 cases seem to go missing much more frequently than one might expect, especially in the United States.
Iridium-192 emits high energy gamma radiation and exposure to the isotope can cause burns, radiation sickness, and death. It also exponentially increases risks of developing cancer.
Ryan Mauro, an adjunct professor at Clarion Project, a think tank that tracks terrorism, downplayed the danger to Iraqi and Kurdish forces.
“Shaping headlines is essential to ISIS’ jihad … beheadings, explosions and most brutal acts have become stale,” Mauro told Fox News. “A dirty bomb attack would be major news, regardless of how many immediate casualties occur.”
Before he was teaching folks how to paint beautiful landscape sceneries, the late artist Bob Ross served in the U.S. Air Force. In fact, it was where he gained his inspiration for future paintings.
While working as a first sergeant at Eielson Air Force Base in Alaska, Ross is said to have been acquainted with snow-capped mountains that made regular appearances in his paintings. He began painting them during work breaks, where he was able to create a fast technique that allowed him to make art, even with little downtime.
One of the things Bob Ross is known for is his calm and quiet demeanor. This can also be traced back to his time serving in the military. He said, with his role of keeping others in line, he had to be mean. “[I was] the guy who makes you scrub the latrine, the guy who makes you make your bed, the guy who screams at you for being late to work.” Because of this, he vowed to raise his voice once retiring from the military. This, of course, led to his signature of speaking softly.
The beginning of a military career and a love for art
At 18 years old, Ross enlisted. It was 1961 and after basic training, he was given a job as a medical records technician. He served for 20 years, retiring as a master sergeant.
After going to a U.S.O class in Anchorage, Ross began painting as a hobby. However, he soon found that his style differed from his instructors, who were more apt to create abstract pieces. He later found a television show called The Magic of Oil Painting. The show’s unique style, led by Bill Alexander, a German painter, taught Ross to paint quickly. The method is commonly known as “alla prima” or “wet on wet,” allowing the artist to create an entire painting in 30 minutes. This is the same method that Ross would become famous for in his own right.
With the help of the show, Ross studied the technique and began adding his own skills, creating an entire style of landscape painting. He began selling his paintings and quickly found success, even making more from his paintings than he did from his Air Force salary.
In 1981, he retired from the service and turned to painting full time. Ross soon returned to his home state of Florida and joined his mentor, painting coach Bill Alexander, as a salesman and tutor for his brand, Alexander Magic Art Supplies Company.
Eventually, Bob Ross founded his own painting company.
Bob Ross Inc. incorporated his signature permed hair into its logo. Because of the popularity, Ross kept his permed hair going forward. Through the company, he was able to gain popularity and star in The Joy of Painting, which aired for 12 seasons on PBS from 1983-1994. The show allowed Ross to teach his own style of painting, narrating how to achieve certain results while using the wet-on-wet technique. His son, Steve, also appeared on the show and eventually became a Ross-certified painting instructor.
Ross passed away in 1995 from complications of lymphoma, leaving behind a $15 million business in art classes and painting supplies. His shows still air on PBS reruns, continuing to teach the masses his landscaping techniques. To see him at work, check out the following video:
Australian airline Qantas is taking the next steps towards its goal of having nonstop 19-hour flights between Sydney and London and New York.
The airline has openly discussed the endevour — internally known as “Project Sunrise” — for several years, following the successful launch of a slightly shorter, but still lengthy, nonstop flight between Perth and London in March 2018.
That route is measured as about 9,000 miles and takes around 17 hours, while the Sydney-New York route would be around 10,000 miles, and the Sydney-London flight is about 500 miles longer.
Qantas is scheduled to receive three new Boeing 787-9 Dreamliner aircraft this fall — one each in October, November, and December 2019. The planes are being built at Boeing’s Seattle plant, and would normally be flown by Qantas pilots straight to Australia from there.
(Photo by Suhyeon Choi)
Instead, the airline plans to fly the planes to New York and London first, and then fly nonstop to Sydney from there.
The planes won’t have paying customers — instead, they’ll each have about 40 people on board — including crew — most of whom will be Qantas employees. the airline says it plans to study how those on board react to the lengthy 19-hour flights.
According to the airline, “[s]cientists and medical experts from the Charles Perkins Centre will monitor sleep patterns, food and beverage consumption, lighting, physical movement, and inflight entertainment to assess impact on health, wellbeing and body clock.”
Commercial flights with full or mostly-full passenger loads are not currently possible due to the range of the airplanes available today. Keeping the planes mostly empty will increase their range, making the test flights possible. A normal Qantas 787-9 can seat up to 236 passengers, plus crew, and carry both luggage and cargo, while still achieving a range of about 9,000 miles — the length of the Perth-London flight.
(Photo by John Kappa)
The airline is considering new ultra-long-range aircraft from Boeing and Airbus for the eventual New York and London to Sydney flights — Airbus’ rumored A350-1000ULR airplane, and Boeing 777X project, both of which are still being tested. Qantas has previously said it would make a decision around the end of 2019.
The world’s current longest flight— from Singapore to New York’s Newark Airport — is operated by a Singapore Airlines A350-900ULR configured with only business class and premium economy seats— no regular economy cabin.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
With so much talk in the news about multi-million dollar contracts, personality conflicts, and high-profile trades, it’s easy to lose sight of the true meaning of sportsmanship. Now, don’t get it twisted — we’ll be tuning in to watch the big leagues, too, but it’s damn refreshing to watch teams go at it for nothing but the pursuit the victory and the love of competition.
And that’s exactly why we’re borderline addicted to watching military academy sports.
This weekend, We Are The Mighty will be streaming the following events:
Sprint Football — Army West Point at Navy (Friday 7:00PM EST)
The Navy sprint football team (1-0) hosts arch-rival Army West Point (1-0) in the annual Star Series presented by USAA on Friday, Sept. 21 at 7:00 p.m. at Navy-Marine Corps Memorial Stadium. The game is the first Star Series game of the 2018-19 season.
Women’s Volleyball — San Diego State at Air Force (Sunday 3:00PM EST)
Following an impressive 10-win non-conference season, the Air Force volleyball team turns to the Mountain West portion of the calendar this weekend, when it hosts San Diego State on Sunday, Sept. 23. The Falcons, who collected their most non-conference victories in 15 years over the last four weeks, will host the Aztecs inside Cadet East Gym
Welcome to Pineland, the fictional country made up of more than 20 North and South Carolina counties — including Alamance — that US Army Special Forces students will infiltrate to overthrow its oppressive government.
Students at the US Army’s John F. Kennedy Special Warfare Center and School, based out of Fort Bragg, and role-players will conduct training missions during the exercise, dubbed “Robin Sage,” such as controlled assaults, but also live, eat, and sleep in civilian areas, according to a Fort Bragg news release.
The Army notified local law enforcement agencies, said Randy Jones, spokesman for the Alamance County Sheriff’s Office. This is something the Army has done several times a year for many years,” Jones said.
“We just know they’re in the area and how they’re flagged,” he said.
Students will wear civilian clothes only if instructors determine the situation warrants it and then will wear distinctive armbands, according to Fort Bragg, and training areas and vehicles used during exercises will be clearly labeled.
Service members from other units at Fort Bragg will support the exercise by acting as opposing forces and guerrilla freedom fighters — Pineland’s resistance movement. Civilian volunteers throughout the state also act as role-players.
Residents may hear blank gunfire and see occasional flares, according to the release. Controls are in place to ensure there is no risk to people or property.
The Army has been conducting Robin Sage since 1974, but it has not always gone smoothly.
In August 2002 a Moore County deputy, who didn’t know Robin Sage troops were in his area, shot and killed one army trainee and wounded another. The soldiers, who were dressed in civilian clothes, were shot after they tried to disarm the deputy, who they thought also was part of the exercise.
US Army officials have since modified the exercises to make the public and law enforcement aware of what is happening, and to make sure troops know how to deal with civilians and civilian authorities.
Residents with concerns should contact local law enforcement officials, who can contact officials in charge of the exercise.
You might call it the Doomsday scramble, but it’s not exactly that. It’s when an Air Force bomber wing sends up its planes as quickly as they possibly can – before an inter-continental ballistic missile can hit its target.
Given that it takes an ICBM about 30 minutes, to arrive to its target – that is not a lot of time. In fact, it will get there faster than a pizza you ordered. So, it looks like a base would be doomed before it could get all of its bombers up. Well, you’d be wrong. During the Cold War, Strategic Air Command came up with what they called the “Minimum Interval Take-Off” – or MITO.
In essence, the MITO is a well-rehearsed mad dash to get the planes up. They take off at the rate of four a minute – one every fifteen seconds. This is done by a dance called the “elephant walk” – a specialized form of taxiing to the runway to get bombers (or transports or fighters) ready for a mad scramble.
This video below is from Global Thunder 17, an exercise that took place this past October. It starts with a lot of SUVs and pickups driving like crazy – that’s how the Air Force gets the crews to the planes – which are dispersed to make it harder for one nuke to kill the entire wing. Then the BUFFs taxi to the runway.
Then, one by one, the B-52H Stratofortress bombers take off. The goal is to have an incoming ICBM hit an empty base. So far, this has only been done in drills, but if that Doomsday moment ever comes, it looks as if the Air Force will be ready for it.
With the 100-year anniversary of the end of World War I just around the corner, world leaders of the war’s victorious Triple Entente powers are looking back at those who finally brought the grinding trench warfare to its bitter end. One of those was French Marshal Philippe Petain, who led France’s forces during the Great War, who halted the German advance into France at Verdun in 1916.
In fact, Petain’s role at Verdun, combined with his favor of firepower over manpower saved countless French lives throughout the war and his promotion to Commander-In-Chief may have saved France from falling out of the war entirely. It was what he did later in life that tainted his legacy.
On Wednesday, Nov. 8, French President Emmanuel Macron praised Marshal Petain for his leadership and vision during the Great War – and rightfully so. But in France, Petain will always be a controversial figure. He was the World War I hero that collaborated with the Nazis after the Fall of France. In doing so, he became the head of state of the infamous French regime based in Vichy.
His legacy is marred by his collaboration, but his memory is controversial. The once-hero is beloved by some, hated by others, but remembered by all for better or worse. President Macron touched on this when he said, “Marshal Petain was also a great soldier during World War I” despite “fatal choices during the Second World War… I pardon nothing, but I erase nothing of our history.”
Petain in World War I.
World War I on the Western Front was not going well for the Entente Powers. The Germans made great gains at the beginning of the war. Petain, newly promoted to a general’s rank, was one of few French commanders who saw real success. It was at Verdun where his true genius came in to play. He kept rotating his frontline troops every two weeks instead of keeping them on the battlefield.
This gave him a reputation of being more of a soldier’s soldier than just a general commanding faceless masses of troops. That it was a more effective tactic was a great bonus.
In the interwar years, Petain went to work for the French government and became ambassador to Fascist Spain. After the outbreak of World War II in Europe, he returned to France and became a member of the government yet again. After the fall of Paris, he escaped to Bordeaux with the rest of the government. In deciding how to proceed after the fall of the French capital, the government was reshuffled and Petain became Prime Minister.
The majority opinion of the new French government called for an armistice with Nazi Germany, which was accepted. The new puppet government of France would convene at Vichy, the name that would become synonymous with collaboration in the coming years.
Henri Petain was the the leader of the new Vichy France while Paris became just another city in Hitler’s “Greater Germanic Reich.” Vichy France produced volunteers to fight alongside the Nazis, produced war materials, and even ordered overseas possessions to fight Allied forces.
France was, of course, eventually liberated and, after the war’s end, General Charles DeGaulle became head of the new French provisional government. Petain was put on trial for treason, convicted, and stripped of all military rank and title, save for one – Marshal of France. Imprisoned in the Pyrenees Mountains, Petain’s health began to steadily decline until he died in 1951.
Comprised of more than 100 islands in the East China Sea, Okinawa is one of Japan’s 47 prefectures with a population of 1.44 million people (as of May 2018).
A year-round warm climate and overall tropical landscape, Okinawa is considered a leading resort destination and home to multiple U.S. military installations. Here are five ways to explore the archipelago.
Eat and drink
There is no shortage of places to enjoy good food in Okinawa and nearly every type of international cuisine is represented.
“You have to try Coco’s Curry House, Arashi, Pizza In The Sky, Yoshi Hachi, Sea Garden, Gen, Thai In The Sky and Little Cactus,” KT Genta, a Navy spouse who was previously stationed in Okinawa shared.
Craving a good cup of coffee? Stop into Patisserie Porushe, and be sure to order a croissant to go with it.
The traditional spirit of Okinawa is Awamori, which dates back to the dynastic era, and is made by combining water, test and rice malt with korokoji mold and steamed rice. Get a free tour and tasting at Chuko Distillery.
Historical sites and landmarks
The history of Okinawa is robust — from dynasties to American rule — and the various historical site and landmarks throughout the prefecture tell the region’s story. Be sure to visit:
Okinawa Peace Memorial Park– Located on Mabuni Hill, Peace Memorial Park was a heated battleground during WWII.
Japanese Naval Underground Headquarters – During WWII, Japanese forces constructed an elaborate series of underground tunnels that were used as military headquarters.
Katsuren Castle Ruins – Just a couple in-ruin walls remain at this UNESCO World Heritage Site.
The Tower of Himeyuri – The emotional monument honors the Himeyuri medical corps of female students who perished in WWII.
Ikema Ohashi Bridge– A 4,675 ft. bridge with panoramic views of the ocean, it connects the islands Miyako-jima to Ikema-jima and was formerly the longest bridge in Okinawa.
Beaches and water sports
Trademarked by cerulean shaded waters, Okinawa’s beaches are world-renowned for enjoying a sun-soaked day on the sand or diving in to admire the marine life. Both public and private beaches pepper the coastline, and with hundreds of beaches to choose from across the main and more remote islands, there is a stretch of sand for everyone to enjoy.
Northern Okinawa Island – Uppama Beach, Kanucha Beach, Ie Beach
Central Okinawa Island – Zanpa Beach, Ikei Beach
Southern Okinawa Island – Aharen Beach, Nishibama Beach
Not only does Okinawa offer residents and visitors pristine beaches, the underwater views are attractive for avid divers and snorkelers. Top spots include Manza Dream Hole, Zamami Island and Kabira Bay.
Okinawa is a destination with deep-rooted cultural history, thus a strong appreciation for traditional and performing arts.
Yachimun – The Okinawan name for pottery is Yachimun and can be traced back to more than 800 years.
Bashofu – Made from the fibers of a Japanese banana-like tree call the Basho, Bashofu is a thin textile that is woven and dyed to make into garments.
Sanshin – The literal translation of Sanshin is “three strings” and is a musical instrument that looks a bit like a banjo.
“There is so much to do,” Genta said. “Head to Cocoks for pedicures, hike Hiji Falls, explore Bise Village, which is a peaceful seaside town with sand roads lined with Fukuhi trees, or just drive and get lost. There are so many hidden gems on the island.”
Other must-see spots include Churmai Aquarium, Pineapple Park, Orion Beer Factory, Urashima Dinner Theater, Kokusai Street and Fukushu-en Garden.
This is just a small sampling of ways to explore Okinawa. It’s important to note that one could live their entire life in Japan’s tropical oasis and not see or do everything, so be sure to make the most of your time and have fun!
Officials with the Department of Veterans Affairs chose a contractor to run its Choice Card program who was previously fired for allegedly defrauding the government after working on a similar contract with the Department of Defense.
The contractor, TriWest, now takes so long to schedule appointments with private healthcare providers that many veterans could shorten wait times by opting for traditional VA care, whose delays Choice was intended to allow veterans to escape.
Choice Card links vets with private doctors, but VA seemingly tried to sabotage the program, fearing it jeopardizes its budget.
TriWest contracts to administer parts of Tricare, the active military’s healthcare system, since 1996. TriWest paid $10 million in September, 2011, to settle charges that it defrauded the government by negotiating low prices with doctors but not passing the resulting savings on to taxpayers.
“Those who overbill Tricare threaten to undermine the health care provided to our men and women in uniform,” Tony West, assistant attorney general for the Civil Division of the Department of Justice, said of the legal settlement at the time.
But the standards seem to be lower for care owed to those who formerly wore the uniform of the U.S. military, because VA gave TriWest a contract in September, 2013, to run its Community Care program, a precursor to Choice Card that allowed veterans to use private doctors in some circumstances.
Inspector general reports said that program was run poorly, pointing the blame both at TriWest and the way VA set up their work. Meanwhile, Congress created the Choice Card program to enable any veteran delayed more than 30 days for VA care, or who didn’t live close to a VA facility, to seek private health care services.
VA managers and leaders of the American Federation of Government Employees (AFGE) union, which represents most of the department’s employees opposed it, fearing that fewer veterans in the government system would mean smaller budgets and fewer civil service jobs.
When VA leaders claimed budget shortfalls threatened closure of hospitals, they asked Congress to let them re-purpose $3.3 billion originally authorized for the Choice Card program.
When the bill became law anyway, VA gave the Choice Card contract to TriWest and HealthNet, another company that worked on Community Care.
A VA spokesperson said that “in order to enact [Choice] within 90 days, VA held an industry day to try to partner with industry to operate the program. Unfortunately, given the timeline set to roll out the program, VA’s only option was to modify a previously existing national community care contract, which was never intended to handle the scope” of the Choice Card model.
Official data obtained by The Daily Caller News Foundation shows that more vets are now waiting months for private care because contractors take so long to schedule appointments.
Consequently, VA bureaucrats and their union will likely get the result they sought: veterans going back into the government healthcare system despite its delays.
Private care doctors aren’t happy with the Choice Card initiative either, because the companies, which also manage payments, have been so slow to pay, causing many private care physicians to refuse veterans, leading to the same result.
A knowledgeable VA source told TheDCNF that after a patient does finally see a private doctor, TriWest takes up to 75 days to get the medical results of that appointment back into the VA system. That makes followup care impossible.
Darin Selnick, an Air Force veteran and former VA official under George W. Bush who now runs Concerned Veterans For America’s Fixing Veterans Health Care Taskforce, said that “TriWest and HealthNet may not have been the best choices,” but much of the failure is because VA “didn’t want it to work.”
Officials at VA “didn’t like the idea of patients going outside,” because “what does any organization want to do? It wants to get more money, more people, more power, it wants to grow,” Selnick added.
Scheduling delays happen because the system has a middleman, Selnick said. What other health care plan has “a system where you have to call a 1-800 number and they set up an appointment for you” with a provider that they select?,” he asked.
Half of all veterans are on Medicare anyway, so the VA should simply pay a small supplement to Medicare providers, instead of creating multiple administrative layers of VA bureaucrats and contractors in between veterans and healthcare workers, Selnick noted, which would purportedly save billions of tax dollars annually.
Those close to the issue believe “the chief problem with Choice is that we’ve had to rely on VA to implement it, and the department is just not very good at implementing things,” a spokesman for the House Committee on Veterans Affairs, which designed the Choice Card program, told TheDCNF
The committee never requested a third-party administrator to schedule appointments, the spokesman noted.
Companies involved in the Choice program defend their record. “Overall, TriWest is processing 90% of clean claims from providers within 30 days,” the company explained, adding that it got “exceptional” and “very good” performance ratings for its Tricare work, and saved the military money, but voluntarily entered a settlement on the assumption that more savings were possible.
Hiring people with prior records of failure is a pattern at VA. When hospital directors come under criticism for poor management, VA executives routinely remove them, then reinstate them at another hospital where the poor performance continues.
Only weeks after the Chicago VA fired Deloris Judd from the federal workforce for patient abuse and dishonesty, the Phoenix VA hired her to work on the Choice Card program.
The following is an interview with Sgt. 1st Class Robert Ford, one of the soldiers entrusted with maintaining the tank capabilities at Army Prepositioned Stocks-5.
Look through the pictures to see how Ford and a team of contractors reattach a turret on an Abrams M1A2. Ford also recently passed the board for entry into the Sergeant Audie Murphy Club, and he talks about what he learned.
With nine years of service, Ford is on his third overseas deployment, having served in both Afghanistan and South Korea. (The interview was edited for clarity and length.)
Abrams M1A2 tanks stored at an Army Prepositioned Stocks-5 warehouse at Camp Arifjan in Kuwait, Sept. 10, 2019. APS-5 is a massive amount of ground force equipment positioned to provide strategic planners options to win in the US Central Command’s area of responsibility.
(US Army photo by Kevin Fleming)
What is the most important thing to know about maintaining the Abrams M1A2?
Ford: The most important thing to know about the maintenance of tanks is that they are very big and very expensive. Even the smallest components can cost a lot more than the average military vehicle, which means it’s that much more important to get the maintenance on them right.
For example, the operation we recently did to put a turret back on a tank had to be completed with extreme care and precision as not to damage the vehicle. The cost of error is one of those things you can’t help but to think about when planning maintenance on these.
Sgt. 1st Class. Robert Ford, quality assurance for tanks, 401st Army Field Support Battalion-Kuwait, watches as contractors at Army Prepositioned Stocks-5 work to lift a 30-ton turret at Camp Arifjan in Kuwait, Sept. 23, 2019.
(US Army photo by Kevin Fleming)
I noticed a huge team effort in putting the turret back on the tank. Is that a special event for people here?
Ford: We rarely pull turrets off or put them on, so every time it does happen it seems like it becomes a bit of a spectacle. That’s because we are lifting a 30-ton piece of equipment and moving it around with no room for error. It’s definitely something to see and experience.
It takes a lot of eyes to ensure that turret is coming out and going in straight. The turret is a machine fit — only just big enough to get into the hole of the tank. If anything is off to the left or right, there is a possibility of damaging equipment and that equipment is very expensive. In this case, the turret was level and fit well into its proper place.
Sgt. 1st Class. Robert Ford, quality assurance for tanks, 401st Army Field Support Battalion-Kuwait, stands in front of an Abrams M1A2 tank at Army Prepositioned Stocks-5 at Camp Arifjan in Kuwait, Oct. 6, 2019.
(US Army photo by Kevin Fleming)
What is your role in a maintenance operation like this?
Ford: I fill the quality inspection role while [the contractors] are doing the majority of the work. As the contracting officer’s representative, I ensure the terms of the contract are fulfilled. I also verify and accept the completed work on behalf of the government.
As you can see there [in the third photo], the guy on the tank is in charge of the crane. I’m just there for safety reasons and then just to ensure it’s put together properly and safely. That’s all I’m looking for. But, if they need my advice as an expert on the vehicle, then I’ll interject when I feel it’s necessary. I try to stay back and let them do the job.
A contractor with Army Prepositioned Stocks-5 directs a crane operator to briefly stop lowering a 30-ton turret onto an Abrams M1A2 so others could check its alignment to the mount at Camp Arifjan in Kuwait, September 23, 2019.
(US Army photo by Kevin Fleming)
I noticed you jumped in a few times to help give directions. Is that typical?
Ford: There were a couple instances where they were unsure on how to move forward on that operation and, you know, time is always of the essence. That’s when I stepped forward to provide another set of eyes. But this was their operation, and I was mostly just watching it come together.
Some of the contractors have more familiarity with older tank models because they used those when they served. Sometimes I have to help fill the knowledge gap they have to help things along. But they have familiarity with each other — using hand signals they worked out that I don’t know, and that’s important for working as a team.
Ernie Boyd, work center supervisor at Army Prepositioned Stocks-5, provides positioning guidance as a crew lowers a turret back on an Abrams M1A2 tank at Camp Arifjan in Kuwait, Sept. 23, 2019.
(US Army photo by Kevin Fleming)
Can you tell me a little about the team doing the work?
Ford: I think the team takes their role very seriously. Take Ernie Boyd for example. He is a retired Marine with 14 years of experience working on tanks. He is one of my go-to guys for tanks and for solving work center issues.
He definitely takes his work seriously — you can tell. He’s a supervisor for the work center, but during this turret operation, he was doing a lot more than supervising. He was extremely hands-on in ensuring that operation went according to plan.
Sgt. 1st Class. Robert Ford, quality assurance for tanks, 401st Army Field Support Battalion-Kuwait, provides another set of eyes for a maintenance operation to place a turret back on an Abrams M1A2 tank at Army Prepositioned Stocks-5 at Camp Arifjan in Kuwait, Sept. 23, 2019.
(US Army photo by Kevin Fleming)
What is Army Prepositioned Stocks-5?
Ford: APS-5 is a massive set of equipment placed here to make rapidly deploying units faster. We give the warfighter the material capability they need to complete their missions.
Looking at the big picture, our job is to ensure APS-5 continues to provide viable strategic options to win.
All of our tanks are stored inside our warehouses ready for issue. They are configured for combat, meaning a unit can come in, hop in a tank, and drive it off the lot. They’re quick and ready to roll out for any mission.
This mission is important because there will come a day when a deploying unit will need this equipment, and if it’s not ready, then it could slow their mission down. It can be a life or death situation. Being able to provide the warfighter with the most ready equipment is our focus every day.
A maintenance crew at Army Prepositioned Stocks-5 reattaches a 30-ton turret to an Abrams M1A2 tank at Camp Arifjan in Kuwait, Sept. 23, 2019.
(US Army photo by Kevin Fleming)
Tell me about the first time you saw Army Prepositioned Stocks-5.
Ford: I walked into one of our warehouses and saw an entire battalion worth of tanks. They were in lines all facing each other as far as I could see — 72-ton vehicles all the way down from wall to wall.
You don’t often get to see something like that. Usually tanks are scattered out in fragmented lines waiting for operations or maintenance.
When I first saw it, I definitely felt excited about our mission and my part in it because I am the only tank [quality assurance] soldier here. All those tanks sitting there embodied my reason for being in Kuwait.
Contractors with Army Prepositioned Stocks-5 watch closely as a crane lowers a 30-ton turret back onto an Abrams M1A2 tank at Camp Arifjan in Kuwait, Sept. 23, 2019. The turret is machine-fit to the tank, and must be placed carefully to avoid costly damage.
(US Army photo by Kevin Fleming)
What do you think of DFAC food?
Ford: Um, keeps me alive. I haven’t died or anything yet (laughter). Dry chicken and rice are great — just be sure you have plenty of water so you can swallow the chicken.
Mine-Resistant Ambush Protected (MRAP) vehicles in lots maintained by the 401st Field Support Brigade at Camp Arifjan, Kuwait, Oct. 22, 2016.
(US Army photo by Kevin Fleming)
I know you will soon be inducted into the Sergeant Audie Murphy Club. Why did you decide to go to the board and what did you learn?
Ford: Sergeant Audie Murphy Club provides continuous opportunities to serve throughout a career and beyond. The club’s mission is to develop and build professional noncommissioned officers and to provide community service to every Army community. So every duty station I go to from here forward, I get to go out to do good things for people while representing the Army and the NCO corps.
I learned it’s a big challenge, and with big challenges like that you don’t succeed on your own. I had to seek out a lot of mentorship and leadership scenarios from my leaders and all the way up through brigade. I had to expose my flaws and weaknesses; that way, they could help me correct those weaknesses. It’s just not enough to go in having read a book. You have to have real-life application of regulations and policies.
Trucks bring in APS-5 equipment from Camp Buehring back to Camp Arifjan during the 155th Armored Brigade Combat Team turn-in, Feb. 5, 2019.
(US Army National Guard photo by Staff Sgt. Veronica McNabb)
Of the Army values, which stand out most to you?
Ford: I think loyalty is a big one for me. Your loyalty is always being tested. You have to constantly be loyal to your seniors, your peers, your subordinates, your unit, the Army, and the nation. You have to buy into that mission to really give it all that you have – you can’t waver on that.
Respect is another huge value for me. Without respect, you can’t have trust. Without trust, you can’t be a leader and you can’t be led. That’s our primary job, and you can’t be a good leader without first being a good follower.
Soldiers assigned to the 155th Armored Brigade Combat Team prepare to move 22 M1A2 Abrams Tanks from an Army Prepositioned Stock-5 warehouse to a remote staging lot during a large-scale equipment issue at Camp Arifjan, Kuwait, June 29, 2019.
(US Army photo by Justin Graff)
What advice would you give to young soldiers?
Ford: Don’t be afraid to fail, just put yourself out there. You never really know how much support you have until you are out there asking for support, so put yourself out there and allow people to help you.
We have a lot of good leaders in the military. They see you taking initiative and they see your desire to better yourself, they’re going to pick you up and provide you with what you need.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
U.S. Air Force Staff Sgt. March Tighe, 60th Maintenance Squadron gives a briefing to Dr. Richard Joseph, Chief Scientist of the United States Air Force, Washington, D.C., during his visit to Travis Air Force Base, Calif., July 12, 2018. Joseph toured David Grant USAF Medical Center, Phoenix Spark lab and visited with Airmen. Joseph serves as the chief scientific adviser to the Chief of Staff and Secretary of the AF, and provides assessments on a wide range of scientific and technical issues affecting the AF mission. (U.S. AIR FORCE PHOTO // LOUIS BRISCESE)
Senior U.S. Air Force leaders are embracing and promoting the concept that if their Airmen are not failing, then they are, more than likely, not moving forward.
They believe pushing the envelope is necessary to keep the U.S. Air Force dominant and the occasional failure should be viewed by supervisors not as a negative, but as part of a greater positive.
In this series, we hear senior Air Force leaders give examples of how taking calculated risks and failing throughout their careers taught them valuable lessons, propelled them to future success and made them better leaders.
Dr. Richard J. Joseph, Air Force chief scientist, believes failure is a necessary component and result of the scientific method. The failures of ideas and theories, when tested through experimentation and prototyping, inform, and are often the root of, future successes.
However, he also believes that project failures are often rooted in past successes of large technological bureaucracies. Large organizations with far-reaching strategic plans often stifle the creativity, experimentation and risk acceptance necessary to achieve game-changing technological advances.
Dr. Richard J. Joseph, Chief Scientist of the U.S. Air Force, looks through virtual reality goggles at Barksdale Air Force Base, La., Nov. 29, 2018. The harness training was a requirement before flying on a B-52 Stratofortress with the 20th Bomb Squadron. (U.S. AIR FORCE PHOTO // SENIOR AIRMAN PHILIP BRYANT)
Joseph serves as the chief scientific adviser to the chief of staff and secretary of the Air Force, and provides assessments on a wide range of scientific and technical issues affecting the Air Force mission. He has more than 40 years of experience as a physicist, directed energy researcher, senior program manager, national security advisor and executive.
DR. WILL ROPER, ASSISTANT SECRETARY OF THE AIR FORCE FOR ACQUISITION, TECHNOLOGY AND LOGISTICS
As the Air Force’s Service Acquisition Executive, Dr. Will Roper oversees Air Force research, development and acquisition activities with a combined annual budget in excess of billion for more than 465 acquisition programs.
He promotes the concept of “Fail Fast, Fail Forward” as a foundational culture shift necessary to keep the U.S. Air Force dominant.
This philosophy is manifested in his promotion of rapid prototyping and funding innovative ideas through Air Force Pitch Day and AFWERX’s Spark Tank.
Roper believes that by spending money to develop fledgling technologies and ideas quickly, and then prototyping them rapidly, flaws are found much earlier in the development process.
Dr. Will Roper, assistant secretary of the Air Force for acquisition, technology and logistics, speaks to a crowd of small businesses, venture capitalists, and Airmen during the Inaugural Air Force Pitch Day in Manhattan, New York, March 7, 2019. Air Force Pitch Day is designed as a fast-track program to put companies on one-page contracts and same-day awards with the swipe of a government credit card. The Air Force is partnering with small businesses to help further national security in air, space and cyberspace. (U.S. AIR FORCE PHOTO // TECH SGT. ANTHONY NELSON JR.)
This method avoids committing to the huge cost of the much longer traditional system and weapons development and acquisition where flaws are only found years and hundreds of millions of dollars later. Then the Air Force is stuck with that flawed system for decades.
However, in order for “Fail Fast, Fail Forward” to work, Roper believes the Air Force must adjust its attitude towards risk.
He points out that his own success actually points to a persistent flaw in the Air Force’s tolerance for risk – people are only rewarded for taking a risk that pays off. Roper insists that to foster an innovative culture, people must be rewarded for taking a good risk in the first place.
“Why are the people who succeed the only people we cite when we talk about risk taking as a virtue?” Roper said. “I’m trying to be very mindful with Air Force program managers and people taking risk that they get their evaluation and validation for me at the point that they take the risk.”