Wuhan, China, evacuees being held at a military base in California drafted a petition demanding improvements to the CDC’s quarantine protocol after a person infected with the coronavirus COVID-19 was accidentally released from hospital isolation.
Passengers aboard a State Department-mandated evacuation flight from Wuhan, China, the epicenter of the novel coronavirus outbreak, have been quarantined at the Marine Corps Air Station in Miramar.
One passenger, who tested positive for the coronavirus, was accidentally released from isolation at UC San Diego Medical Center back to the air base on Monday. The woman was discharged prematurely after her results were mislabeled, per the CDC’s methodology to protect patients’ identities, local news station KNSD reported.
The San Diego Union-Tribune reported that the woman and three others were discharged and on the way back to the base when it was discovered that three of four tests had not been processed yet.
“We decided, OK, we’re going to put these people in isolation in their rooms and instruct them not to leave, not to mingle with the general population there at Miramar base, and we’re going to wait for the results of those tests,” CDC official Dr. Christopher Braden told The Union-Tribune. “Well, of course, as luck would have it, it was one of those tests that came back positive.”
The woman’s symptoms were described as mild and she was not exposed to members of the public. The woman was not symptomatic before she went to the hospital for testing, so it’s unclear what impact if any it will have on the others in quarantine at the base. The three people she was transported with, however, will likely have to extend their quarantine time, The Union-Tribune reported.
Still those on the base are concerned about their overall safety. The petition from those in quarantine was written “in light of the first confirmed case at Miramar coupled with the current precautions taken at the center,” and the listed improvements were “critical measures toward mitigating the potential risk of spreading the virus at the Miramar Center.”
The five suggestions in the petition are as follows:
“Everyone in the facility be tested.
“Preventing the gathering of large numbers of people into small, enclosed environments; suggesting meals be delivered to the door and town hall meetings through conference calls.
“Periodic delivery of personal protective gear to each room, including masks and sanitizing alcohol for in-room disinfection.
“Provision of hand sanitizer at the front desk and in the playground.
“Disinfection of public areas two to three times a day, including playground, laundry room, door knobs, etc.”
“We really felt the need for these basic things to be addressed,” Jacob Wilson, who is being held at the airbase, told KNSD, “and we hope that the petition would at least be able to address these basic concerns.”
Wilson described what it was like under quarantine at the air base, saying the CDC recommended the residents stand six feet away from each other, but they are placed shoulder-to-shoulder for daily temperature checks, which he said “flies in the face of the protections and precautions.”
“We’re trying our best to disinfect things with the hand soap that we’ve been given, even though we don’t have disinfectant,” he told The Daily Beast. “We’re frustrated and worried.”
The 232 Wuhan evacuees arrived at MCAS Miramar on two flights — one on February 5 and the other on February 6. All passengers were subject to 14-day quarantines starting the day they left China.
Thus far there have been 14 cases reported in the US.
Lt. Gen. Brian T. Kelly is the deputy chief of staff for manpower, personnel and services, Headquarters U.S. Air Force, the Pentagon, Arlington, Virginia. He serves as the senior Air Force officer responsible for comprehensive plans and policies covering all life cycles of military and civilian personnel management, which includes military and civilian end strength management, education and training, compensation, resource allocation and the worldwide U.S. Air Force services program.
During an interview with Airman Magazine, Kelly discussed his mission and the Air Force’s responsibilities of managing talent, identifying toxic leadership and the role of emotional intelligence in readiness and lethality.
Airman Magazine: As the AF/A1 (manpower and personnel), what are your priorities for 2020?
Maj. Gen. Kelly: There are lots of things going on, but there are three big priorities. Number one, it’s exciting times and we’ve got to help and make sure we have a successful stand up of the United States Space Force and our resource allocation team will have a big role to help and make sure we get that on track.
Number two for us, we’ve got to ensure that we continue to make sure the right number of the right types and the right skill sets of Airman exists in our Air Force. So, the size and shape of the force has to be what it needs to be in order for us to meet our requirements in the National Defense Strategy.
Number three for us is we want to continue to transform and work on our talent management system so we can make sure we’re attracting, recruiting, developing and retaining the Airmen we need to do what the country needs to do. So those will be our three big priorities for 2020
Airman Magazine: Can you talk about the Air Force’s philosophy on managing talent and why it’s important?
Maj. Gen. Kelly: First and foremost, we’ve got to recognize that we’ve got some incredible talent in the United States Air Force and in our Space Force that we are standing up as well. But, it’s an all-volunteer force and so the talent management system we have has to be able to recognize that we’ve got to have a system that is attractive for people to be in. It also has to be agile to meet our requirements as requirements and threats change. It’s got to know what’s going on with those requirements that are out there. The talent management system has to understand – what does the talent market look like? What does the market for talent in the United States look like? And if you have an all-volunteer force, how do you become an attractive employer? How do you make sure that you are an employer of choice? If people have a way to choose between going to work for Google or coming to work for the United States Air Force or United States Space Force? The talent management system has a role to play in that and so that’s what we’re trying to do.
The Ground-Based Electro-Optical Deep Space Surveillance System is responsible for tracking thousands of objects in space. The telescopes fall under the 21st Space Wing and is positioned at White Sands Missile Range, New Mexico. Here, 216 photos captured over a 90 minute period are layered over one another, making the star trails come to life.
Airman Magazine: Have there been any changes to your talent management philosophy, and what drove those changes?
Maj. Gen. Kelly: I’d say a talent management system always has to evolve as requirements change, as threats change, as the talent market pool of eligible people changes and as skill sets change. And then there’s technology. You know, when I first came into the Air Force in 1989, the technology then was not what it is in 2020, right? And so, whether it’s artificial intelligence, machine learning, all these different things have changed the way we look at our talent management system. It’s also changed how we communicate with our Airman and how we’re able to get information out and how we’re able to get feedback. All these things have led to and sort of influence the changes in the talent management system from when I first came in to where we are now.
I would say to you the system today is driving to be more agile than it was before. It was a one size fits all discussion before, but now it’s trying to be more agile and it’s certainly more collaborative. I hope the system is becoming more transparent so that all of our Airmen understand what’s going on and that they have a say in what happens to them in the talent management system and they have an insight to what happens.
Airman Magazine: What has changed throughout your career pertaining to talent management and your leadership development?
Maj. Gen. Kelly: We (Air Force leadership) always talk about situational leadership and being able to adjust your leadership styles and that has to continually happen. We’ve seen the advent of different leadership styles needed for the population of the all-volunteer force we have today and one of the key things I think we need to touch on is our leaders need to have the right balance of emotional intelligence to be successful. So, what does that mean? I would start by saying, emotional intelligence is first and foremost the skill set to know yourself, to understand your own behaviors and to control your own emotions so that you then can have good interpersonal relationships and be able to lead others. And that’s the important part for us and I think we’ve become more cognizant and we’re trying to understand and teach that in ways that will make our leaders more effective.
As we move into the modern discussions of the national defense strategy, we’re in wars of cognition and wars of thinking, wars of understanding and wars of information and so we have to be able to develop and lead our skills in that same direction.
Capt. Taiwan Veney, cyber warfare operations officer, watches members of the 175th Cyberspace Operations Group, from left, Capt. Adelia McClain, Staff Sgt. Wendell Myler, Senior Airman Paul Pearson and Staff Sgt. Thacious Freeman, analyze log files and provide a cyber threat update utilizing a Kibana visualization on the large data wall in the Hunter’s Den at Warfield Air National Guard Base, Middle River, Md., June 3, 2017.
Airman Magazine: You’ve previously said “We must be responsive to the Air Force’s needs, must be agile with our talent, focused on rewarding Airmen on performance and be transparent on how the system works.” What’s the plan to meet those attributes for a talent management system?
Maj. Gen. Kelly: I think those four attributes are where we’re trying to drive and trying to make sure our talent management system is so let me cover those a little bit and I’ll tell you how our strategy fits against that.
So, first and foremost the talent management system has to deliver and has to be responsive to the requirements of the organization. I mentioned for 2020 one of our priorities is to have the right size and shape of the force and that’s what it’s about, whatever the Air Force requires us to be, whatever the Space Force will require, the talent management system has to be responsive and it has to be agile for responding to new technologies, new threats, but it’s also going to be agile for individual Airman.
We are a military organization, but we have to understand agility and we want performance to shine. We want people’s performance to be the deciding factor in our meritocracy, if you will, for when we decide who gets promoted, who gets what key jobs.
Those Airmen who distinguish themselves by performance, that performance needs to be driven forward and incentivized and rewarded.
Lastly, I think it’s important to make sure with the communication within our force that we are transparent, open in what we do and simple.
All the things that we’ve been doing on the officer side, enlisted side and civilian side are sort of wrapped around those areas.
I’ll give you some examples, on our enlisted side, we made a change in our senior noncommissioned officer’s promotion selection process where we no longer use testing as part of that process. We did that to drive and empower performance, where performance becomes the driving factor for us being able to select our senior noncommissioned officers and it’s no longer test taking or some other skill set that might have been augmenting that decision. Now, it’s performance based.
On the officer side, we recently went to new developmental categories for our line of the Air Force system, the same system that we had in place since 1947 and we made some changes. Those changes were to help us with development to become more agile, to drive our agility and drive our responsiveness.
We had to recognize not all officers need to develop in the same way. The way that we develop and the opportunities we have for our pilots are different than what we have for our space operators, were different than what we have for our cyber operators, our support personnel, like my career field and so we had to develop the agility if you will, to be able to develop in different ways so that we can maximize everybody’s potential, while at the same time driving ourselves to be more responsive to requirements.
We can help ourselves develop the right size, the right shape and the right skill sets we need to meet the requirements for the Air Force. So, all the things we’ve been doing are all really designed around those four attributes to build the talent management system that we need.
Airman Magazine: How does the AF identify leadership potential?
Maj. Gen. Kelly: There are lots of ways to identify potential throughout someone’s career to recognize different traits and characteristics. I think there’s testing factors. I think there’s observation factors. Certainly, there’s evaluation factors at some point in time you are observed in different time phases, different jobs. You look at how did they do? How did they respond? We try to identify those people who have the skill sets to be leaders.
One of the important things we’re working on is, can we get better in identifying who’s going to be a good leader? Is it just the born characteristic or can you actually teach it and develop it and go forward? We (Air Force) say you can teach leadership, develop it and be better at it. So, we’re working on how to identify it more accurately early. It’s not just to screen people out, because I think people often think you’re trying to identify who’s not a good leader, so that you can screen them out. There’s part of that, but it’s even more important to identify where people have some shortcomings in their leadership capabilities so that we can help them and give them an opportunity to develop into the leaders we need, because we need a lot of leaders in our Air Force.
Airman Magazine: Revolutionary changes to how officers are developed and selected for promotion have been made, like the creation of developmental categories and transitioning from Below the Zone to merit-based timing for promotions. How will this help with officer development and getting the right people in key leadership positions?
Maj. Gen. Kelly: Sometimes the Air Force had the tendency in the past to rush some of our folks through key developmental opportunities and not fully immerse them and give them a chance to learn all the competencies and all the experiences they needed. At the same time, when we did that, we added the below the zone piece that gave us a chance to incentivize performance. What we’ve transformed that to now is with merit-based promotion, I can still incentivize performance, I can give people a chance to let their performance shine and let their performance advance them among their peers, but at the same time, I make sure I balance that with the developmental time that’s needed to truly get the skill sets that we’re going to require.
Airman Magazine: Can enlisted personnel expect similar changes to their promotion system in the near future?
Maj. Gen. Kelly: We made some adjustments and changes to our enlisted system, even prior to the work and transformation that we’re doing the officer system. I think you’ll see similar things. When we talk about, what do we value as an Air Force and how we’re going to evaluate you, for the officer corps, we talk about now four things. We talk about how do you execute your mission? Whatever mission you are assigned to do. How do you lead people? Whether that’s an informal way where you’re actually a supervisor or a squadron commander or even informal as part of a squadron or group. How do you manage the resources you’ve been put in charge of? Whether they be dollars and equipment or even Airmen’s time? You know Airmen’s time is a resource. And then how do you improve whatever unit you’ve been put in charge of? Those four factors are probably pretty familiar to a lot of people. Those are the same four factors we use to evaluate units, that’s the unit effectiveness inspection, the UEI that our inspector general uses to evaluate. So we said, look, let’s line those up. Let’s have those four factors be the same way we evaluate performance in our officers. I think we’re going to see the enlisted system transition towards those same four factors. Let’s evaluate our airmen as a whole on those four factors. How do I execute my mission? How do I lead people? How do I manage resources? And what did I do to improve whatever unit I’m assigned to? So, I think you’ll see commonalities. I think they’ll also be some differences. It won’t be exactly the same system because we look for different things from our officer enlisted corps. I don’t think we want them to be exactly the same to accomplish the things that we need, but there’s going to be a lot of overlap and I think there is already a lot of overlap and you’ll see some more.
Air Force Basic Military Training trainees work to complete an obstacle during the Basic Expeditionary Airman Skills Training, a weeklong training simulation at Air Force Basic Military Training (AFBMT). The BEAST is where trainees get to put everything they’ve learned about combat skills into practice in a simulated environment.
Airman Magazine: Toxic has been this year’s buzzword. Do you think the Air Force has a toxic leader problem or is it something different that can be fixed?
Maj. Gen. Kelly: I agree with you toxic gets used a lot and I’m not always sure everybody has a framework of what toxic leadership means, because the term gets used in a lot of different ways. Sometimes it’s really appropriate and other times I’m left wondering if people understand what they refer to as toxic.
The Air Force is working on developing a definition of toxic leadership, so we can all understand.
I would say in a working definition right now on toxic leadership for us is a series of adverse behaviors that have an adverse impact on the unit or individuals. So, it’s not a one time series of negative behaviors, but it’s a continuous series of negative behaviors, that an individual would manifest that has a negative impact on a unit or on individuals, that’s toxic leadership for us.
I think that exists in our force from time to time, and it’s sometimes it’s a result of individuals who don’t have all the leadership tool sets that they need to handle the situations that they’ve been put in.
We are working to identify early what people’s shortcomings might be and give them an insight to that. It’s not to not allow them to become commanders, although that will be part of the discussion, but if we identify them in the right ways, can we give people the ways to develop and overcome those shortcomings?
There’s a fantastic course down at the Air University called the Leadership Development Course or LDC, the course sprung out of Gen. Goldfein’s work in revitalizing squadrons. They’re working to teach emotional intelligence and to teach understanding of interpersonal relationships and understanding how to lead in a positive way and inspiring way without having to revert to any of those adverse behaviors that might be characterized or seen as toxic.
I’m excited about that work. I wish that was available when I was going to go be a squadron commander. I learned a lot of things from watching other people. And luckily, I had some really good role models, but I would have loved to have some of that training and insight, so I could have known more about myself to help myself and to lead my organization in a better way.
Airman Magazine: Can you explain how changes in the talent management system might combat toxic leadership? Do you believe these changes will benefit all officers, regardless of when they peak in their careers?
Maj. Gen. Kelly: It starts with developing people the right way. The talent management system is going to identify short shortcomings in and where you’re missing a skill set, and hopefully give people a chance to correct course going forward. If I’m evaluating you on how you execute the mission, how you lead people and I’m grading that in the in the environment that we’re talking about it will help combat toxic leadership traits.
We’re driving the talent management system to reward the right behaviors in terms of leading people so that those people who are leading people in an inspirational way, in a positive way, are going to be the right people that we reward and move forward.
As a military organization we have some tough things to do. We’re going to ask people to go in harm’s way and put themselves in harm’s way from time to time. Positive leadership doesn’t mean it’s easy; it’s demanding. There are high standards and there needs to be high standards. We need to be a high standard, high performing organization, but we can do it in a positive way so that the leadership we get out is inspiring and caring leadership and that’s what we’re looking for.
Airman Magazine: What is your definition of emotional intelligence and what role does it play in the development of our leaders and what role has it had in your career?
Maj. Gen. Kelly: I think emotional intelligence is the ability first and foremost, to know yourself, your emotions and to control your emotions. So that you can use that understanding to have better interpersonal relationships and have a better understanding of others and your interaction with others.
When I first came into the Air Force, I don’t think I ever heard this terminology. I think it was there, we just didn’t know what it was. We used to talk about your ability to communicate effectively speaking, writing, leading, different things that we would focus on as leadership attributes. The idea of being able to understand yourself and understand others was always there. I just don’t know that we were as sophisticated and understood exactly what it meant. Labeling it as emotional intelligence and consciously understanding how to train it and how to get better at it and that’s where we’re going now, which is really exciting.
We have this great strength in our Air Force. We have people from all kinds of diverse backgrounds and ways of thinking. It’s difficult for you to lead diverse groups of people to be a high performing organization if you can’t understand and recognize where people are coming from or understanding yourself.
Air Force Basic Military Training trainees walk across a completed obstacle of bridge making during the Basic Expeditionary Airman Skills Training, a weeklong training simulation at Air Force Basic Military Training (AFBMT). The BEAST is where trainees get to put everything they’ve learned about combat skills into practice in a simulated deployed environment.
Airman Magazine: Air University is developing an augmented reality exercise helping young officers shape their ability to interact effectively in social situations and to recognize and manage their emotions. How could programs like this have helped you in your career?
Maj. Gen. Kelly: I would have loved to have some of those programs and the idea of what they’re doing right now at the leadership development course at our air university is fantastic, because it’s a free training gym without any worries or any risk of failure.
You can train in a virtual training gym in what most of us learned from our actual experiences, whether it was purposeful or just un-purposeful trial and error. If I did something it didn’t work very well, if it didn’t feel so good, I learned and tried to do better. I modeled myself around the people I was lucky enough to observe and gain mentorship from. Now to have a place for us to try things, to fail and learn and learn about yourself in the process so that you have a much better opportunity to apply that in your interactions in a leadership role. Knowing what already works and doesn’t work for you, that’s a really powerful concept.
Airman Magazine: The Chief of Staff talks about the power of Failing Forward, not just with programs and ideas, but also with individuals. Can recall a specific time when you failed or took a calculated risk and failed which ultimately propelled you forward, either personally or in a specific mission?
Maj. Gen. Kelly: First, I failed a bunch of times. It wasn’t just once I failed, I failed quite often and I make mistakes a lot. I think all of us do. First and foremost, I think as an Airmen and leaders, we all have to recognize and understand that.
I can recall when I was a captain and I had a program I was in charge of, I was sort of a section chief of a program. And I had I had a three-star general stand in front of me, asking me questions. I was really excited about my program and I was really proud and convinced that everything I was saying was true. In the middle of me explaining, the general kept asking me questions and I felt like I could never get my answer out. So, I think I said, “Sir, if you’d let me finish, I’ll be able to tell you,” to which he turned and looked at me and said, “You don’t understand the questions I’m asking. You need to listen before you respond.” I felt like a big failure. It was a dressing down in front of everybody, but he was right. I was so sure that I knew what I was doing that I wasn’t listening. I was already thinking about my answer before he finished his questions.
It hurt for a couple of weeks, I had a little sore spot in my brain and my soul. But, you know, it made me understand that I needed to listen better and to know that I wasn’t going to be the only one with good ideas. It served me well as I went forward. I was lucky that particular general took it well and didn’t use it as a permanent failure experience for me.
Airman Magazine: What did that experience teach you or influence how guided other Airmen through failures?
Maj. Gen. Kelly: It made me double down on the idea that failure is not the end. You can recover from failure and that failure is probably a good thing periodically. If we never fail, we probably don’t push the envelope far enough forward to be better than what we can be.
That certainly influenced me to say, look, others around you are going to fail, how you respond to their failures and what you do with their failures is going to help shape them. So, I make sure they get the same opportunities I had to learn and grow. That’s really what became important for me out of that situation.
There’s been other times when I failed and that’s okay. I know we pushed the envelope and we got to where we needed to be and it didn’t quite work out, but we enjoyed the experience. It wasn’t very enjoyable for me when I had that first experience, but there have been other cases since then.
Airman Magazine: We have an intelligent force of high achievers who are afraid to fail and tend to try and solve problems on their own and believe failure can be a career killer. How do we move to a fail forward culture? Are the days of the one mistake Air Force behind us?
Maj. Gen. Kelly: I challenge that assertion. I don’t think we have a force of people who are afraid to fail or are risk averse. We are really blessed to have great talented Americans volunteer to come serve in our United States Air Force and in our Space Force. When we get them and they have that enthusiasm and they’re being innovative and they’re going forward and they’re failing, how we react to their failure will tell us whether they’re going to be risk averse or not.
If little mistakes are treated the same way as crimes or large mistakes, then I think you’re going to get a risk averse force. Periodically, we’ve probably had ourselves there. I don’t think we’re one mistake Air Force, I think we’re pretty mature in understanding that. But at the same token, I think we’re a force that says you have to learn from the mistakes you’ve made. Repeated failures or repeated mistakes for the same things isn’t something we can have. Because eventually, those repeated mistakes are going to translate to actual combat and an actual battlefield.
Airman Magazine: Is there anything else you’d like to add?
Maj. Gen. Kelly: It’s an exciting time for the Air Force. This idea that we have to make the force as a whole raise our acumen if you will, on what does it mean to be an Airman? What does it mean to be in the United States Air Force or United States Space Force? How do we build better leaders? How do we build a more lethal force for what is going to be required in the future? It’s an exciting time for us. I believe there’s lots of good thinking going on, there’s some great innovation and it’s a time to make a difference, so I’m excited to be part of it.
The following is a statement from acting NASA Administrator Robert Lightfoot on the passing of John Young, who died Jan. 5 following complications from pneumonia at the age of 87. Young is the only agency astronaut to go into space as part of the Gemini, Apollo, and space shuttle programs, and the first to fly into space six times:
Today, NASA and the world have lost a pioneer. Astronaut John Young’s storied career spanned three generations of spaceflight; we will stand on his shoulders as we look toward the next human frontier.
John was one of that group of early space pioneers whose bravery and commitment sparked our nation’s first great achievements in space. But, not content with that, his hands-on contributions continued long after the last of his six spaceflights — a world record at the time of his retirement from the cockpit.
Between his service in the U.S. Navy, where he retired at the rank of captain, and his later work as a civilian at NASA, John spent his entire life in service to our country. His career included the test pilot’s dream of two ‘first flights’ in a new spacecraft — with Gus Grissom on Gemini 3, and as Commander of STS-1, the first space shuttle mission, which some have called ‘the boldest test flight in history.’ He flew as Commander on Gemini 10, the first mission to rendezvous with two separate spacecraft the course of a single flight. He orbited the Moon in Apollo 10, and landed there as Commander of the Apollo 16 mission. On STS-9, his final spaceflight, and in an iconic display of test pilot ‘cool,’ he landed the space shuttle with a fire in the back end.
I participated in many Space Shuttle Flight Readiness Reviews with John, and will always remember him as the classic ‘hell of an engineer’ from Georgia Tech, who had an uncanny ability to cut to the heart of a technical issue by posing the perfect question — followed by his iconic phrase, ‘Just asking…’
John Young was at the forefront of human space exploration with his poise, talent, and tenacity. He was in every way the ‘astronaut’s astronaut.’ We will miss him.
For more information about Young’s NASA career, visit:
ISIS terrorists recruited from western countries like the US and UK always kept their distance from each other because of the threat of drone strikes, according to a captured member of the terror group.
Parvez left the UK to join ISIS in 2014 but was captured in Baghuz, the final ISIS bastion in Syria, according to the BBC. The government has stripped him of citizenship.
In an interview from prison he described the extreme fear among western members about being killed by drones.
An MQ-1 Predator drone over southern Afghanistan.
“So, people wouldn’t want to be associated with one another just in case.”
“Because we didn’t actually have the list of who’s on the drone list or not. So we’d really be scared of, OK, this guy might be, and this guy might be.”
“So it’s better I just keep to myself,” he said.
A number of key ISIS figures have been killed in drone strikes.
They include media director Abu Anas al-Faransi in March 2019, British ISIS fighter Mohammed Emwazi, known as “Jihadi John,” in December 2015, and British defector Sally Jones in October 2017.
Parvez also told BBC reporter Quentin Sommerville that he regrets joining, wants to come home, and never knew the “realities” of being part of ISIS.
“I didn’t know there was something waiting for me like that so most of the foreign fighters, when you do talk to them, the first thing they say to you is that we would never ever have come if we had known the realities of ISIS,” he said.
“There was many times where I thought ‘time to pack up and leave,’ and there’s many times I did try to pack up and leave but the reality was that it wasn’t as easy as it sounds.”
General Mazloum Kobani, the commander-in-chief of the Kurdish-led Syrian Democratic Forces, said that his forces liberated the last ISIS stronghold in the village of Baghuz, ending the terror cell’s presence in Syria.
ISIS is still active in Iraq, and parts of Africa.
The author served as a Navy Corpsman with Marines in Sangin, Afghanistan.
The primary mission of a U.S. Marine infantry rifle squad is to locate, close with and destroy the enemy by fire and maneuver or to repel the enemy’s assault by fire and close combat. This mission statement is branded into each infantryman’s brain and consistently put to practical use when the grunts are deployed to the front lines.
In the event a Marine infantry squad takes enemy contact, the squad leader will order the machine-gunners to relocate themselves to an area to return fire and win the battle for weapon superiority. The squad leader will also inform his fire team leaders of the situation and they’ll deploy their two riflemen and SAW (Squad Automatic Weapon) gunner to a strategic area — getting them into the fight.
Once they have a fix on the enemies’ position, they’ll call the mortar platoon to “bring the rain.”
At literally the flip of a switch, troops go from having a cold weapon system to knocking a fully automatic weapon, bringing death to the bad guys at the pull of a trigger.
This sounds super cool, right? Well, it kind of is when you’ve experienced the situation first hand. We understand that having a fully automatic machine gun gives troops a commanding advantage, but when you look at how ground pounders are trained to fire the weapon system, the rate of fire nearly mirrors that of an M4’s after a few bursts.
They can get trigger happy
For the most part, grunts love to take contact from the enemy when they are locked and loaded. When you’ve trained for months to take the fight to the enemy, nothing feels better than getting to fire your weapon at the bad guys. However, it’s not uncommon for machine-gunners to squeeze their triggers and fire off more than the recommended four to six rounds.
We’d also like to add that the feeling of sending accurate rounds down range is fun as f*ck! Unfortunately, infantrymen often lose their bearing and keep the trigger compressed and end up wasting ammo.
Negligent discharges can be worse
Most times, a negligent discharge means you accidentally fired one round from your rifle or pistol. For a troop carrying a fully automatic weapon, the negligent discharge can be much more violent and dangerous. Instead of firing off one round accidentally, you can fire two or three.
We understand that the M16 has both semi-automatic (one round at a time) and burst (three shots at a time) firing capabilities. But it’s more unlikely you’ll ND on the burst setting than the semi-automatic one.
Remember when we said troops can get trigger happy? Hopefully, you do, because we just mentioned it a few minutes ago. When grunts do get trigger happy, their weapons systems can overheat. To combat the overheating, troops must change out their barrel in order to stay in the fight.
Which takes precious firefight time that you won’t get back.
It can lower accuracy
Machine guns are very, very powerful weapons. They can kill the enemy positioned beyond the maximum effective range of an M4 and M16. Sounds awesome, right? Well, it is.
Unfortunately, since they are very powerful, when the mobile operator fires the weapon, the recoil will bring the rifle’s barrel up and off target. This mainly happens when the ground pounder gets trigger happy. In a firefight, mistakes need to be kept to a minimum or people can die.
President Xi Jinping said China will “fight the bloody battle against our enemies” in a speech on March 20, 2018, striking a nationalistic and hawkish tone.
In his closing speech of the country’s annual legislative meeting, Xi discussed the benefits of China’s socialism, the Belt and Road initiative, and a string of domestic policies, zeroing in on Hong Kong and Taiwan.
“We are resolved to fight the bloody battle against our enemies … with a strong determination to take our place in the world,” Xi said, according to CNN.
Xi also said any separatist action to seek independence in these territories would be doomed to fail.
“The Chinese people have strong determination, full confidence, and every capability to triumph over all these separatist actions. The Chinese people and the Chinese nation have a shared conviction which is not a single inch of our land will be and can be ceded from China,” Xi said.
While it was not clear if China’s president was referring to any particular incident, state-run media one day earlier threatened “military pressure” and drills would resume if US and Taiwanese officials began visiting one another under the new Taiwan Travel Act.
China considers the self-ruled, democratic island to be a province of China that will one day be reunified with the mainland. Beijing refuses to have diplomatic relations with any nation that treats Taiwan as a country, and relations between China and Taiwan worsened since Tsai Ing-wen, Taiwan’s independence-leaning leader, became president in 2016.
Xi, who oversees all Taiwan affairs, also focused on reunifying Taiwan and China during a major speech to the Communist Party in 2017. Analyzing that speech, some experts estimate that Xi’s is hoping for reunification by 2050 — by peaceful means, or by force, if necessary.
In 2013, Xi said the issue needed to be resolved, and couldn’t be passed on “from generation to generation.” Even still, Taiwan has noticed a tougher stance coming from Xi of late as he begins to focus on his goal of “national rejuvenation.”
Xi also focused on increasing the “national identity” and patriotism of citizens in Hong Kong and Macau.
On March 20, 2018, Human Rights Watch issued a report on plans for Hong Kong legislators to discuss a law that criminalizes the insulting of the Chinese national anthem. The punishment for those who alter the lyrics, score, or sing in a derogatory manner, could be up to three years in prison.
“Hong Kong Chief Executive Carrie Lam has played down fears the bill could be politicized, saying it merely aims to encourage ‘respect’ for the anthem. Yet she has not acknowledged citizens’ concerns about forcing their political loyalty to Beijing, or how mainland authorities’ frequently jail people for peaceful criticism,” Maya Wang, Human Rights Watch’s senior researcher on China.
“Enacting this law will merely remind Hong Kong people just how tenuous their rights to free speech are.”
An excerpt of Xi’s speech:
“We will continue to implement One Country, Two Systems principle: Hong Kong people governing Hong Kong, Macau people governing Macau, and a high degree of autonomy in the Special Administrative Regions (SARs). We will continue to stick to the constitution and basic laws in governing the two regions and support the SARs and its chief executives in implementing its functions and supporting Hong Kong and Macau in integrating into the larger picture of the country.
We will continue to strengthen and foster the national identity and patriotism of people in Hong Kong and Macau SARs and maintain long-term stability and prosperity in Hong Kong and Macau SARs.
We should continue to stick to the One China principle, 1992 consensus, advance the development of cross-strait relations, and expand the economic and cultural exchanges between the two sides. By doing so, we will make sure that people both in Taiwan and the mainland will share in the development and improve its well-being and also advance the unification of the country.
We should safeguard the sovereignty and territorial integrity of the country and achieve full reunification of the motherland. This is the aspiration of all Chinese people and this is also in line with the fundamental interests of the Chinese nation. Faced with this very important question of our nation and history, any action that aims to separate the country is doomed to fail.
And these separatist actions will be met with the condemnation of the people and the punishment of the history. The Chinese people have strong determination, full confidence and every capability to triumph over all these separatist actions. The Chinese people and the Chinese nation have a shared conviction which is not a single inch of our land will be and can be ceded from China.”
Leland Diamond joined the Marines in 1917 at the age of 27 to fight World War I. Diamond made a name for himself during that war as a Marine’s Marine. He was known for walking around without his cover, wearing his dungarees most places he went, and for having a loud and dirty mouth.
His uniform violations and occasional lack of courtesy were overlooked because of his conduct on the battlefield. He shipped to France as a corporal and fought at famous World War I battles like Belleau Wood and St. Mihiel. He earned his sergeant stripes and took part in the occupation of Germany before returning to the states and getting out.
He spent just over two years as a civilian, but the lifestyle didn’t suit him, so he returned to the Corps in 1921.
Diamond and his unit were sent to Guadalcanal to help in the fight against the Japanese and the then-52-year-old proved his reputation. When a Japanese cruiser was spotted in the waters around the island, Diamond decided to engage it.
While a lot of legends surround the event, including the possibility that Diamond attacked it on a bet or that he landed at least one round straight down the enemy smokestack, historians agree that Diamond engaged the ship.
Japanese cruisers in World War II displaced between 7,000 and 9,000 tons and packed dozens of guns. Diamond was armed with a mortar tube and decades of combat experience.
Guess who won?
Diamond engaged the ship with harassing fire from his mortar. The ferocity and accuracy of his assault spooked the Japanese who withdrew despite the fact that it sported armor, cannons, and a large crew to counterattack with.
The old master gunnery sergeant was lauded for his actions but was still withdrawn from the fight a short time later. “Physical disabilities” resulted in the Marine being evacuated. After a short recovery in New Zealand, Diamond attempted to get back to his unit by getting orders on a supply ship to Guadalcanal.
By the time he arrived, the unit had left and he had to hitchhike his way to Australia. The Corps transferred him home soon after and assigned him to the training of new Marines, first at Parris Island and later at Camp Lejeune.
Violent jihadism as a governing ideology has been a significant feature of the global scene for nearly two decades.
There are certainly differences between say, the nature Al Shabaab’s control over Somalia in the early 2010s, the Taliban state’s governance of Afghanistan from 1996 until the US-led invasion in 2001, and ISIS’s “caliphate” in the present day.
But militant groups spurred by a combination of religious radicalism, violent disenchantment with the existing state system, revisionist philosophies of Islamic history, and a rejection of secularism and Enlightenment value systems have morphed into territorial political units with alarming frequency in recent years.
One such instance was in Mali in early 2012, when jihadists piggybacked on a long-simmering Tuareg autonomy movement — itself empowered by the collapse of Mali’s government in the wake of a shocking military coup — in order to take control of several population centers in Mali’s desert north. Among them was Timbuktu, a legendary center of trade and Islamic scholarship.
The jihadist occupation of Timbuktu was brutal but thankfully brief: In early 2013, a French-led coalition liberated the city after 10 months of militant control. Now, the rule of Al Qaeda-allied militants over the city is the topic of what might be the important movie of the past year.
The hypnotic and visually overwhelming “Timbuktu,” the work of Mauritanian director Abderrahmane Sissako and an Oscar nominee for best foreign language film, is an intimate and terrifying inquiry into one of the defining authoritarian ideologies of the 21st century, as told from the perspective of the people who are actually suffering under its yoke. (The film is currently playing in New York and LA and will open in various other US cities in February and March.)
US movie audiences have usually met jihadists through the lenses of American sniper rifles, or lying prone in front of CIA interrogators. “Timbuktu” is hardly the only movie that’s portrayed them as political and social actors. “Osama,” a multi-national production about a girl living in Taliban-ruled Afghanistan that won the 2004 Golden Globe award for best foreign-language film, and Iranian director Moshen Makhmalbaf’s highly regarded “Kandahar,” about a Afghan woman who sneaks into Taliban Afghanistan to try to stop her sister from committing suicide, succeed in giving viewers a first-hand look at the societies that jihadists create and the horrors this visits upon the people trapped in them.
In the wake of ISIS’s takeover of a Belgium-sized slice of the Middle East, “Timbuktu” has more immediate resonance than either of those films. The movie opens with a pickup truck of fighters flying a black flag nearly identical to ISIS’s. As the opening credits roll, the fighters eviscerate a row of traditional figurines in a hail of machine-gun fire.
But the firmest sign that jihadist rule is something external, alien, and deeply unwanted comes in the next scene, when gun-toting fighters enter a mud-brick mosque without taking their shoes off. They tell the imam that they have come to wage jihad. The imam replies that in Timbuktu, people wage jihad (which has the double meaning of spiritual reflection and self-purification, in addition to earthly holy war) with their minds and not with guns.
The next hour and a half is a grisly survey of what happened when this 1400-year-old precedent was inverted.
The jihadists ban music — one of the most celebrated aspects of Malian culture — and then whip violators in public. They ban soccer, and then break up a group of children miming a game in silent protest. The jihadists speak a smattering of local languages and broken Arabic; their leader bans smoking only to sneak cigarettes under the cover of the town’s surrounding sand dunes.
In one of the more illustrative scenes, a female fish seller is told by one jihadist that women can no longer appear in public without wearing gloves. She explains to him that she can’t work unless she’s barehanded and then dares the fighter to cut her hands off on the spot.
In “Timbuktu,” the jihadists are power-tripping, thuggish and hypocritical. They are in the city to create a totally new kind of society and revel in their own insensitivity to local concerns.
But crucially they are not entirely outsiders, and some of the film’s most affecting scenes involve a Tuareg who joins with the jihadists occupying the town, a reminder that there are local dynamics at play. Just as importantly, the film hints at the context of state collapse and social chaos that allowed the jihadists to take over in the first place.
The movie’s primary narrative follows a Tuareg herder who accidentally kills a fisherman from a different ethnic group during an argument over his cows’ access to drinking water along a disputed riverbank. The film’s central conflict encapsulates the unresolved questions of ethnicity and resources that kept northern Mali in a state of crisis that the jihadists later exploited.
The herder’s treatment at the hands of Timbuktu’s new overlords depicts the imposition of an an outside ideology. But the killing is itself is a pointed example of how social turmoil can feed into a violent, totalitarian mania seemingly without warning. It harkens back to ISIS’s swift takeover of Iraq this past summer, a national-level instance of the dynamics that “Timbuktu” manages to boil down to an intimate, dramatic scale.
“Timbuktu” has a happy ending. Even if it isn’t part of the movie, the city was eventually liberated from jihadist control. The film depicts a now-extinct regime.
But the nightmare of “Timbuktu” is far from over. The liberation of the areas that ISIS rules will come at some indeterminate future date, and parts of Afghanistan, Yemen, Somalia, and Nigeria are still under the control of extremists whose ideologies are not categorically different from what appears in the film.
“Timbuktu” is maybe the best cinematic depiction ever made of what millions of people around the world are suffering through.
For Megan Dursky, a registered nurse working in pediatrics in Cedar Rapids, Iowa, keeping perspective during COVID-19 has helped her perform to the best of her capabilities.
“When I do get scared – I think about how I would hope my child/nephew/niece would be taken care of when they are ill,” Dursky said. “What sort of treatment would I want for them? I then try to provide that for my patients.”
Megan and her husband, Trevor. Photo courtesy of Megan Dursky.
Dursky, whose husband Trevor serves in the Iowa National Guard, shares that when she first heard about the novel coronavirus, it seemed far away.
“Like many Americans, I did not think it would affect me personally, especially since I live in a rural area of the United States. I brushed it off for the most part and went about my normal routines of life. As I started to hear about how it was affecting Italy and began reading and seeing pictures of healthcare providers there — I started feeling uneasy — fearful of the unknown or what was to come.”
Almost immediately, Dursky began noticing changes in her day-to-day protocols at work.
“Things began to change in my workplace on a daily, and sometimes hourly, basis,” she shared. “Some of us wore paper masks while conducting patient care — others thought this was maybe a little over the top. We began to have daily, sometimes twice daily huddles to discuss new guidelines/procedures to implement. My work inbox began to fill with COVID-19 updates and our patients’ families began calling with questions regarding the outbreak. Things really sunk in when positive COVID-19 cases began to pop up locally in our communities and further PPE and protocols were put into place. By this point, our office was in the process of establishing a specialized clinic to receive patients with possible COVID-19 symptoms.”
Dursky, left, in PPE. Photo courtesy of Megan Dursky.
While the threat of insufficient PPE looms and seeing stress on her co-worker’s faces happens more regularly, Dursky admits that working with families has sustained her in such an emotional and uncertain time.
“My favorite part of being a nurse is connecting with my patients and their families,” she said. “A high point for me is being able to educate them on ways to protect their families, keeping them as healthy as they can be during this difficult time. Providing reassurance that we will be available in the clinic to take their calls and questions; even as other services of the community are shutting down.”
While the nature of her job is to reassure the community, the thought of work coming home with her is never far from Dursky’s mind.
Megan and Trevor Dursky with their family. Photo courtesy of Megan Dursky.
“I’m fearful of contracting the virus myself and bringing it home to my family,” she shared. “Trying to serve patients while protecting those closest to me in my home. Every time you grab a door handle and then rub your forehead without thinking only moments later, have you just made a potentially life-changing mistake?”
Through it all, she says that nurses are truly there for patients.
“Without you — we would not be essential,” she said. “A smile from my patient can clear the day’s troubles from my mind and make everything we do worthwhile.”
We Are The Mighty will be featuring different heroes on the front lines of the battle with COVID-19. From health care workers to teachers, kind neighbors, grocery store employees and other mission essential personnel, if you know someone going above and beyond, please email us to feature them: firstname.lastname@example.org.
Memorial Day is often a conflicting moment for those of us with friends or loved ones who were killed during military service. Traditionally, the three-day weekend has been celebrated in America as the unofficial summer kick-off — a time for sales events and parties.
For those of us who remember the fallen, however, the weekend is bittersweet. Some honor it with service while some prefer solitude. Others gather with friends to celebrate the lives of lost companions.
With COVID-19 numbers remaining dangerously high (at the time of publishing, the CDC reports 1,551,095 total U.S. cases — 22,860 new cases compared to the day before — and 93,061 total deaths — 1,397 new dates compared to the day before), it still isn’t safe to pay tribute the way we might prefer.
Here are some ways to honor the holiday during the quarantine:
(Let this double as your weekend safety brief; while states are slowly reopening and we can go out, it isn’t necessarily safe to do so — and while we all feel invincible, let’s remember the military core value of putting others before ourselves, lest we risk becoming an asymptomatic carrier who exposes someone at risk to a fatal infection.)
Salute Across America will be a first-of-its-kind live stream honoring fallen service members. Prominent veteran companies such as Kill Cliff, Combat Flip Flops, Nine Line Apparel, Grunt Style and many more are joining forces to send a message of gratitude for those who have defended our freedoms while promoting togetherness during this time of isolation.
During the live stream, New York Times Best Selling Author John Brenkus will be joined by influencers and celebrities including NFL Hall of Famer Ray Lewis, MMA Legend Randy Couture, actors Donnie Whalberg and Jenny McCarthy, Bruce Arians, Dan Quinn, Nate Boyer, Jay Glazer, Rich Salgado and musicians Ryan Weaver, Tim Montana, Joey McIntyre, Ted Nugent and Jesse Hughes.
Viewers will have the opportunity to simply click a link and make a donation. Likewise, the Salute Across America webpage will have links to the military charities supported by the companies behind this initiative in an effort to drive awareness and donations for some incredible non-profits doing great work to support our troops, including the Navy SEAL Foundation.
The Murph Challenge is an annual fundraiser that raises funds for the LT. Michael P. Murphy Memorial Scholarship Foundation in honor of Mike Murphy, a U.S. Navy SEAL and Medal of Honor recipient who was killed in action on June 28, 2005.
This Memorial Day tradition will continue on May 25, 2020, where participants are invited to complete the Crossfit Hero WOD (workout of the day) ‘MURPH’ then return to TheMurphChallenge.com to submit their ‘MURPH’ time and compare their achievements with those of others around the world. All times will be displayed on a worldwide leaderboard and the top five men and top five women will be recognized for their efforts.
Since 2014, the foundation has raised over id=”listicle-2646068043″,000,000 in addition to bringing the community together to push each other and pay tribute to LT. Michael P. Murphy.
Team Rubicon has been actively responding to the COVID-19 pandemic by launching initiatives to help local communities. Called #NeighborsHelpingNeighbors, Team Rubicon volunteers have activated to meet the needs of their communities through safe individual acts of service.
“During this time of the COVID-19 crisis, many people are unable to access and afford their most basic needs, including food. Team Rubicon and Patient Advocate Foundation have partnered to provide emergency food assistance to those who have cancer, Multiple Sclerosis or Rheumatoid Arthritis, and have been affected by COVID-19.
Most military veterans took their oath to serve because they felt the call to take action and help others. Finding “service after service” is healing and therapeutic for vets — and Memorial Day is a perfect time to answer the call once more.
The greatest beer run in the history of beer | Drink Like a Sailor
Stoke the fire, grill or cook up your favorite summer foods, and jump on a Zoom or Google Hangout with your friends. Memorial Day is about remembering the fallen and raising a glass in their honor. The act of cooking or grilling is a great way to pass the time — and talking with friends is a cathartic experience for anyone grieving a loss.
Talk about the people you lost. Share their stories online. Acknowledge how it feels to miss them. Take comfort in the virtual company of your friends.
You’ve been eating enough microwave food — give yourself the gift of a home-cooked meal and enjoy.
5. Go to a Drive-In Movie
Parks, trails and beaches sound great after you’ve been cooped up inside, but face masks and the aerosol range of potentially contagious partiers really puts a damper on the experience. Still, if you’re craving an experience out of the house to boost your mood, find a local outdoor movie theater and catch a flick.
Drive-In Movie Theaters are making a comeback with safety restrictions in place to help protect people. Viewers remain in their vehicles, which are parked further apart. Anyone entering restroom facilities must wear masks and most locations are limiting the number of people allowed in the restroom at any given time.
This makes a great date to enjoy with anyone you’ve been sheltering in place with. It’s also an opportunity to park near your buddies and either live-text or zoom together from car-to-car. The shared experience and change of pace can give you just the kind of morale boost you’ve been craving.
6. Donate to your favorite veteran non-profit organization
Many nonprofits are working hard to stay afloat and continue their initiatives. If you have money to spare, consider making a contribution to causes you believe in. If you’re also hurting financially, share their content online and show your support.
We’re going to be separated for a while longer — but that doesn’t mean we’re alone. Whatever you do this Memorial Day weekend, reach out to your friends, take care of each other and stay safe.
Veterans Day isn’t just a day to pause and reflect on the great sacrifices that troops have made in the name of this great country. It’s also a day of celebration and a moment for troops and veterans to take in the gratitude of the American people.
So, businesses across the country offer some sort of deal to anyone with a military ID, uniform, or veteran apparel, like a campaign cap. Sure, a free order of chicken wings might not be a fair trade for all that veterans have done for us, but it’s greatly appreciated nonetheless.
To help you properly celebrate Tactical Thanksgiving, we’ve put together a little guide here to make sure you don’t miss a spot on your tour of appreciation. Put the following places on your list and get ready for deals — all for the low, low price of just the gas in your car.
This list highlights types of businesses you should check out. For a list of specific spots that have officially announced Veterans Day discounts or freebies ahead of time, look here. Keep in mind, this list isn’t comprehensive and discounts may be subject to availability, but it’s definitely worth a read.
Make sure to adjust your schedule to account for a free breakfast, lunch, dinner, second breakfast, supper, late-afternoon snack…
Restaurants all over the country offer Veterans Day discounts — and that’s amazing. Most places you’ll go to will have little ways of making their meals more patriotic, too, like Red, White, and Blue Pancakes at IHOP or a burger adorned with a little American flag toothpick.
While the more well-known, chain restaurants are often able to take the financial hit of offering free meals, they might be extremely crowded — like, 2-hour-wait-times crowded. Meanwhile, the smaller, locally-owned spots may offer something smaller, like a free side, but you’ll likely get better service and a more personal “thank you.”
If you’re not the type to enjoy small talk during a haircut, at least it’s better than giving yourself a free haircut.
Getting a really good haircut isn’t cheap. And the places that offer a cheap chop typically aren’t all that good. For one day of the year, at least for veterans, this decision is made much easier, as even the good places offer their services for extremely low prices — some even offer free cuts.
What’s nice about getting a free haircut — in contrast to most other things on this list — is that when you let your barber know that you’re a veteran, it actually initiates a conversation. It’s much more personal than a quick thanks and a line item on the receipt.
If you’re in the Chicago area, I highly encourage you to take a visit to the National Veterans Art Museum. Every exhibit in there is made by our brothers- and sister-in-arms.
(National Veterans Art Museum)
Plenty of museums are free for veterans year round. Those that aren’t, however, typically offer free admission on Veterans Day.
If you look through the pamphlet of most any history museum, you’ll likely find that warfare is a central theme. And when you look deeper into most of the paintings in art museums, you’ll see that many of the beautiful pieces, adored by critics and enthusiasts alike, were created by veterans.
What better way to honor a fellow veteran’s work than by spending the day admiring some of it?
They always put on an amazing show for the troops and veterans at Disneyland on Veterans Day.
(Screengrab via 1st Marine Division Band)
Amusement parks and casinos
Many amusement parks close their gates around Labor Day — but some use Veterans Day as their final celebration of the year. This is perfect for veterans with kids or grandkids as it’s a way for the kiddos to enjoy the benefits of their service.
Or, if you’re not excited by cartoon mascots dancing around, know that most casinos on Veterans Day offer free cash credits for veterans. If you play your cards right (literally), you can take that free money walk away. Or just play one or two games and walk out with the remainder. Whatever floats your boat.
Nothing says “thank you for your service” better than a free beer or five.
Your favorite bar
When the day comes to a close, there’s no better way to end a day of celebration than with a nice, hard drink. Head down to your local bar and you can probably get a free drink — either from the bartender or other patriotic patrons.
This one isn’t ever written down as an official thing, but it’s mostly agreed upon that bars will give veterans a free drink or two on Veterans Day.
Jumping from a perfectly good airplane is inherently dangerous, even for qualified Army Airborne personnel. Why someone would fake their way into jumping without being certified or trained is anyone’s guess, but there was Staff Sgt. Joshua Stokes in August 2014, making the jump. Somehow, he landed like a paratrooper, and no one would figure out his entire Army life was a sham.
Not yet, anyway.
Stokes was on his way to a staff position at his battalion headquarters when his company’s Air NCO noticed something was off about his Airborne Graduation Certificate. His was the only one in the entire 82d whose name wasn’t printed in all caps. It was just the first in a long line of falsified documents that Stokes had in his service record. The Air NCO wasn’t going to let it go. When Stokes wouldn’t produce the paperwork for his parachutist badge, he called Fort Benning’s Airborne School.
That’s when the 82d Airborne discovered Staff Sgt. Joshua Stokes had never attended Airborne School. And the long effort to unravel all of Stokes’ false records began. It wasn’t only that he wasn’t jump qualified. There was much, much more, according to an Army Times story from 2018.
A U.S. Soldier jumpmaster, assigned to the 82nd Airborne Division instructs Paratroopers from various units during pre-jump training at Pope Army Airfield, N.C., Aug. 7, 2019. Paratroopers perform routine airborne proficiency training to maintain their skills and keep readiness alive.
(U.S. Army Photo by Sgt. Gin-Sophie De Bellotte)
An Army investigation discovered the soldier had been sending false documents to the Electronic Military Personnel Office for almost as long as he’d been in the military. Some falsehoods were small, like claiming to have attended Sniper School and even being an instructor there for three years. Others were egregious, like claiming to have received the Purple Heart and Good Conduct Medal – for a time period before he was ever in the Army.
Stokes’ graduation certificate was dated for a Sunday, not a Friday as per Airborne tradition. HIs jump log lists dates of jumps he made when he was actually stationed with the 10th Mountain Division. He had never attended Sniper School, let alone work as an instructor. Stokes claimed to have finished Jump School, but he had never received jump pay. For all his denials, there are photos of Stokes wearing the Purple Heart in his dress uniform. Stokes’ Good Conduct Medal dates back to January 1992, when he was still in high school. He not only faked his way into the famed unit, he had faked his way through almost his entire Army career.
U.S. Army Paratroopers of the 82nd Airborne Division go through pre-jump safety procedures, Aug. 7, 2019, at Pope Army Airfield, N.C. During this procedure strong emphasis is placed on the way troops exit the Paratroop door to maximize their safety during the operation.
(U.S. Army Photo by Sgt. Gin-Sophie De Bellotte)
The real Stokes entered the military in the California National Guard with the name Asche before changing his name to Stokes. As Stokes, he entered active duty in May 2003. His first assignment was at Fort Drum with the 10th Mountain Division. His record shows he was a sniper then, but the Army’s Sniper School has no record of that. Army investigators found that at least ten false documents had been added on a single day in 2007.
Army Times found Stokes on Facebook and reached out for comment, but none was forthcoming. The Army confirmed with Army Times that Stokes was administratively separated from the Army sometime between the start of the investigation and the writing of the Army Times story, but could not explain why, as those records are protected by privacy laws. One thing is for certain, the Army believes Stokes falsified all the questionable documents and added them to his record on his own.
China is working on a third aircraft carrier, one expected to be much more technologically advanced and powerful than its predecessors, the Department of Defense said in its new report on China’s growing military might.
China has one carrier — the Liaoning — in service with the People’s Liberation Army Navy. Formerly a Soviet heavy aircraft-carrying cruiser, this vessel is the flagship of China’s navy.
China is believed to be close to fielding its second aircraft carrier, the country’s first domestically produced aircraft carrier. This new ship recently completed its fifth sea trial, and the Pentagon reported that this vessel will “likely join the fleet by the end of 2019.”
Type 001A, China’s first domestically produced carrier.
While based on the Liaoning, the second carrier is slightly bigger, creating the potential for a larger carrier air wing, most likely consisting of the J-15 “Flying Sharks,” with which the Liaoning sails. Like the Liaoning, the Chinese navy’s newest carrier will use a ski-jump-assisted short-takeoff-but-arrested-recovery (STOBAR) launch system to sortie aircraft.
Incorporating this new aircraft carrier into the fleet will be a major milestone, but that achievement may be overshadowed by a more impressive achievement in just a few years, the Department of Defense said in its latest report.
“China began construction of its second domestically built aircraft carrier in 2018, which will likely be larger and fitted with a catapult launch system,” the Pentagon said in its annual report to Congress on military and security developments involving China. “This design will enable it to support additional fighter aircraft, fixed-wing early-warning aircraft, and more rapid flight operations.”
Catapult launch systems are much more effective than the ski jumps, which tend to put greater strain on the aircraft and tend to result in reductions in operational range, payload size, and ultimately the number of flights the onboard aircraft can fly.
A J-15 taking off from Chinese aircraft carrier Liaoning.
“The new one is something that might be a little more interesting, a little more compelling,” Matthew Funaiole, a fellow with the China Power Project at the Center for Strategic and International Studies, previously told Business Insider. “If the third carrier does have some catapult-assisted launch system, that will be a huge step forward for China.”
“They would very quickly have moved closer to what current technology is,” he added. “That’s something that very few countries can do. That would put China in a very elite status.”
It is unclear if the catapult launch system will be steam-powered, like those on the US Nimitz-class carriers, or electromagnetic, like the catapults on the Ford-class carriers. It is also unclear whether or not the new Chinese carrier will be conventionally powered or nuclear-powered, like those of the US. China has expressed an interest in the latter, but the country may not have overcome the developmental hurdles to building one.
China is focused on building a world-class military, and a key part of China’s military-modernization program is building power-projection platforms, such as increasingly capable aircraft carriers. The country still has a ways to go to catch up to the US Navy, which has 11 modern aircraft carriers in its arsenal.
China’s third carrier is expected to be completed and operational by 2022.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.