On Aug. 29, 2019, two US Air Force B-2 stealth bombers trained with the Royal Air Force’s F-35B jets, the first time a B-2 has flown with non-US F-35 aircraft, according to The Aviationist.
The B-2s are part of a team of three Spirit stealth bombers from Whiteman Air Force base in Missouri that have been deployed to RAF Fairford in Gloucestershire.
The three B-2 Spirit bombers bring with them airmen from the 509th Bomb Wing and the 131st Bomb Wing of the Missouri Air National Guard. The Spirits used the call signs Death 11, Death 12, and Death 13 when they left Whiteman, The Drive reports.
B-2s are generally kept at specific bases, including Fairfoird and Whiteman, partly because only a few bases have the necessary capacity to protect the bomber’s radar-absorbing stealth covering. But the US military has increased its presence in Iceland as a deterrent to Russian aggression.
Read on to learn more about Aug. 29, 2019’s historic flight.
UK F-35 Lightning fighter jets conduct integration flying training with US Air Force B-2 Spirit stealth bombers for the first time, Aug. 29, 2019.
(US Air Force/UK Ministry of Defense)
Royal Air Force F-35 Lightning jets trained with US Air Force B-2 stealth bombers for the first time on Aug. 29, 2019.
A US Air Force B-2 Spirit, currently deployed to RAF Fairford in Gloucestershire, flies along the English coast near Dover with two RAF F-35 jets.
(US Air Force/UK Ministry of Defense)
“We’re delighted that the USAF and 501st Wing Bomber Task Force are here in the UK and that our F-35 Lightning pilots have the chance to fly alongside and train with the B-2 bomber crews,” Group Captain Richard Yates, chief of staff at the UK Air Battle Staff, said in a release. “This is the first time that any other country has done this.”
A US Air Force B-2 Spirit, currently deployed to RAF Fairford in Gloucestershire, flies above the English countryside near Dover with two RAF F-35 jets, Aug. 29, 2019.
(US Air Force/UK Ministry of Defense)
“This flying integration builds on the work of Exercise Lightning Dawn in Cyprus and the visit of RAF F-35 Lightning to Italy in June, where in both cases it had the opportunity to prove itself among other NATO allies who also operate the aircraft,” Mark Lancaster, British armed forces minister, said.
When his father deploys, 9-year-old Davidson considers himself “man of the house” — it’s a role he’s filled eight times.
Davidson’s father, Dave Whetstone — the surname is a pseudonym for security reasons — is a Green Beret currently on his tenth deployment. Dave has deployed nearly every year of Davidson’s life, and each time, Davidson “puts on a brave face,” he said.
To help other military families also be brave, the father and son duo recently published a children’s book, “Brave for my Family,” written by Davidson and illustrated by Dave, with some proceeds going to military charities.
The book was released on Veteran’s Day under pen names to protect their identities, and recounts the family’s experience with one of Dave’s deployments after a life-threatening battlefield injury, recovery, and Dave’s return to war — all through Davidson’s eyes.
“Brave For My Family”
While deployed, Dave tries to stay in touch with his family, he said. In the past, he’s recorded videos of himself — reading bedtime stories, praying, etc. — for his wife, Elizabeth, to replay for their children.
“While Americans are grateful for the sacrifices service members make for our country, it’s the sacrifices they don’t see that are the hardest,” Dave wrote in an email.
Story behind the story
While deployed to Afghanistan in late 2013 — four days shy of Christmas — Dave was hit by a rocket-propelled grenade.
During the explosion, shrapnel pierced the Green Beret’s face and tore through the right side of his body. It missed his carotid artery by a few millimeters.
Meanwhile, in Massachusetts, the Whetstones were with family over the holidays and carried on with their lives, unaware the patriarch of their family was fighting for his.
After the blast, the Special Forces officer suffered life-threatening injuries. He was triaged on the battlefield, and subsequently airlifted to Germany and briefly hospitalized there.
From Germany, Dave returned to the United States and underwent multiple surgeries at the Walter Reed National Military Medical Center in Bethesda, Maryland, where he eventually stayed for three-weeks.
Once the Whetstones received the terrible news, they also flew to Washington, D.C., and were reunited with their soldier on Christmas, Davidson said.
Davidson — who was 3 years old at the time — writes about this moment in the book.
“My mom cried, and I was pretty scared my dad was going to die,” he wrote.
An illustration from “Brave for My Family.”
In the book, Dave’s illustration depicts this moment, too. The wounded soldier is in the hospital — he’s battered, with multiple wounds and bandages — but embraced his son.
To this day, the illustration is hard for Elizabeth to see without reliving the memory, she said, because the artwork looks so real.
Also on Christmas day that year, Dave and his family were greeted by then-Vice President Joe Biden. The former VP, who visited wounded troops and their families at the hospital, invited the Whetstones to his home for lunch — an offer they took him up on the following year.
As he recovered, Dave learned his close friend — while also deployed in Afghanistan — was killed in combat. Although he was on convalescent leave, Dave requested special permission to return to Afghanistan and complete his deployment.
The blast claimed the peripheral vision from his right eye, and left parts of the shrapnel lodged in his body. However, Dave doesn’t believe the scars of war are the most painful thing a soldier can experience.
“I have been wounded in combat, I have lost close friends,” Dave wrote. “But, for me some of the toughest pills to swallow are not being there for first words, first steps, first Christmases, first birthdays, and all of the moments that I’ll never see again. The hardest thing is watching my kids grow up in pictures.”
Father and son share their story
Years later — during the summer before Davidson started school — the father and son duo started the foundation for their book. Together, they decided to produce something “that could help kids not be scared if their parents deploy,” Davidson said.
“I know what it’s like to have your dad deployed to a scary place,” Davidson added.
For nearly two years, and in-between deployments, the pair would spend the Sunday afternoons they had, usually after church, being creative together, Elizabeth said.
An illustration from “Brave for My Family.”
“Creating the book was therapeutic for them both,” she added.
For Dave, drawing is a way to organize his thoughts, and a passion that dates back to childhood, he said.
“Illustrating Davidson’s story gave me a strong motivation to create meaningful representation of our family’s sacrifice and courage,” Dave wrote. “It also allowed me to spend time recalling and appreciating the details of our family’s experience, and come to terms with some things.”
Part of the proceeds from the book will go toward charities like the Green Beret Foundation and help support military families and wounded warriors.
“I can’t express how proud I am of my family, and how immeasurably blessed I am to have each of them in my life,” Dave wrote. “I am so proud of Davidson for writing this book. But, if I’m being honest, this is only a snapshot of his talents and passion as a good young man.”
Many military service members and veterans have significant amounts of experience initiating, planning, leading, and briefing missions. Missions that have completion dates, and deliver unique results, capabilities, goods, or services to the commander. Since this is the very definition of projects, endeavors that are temporary and unique, it follows then that many military service members and veterans have significant amounts of project management experience.
The trick is translating it, as in our above example of mission and project.
service members and veterans can use the Project Management Body of Knowledge and the PMP Examination Content Outline (PMPECO) documents to translate their Military experience into a language that civilian hiring managers understand, value, and hire for. This article describes how.
When we write a mission up as a project, i.e. create a project description, it needs to be complete so it is more meaningful. What I mean is that we need to construct the project description with five or six full sentences, each describing one major project activity per process group. Examples of project activities we can use are found in the PMPECO, with each arrayed to its respective process group.
A soldier with the 110th Composite Truck Company, attaches a trailer to a vehicle as evening falls on Sept. 13, 2018. Soldiers worked into the night preparing vehicles for rapid deployment to hurricane-affected areas along the American East Coast.
Each project description needs to be concise; it should fit nicely within 550 characters or less, to include spaces, so we can transfer it onto the PMP Exam Application at some point. Doing so allows us to sit for the PMP exam so we can ‘validate’ all of our mission experience with this universally accepted, sought after project management credential. Think NCOER, OCER, or FitRep-type statements here.
Each project description should be coherent, i.e. readable. These project activity statements should be sequenced according to their presentation in the PMBOK; starting with Initiating Process Group and moving through the Planning, Executing, Monitoring and Controlling, and Closing Process Groups. That walks the reader through the project start to finish. Furthermore, the verb tenses should agree; past tense led stays led throughout the description, not I lead this and I led that. It makes the reading easier.
The description should be precise, using the terms and concepts depicted in the PMPECO (and PMBOK). Commander becomes Sponsor; Mission Paragraph 2 becomes Charter; POAM (plan of action and milestones) becomes project schedule; Soldier, Sailor, Airman, or Marine becomes project team member; and foreign national becomes stakeholder.
They should also be accurate and personalized to the author’s experience. This can be done by counting the number of stakeholders involved in the briefings, or the types of risks analyzed and managed, or the total dollar value of the equipment purchased and shipped to units downrange. This quantification and qualification personalizes the statements to the authoring project manager.
Anything temporary and unique counts! Military, volunteer, recreational. Many veterans engage in volunteer activities, and these count as projects as well. Toys-for-Tots, command dine-ins, special event hosting on base, church functions, Scout trips and the like are just some examples. You want to document between 4,500 hours and 7,500 hours of experience leading and directing the project activities you see listed in the PMPECO. Doing so will qualify you to sit for the PMP or CAPM project management credentials, which ‘validates’ your experience because hiring managers know PMI saw it to approve you to take the exam.
Speaking of examples
Our first mission-to-project example is a weapons qualification event. The 542 character-long copy follows:
Obtained approval of Combat Marksmanship training event for USMC platoon and wrote Letter of Instruction as project charter.
Planned procurement of ammunition and developed schedule from event date backwards.
Acquired Corpsman, drivers, and range personnel as project team members.
Controlled risks through personnel monitoring and operating procedure compliance.
Closed project by cleaning up range, returning radios, arms, and vehicles, documenting shooter performance, and briefing the platoon and Battalion leadership on project results. It is sequenced, verb tenses agree, it is complete, accurate, and individualized, and it uses precise project management terms to root our military experience in.
The second example of a project description is a command inspection, and it too shows all process groups, is complete, and weighs in at 544 characters, to include spaces:
Developed charter for approval, to include inspection scope, reason, inspector(s), and inspected units. Defined scope by identifying the date, time, and location of the command inspection, and planned inspection of which units/elements/equipment when.
Sgt. Shuntaneque Greenwald, assigned to U.S. Army NATO Brigade, plots points on a map for night land navigation during the 2018 U.S. Army Europe Best Warrior Competition Aug. 16, 2018, at Grafenwoehr, Germany.
Managed stakeholders’ expectations through frequent communication with X key personnel during the planning and execution.
Controlled water, chow, and personnel formations, documented deficiencies during the inspection, and took corrective action.
Briefed commander on results and way ahead.
Our third and final example is extremely representative in today’s global environment, and helpful considering the nature of the prolonged Global War on Terror. It documents a fundamental military mission in the language of project management, a security patrol. In 368 accurate characters, we discuss it as Identified high-level risks and constraints for Charter inclusion and approval:
Planned personnel needs and equipment, and conducted risk planning.
Conducted project activities in accordance to schedule, logistics plans, and monitored and controlled risks; responding to triggered risks as planned.
Closed project through collected lessons learned and sponsor debrief.
The work civilian project management professionals, governing bodies, and academicians have done in the project management space has created a way for military service members and veterans to tell the story of their military experience in a language civilian hiring managers understand, value, and hire for.
We can use the PMBOK and the PMPECO to write up each temporary and unique mission as a project. When we aggregate these individualized, precise, accurate, coherent project descriptions, we have a resume full of project management experience.
And when we add the PMP or CAPM to this resume, it becomes validated in the minds of civilian hiring officials because they know PMI saw thousands of hours of project management experience before allowing to sit for the PMP or CAPM exam. Telling our military story in project management allows us to overcome one of the biggest challenges we will face during our transition.
This article originally appeared on G.I. Jobs. Follow @GIJobsMagazine on Twitter.
U.S. President Donald Trump has ordered the establishment of a space command that will oversee the country’s military operations in space.
Trump signed the one-page memorandum on Dec. 18, 2018, directing the Department of Defense to create the new command to oversee and organize space operations, accelerate technical advances, and find more effective ways to defend U.S. assets in space, including satellites.
The move comes amid growing concerns that China and Russia are working on ways to disrupt, disable, or even destroy satellites on which U.S. forces rely for navigation, communications, and surveillance.
The new command is separate from Trump’s goal to create an independent space force, but could be a step in that direction.
Speaking at the Kennedy Space Center in Florida, Vice President Mike Pence said: “A new era of American national security in space begins today.”
U.S. Vice President Mike Pence
(U.S. Air Force photo by Senior Airman Codie Collins)
Space Command will integrate space capabilities across all branches of the military, Pence said, adding that it will “develop the space doctrine, tactics, techniques, and procedures that will enable our war fighters to defend our nation in this new era.”
It will be the Pentagon’s 11th combatant command, along with well-known commands such as Central Command and Europe Command.
Space Command will pull about 600 staff from existing military space offices, and then add at least another 1,000 over the coming years, the Associated Press quoted an unidentified U.S. official as saying.
Its funding will be included in the budget for fiscal year 2020.
Most troops take it easy and try to finish up the last things on their checklists before leaving. For most of us, the final weeks of our military service meant it was time to clean gear, say farewells, and hand off duties to the next guy. Many other short-timers, however, mentally ETS well before crossing the finish line.
The last couple of weeks in the military are often treated as a gentle glide back into the civilian world, but some guys take it to the next level and nosedive into laziness while still wearing their uniform. If you’re looking to make the most of your lazy days, use these tips:
Just say you’re at CIF or you’re cleaning your gear for CIF. It’s enough of a pain in the ass that everyone will just accept it.
(Photo by Spc. Devona Felgar)
Do some next-level skating
This is one of the few moments in your military career where it’s perfectly acceptable to focus on you and what you’ll be doing for yourself after you’re out. In other words, treat yo’ self.
Sham, skate, and be lazy. After a long career in the service, you’ve earned it.
Then again, reminding staff duty that you’ve been gone is fun, too…
(Photo by Chief warrant Officer Daniel McGowan)
Remind everyone of your ETS date
There’s a practical aspect to this. Nobody wants to get calls from staff duty asking why you’re not there when you’ve been out for months.
So, be loud about it. Everyone in the unit should know that you’re almost at the finish line — and that they shouldn’t expect sh*t from you.
No more barracks haircuts for you!
(U.S. Army photo)
Start growing that civilian hairstyle
You can’t start growing that sick, veteran-AF beard just yet, but you can start growing your hair out.
It still needs to be within regulations, but nobody will bother getting in your face if it’s just barely acceptable.
Let some other unfortunate soul handle cleaning connexes.
Hot potato every one of your responsibilities
Before you’re gone, you’ll need to successfully hand off your responsibilities to your replacement. What better way to get them used to your workflow than by giving them all of your work?
Divert all work the expected of you from here on out. If you think about it, you’re really just helping the replacement.
Dental is unsurprisingly expensive in the real world. Get as much done as you can while you’re in.
(Photo by 1st Lt. Rashard Coaxum)
Spend all of your time at health and dental
One of the biggest regrets among veterans is not logging every single service-related pain and injury. If you get a nagging ailment it verified while you’re still in, it’s much easier to get taken care of later.
We know — this is a bit of legitimate advice in an otherwise humorous article. If you’re determined to simply waste time, swing by the aid station all day, every day.
The only hard part of the classes is staying awake.
(Photo by Staff Sgt. Rachel Kocin)
Actually go to out-briefing classes
The classes can be helpful and you will need to go for accountability reasons, but it’s entirely on you how much you care.
Put in enough effort and maybe take a few extra classes, just to be safe. Your leadership won’t want to stop you from trying to improve your odds in the civilian world.
We love movies! That’s why producers spend millions of dollars making them. Sometimes the films we watch are so compelling, audience members believe every moment that is spoon fed to them is the truth.
We’re all guilty of falling for it. Many movie goers get sold on the narrative as the story unfolds across the big screen — even to the point where the performances feel true to life — and the delicate line between truth and fiction becomes too thin.
So check out these military myths that Hollywood puts in their movies and want us to think actually happen — but don’t fall for it.
1. Vietnam veterans are crazy
Movies and TV shows love to feature characters that had tough military careers and reverted to drinking to suppress the memories. This does happen in real life from time-to-time, but not to everyone.
Most who served during that era use their military experience to propel themselves and inspire others.
2. You throw your clean cover after a military graduation
It’s a lot of work to not only find the cover you just flung into the air but clean the grass stains off too.
Does anyone have a tide pen? (Paramount)
3. Cinematic deaths
They just don’t exist — but we tip our hats to filmmaker Oliver Stone (an Army veteran) for capturing this epic movie moment in 1986s Platoon.
How many rounds do you think he took? (Orion Pictures)
4. That one guy who can save the day
In the military, you train as a team and you fight as one, as well.
The debate isn’t if one single person can save another’s ass during battle — that frequently happens.
What we call bullsh*t on is when that single motivator springs into action and becomes the final denominator and leads them to victory as the rest of his team remains pinned down and losing the fight.
They have the need for speed (Paramount)
5. No one gets concussions…ever
We’ve seen countless movies where people get blown up by various sources of explosive ordnance and seem to recover right away (just watch any 80s movie). Since we want to believe the good guys are as tough as nails, they will just brush off the injury and carry on.
Members of the House Veterans Affairs Committee called on the Senate on Dec. 20, 2018, to vote on the Blue Water Navy Vietnam Veterans bill before the legislative body heads home for the holidays.
During a press conference, committee chairman Rep. Phil Roe, R-Tenn., and Rep. Mark Takano, D-Calif., the ranking member and committee’s next chairman, pressed for a floor vote after an effort failed Dec. 19, 2018, in the Senate.
“There’s a joke that sometimes the enemy is not the other party, it is the Senate. They are not really the enemy, but they are being very difficult,” Takano said.
On Dec. 19, 2018, Sen. Mike Lee, R-Utah, blocked a move to pass the bill, the Blue Water Navy, Vietnam Veterans Act of 2018, by unanimous consent. Lee wants to wait for a Department of Veterans Affairs report, due out in 2017, on whether health issues diagnosed in Blue Water veterans actually are related to Agent Orange exposure.
U.S. Army Huey helicopter spraying Agent Orange over agricultural land during the Vietnam War.
“The brave men and women who have sacrificed so much for our country should undoubtedly get the medical care they need in connection with their service. But … it’s also our duty to ensure that this is done in a prudent and proper way with all the relevant information available to us,” Lee said, speaking on the Senate floor on Dec. 19, 2018.
Lee’s objection, as well as concerns by Sen. Mike Enzi, R-Wyoming, over the bill’s estimated .2 billion cost over 10 years, was enough to block the bill in the Senate, where lawmakers hoped to pass it by unanimous consent, which would not require a floor vote of all senators.
But House members, who passed the bill 382-0 in June 2018, proposed that the Senate hold a floor vote.
Roe admitted that the existing studies that link health conditions in Navy veterans to Agent Orange aren’t definitive, but he added that it’s time to “move past that.”
“We’re this close to solving a decades-old problem for 90,000 of our colleagues. If we wait long enough, it won’t matter because they’ll all be gone,” Roe said.
The bill would provide compensation for veterans who served on Navy ships off Vietnam and have diseases that have been linked to Agent Orange in ground-based Vietnam veterans. These “Blue Water” veterans have pushed for years to get health care and compensation for their service-connected illnesses and disabilities.
In 2002, the VA ruled that veterans must have served on the ground in Vietnam to receive Agent Orange-related benefits; personnel who served on certain vessels that patrolled inland waterways also are eligible.
U.S. Army armored personnel carrier spraying Agent Orange over Vietnamese rice fields during the Vietnam War.
Veterans and their advocates say the exclusion of personnel who served on ships offshore is unfair, as studies indicate that troops may have been exposed when they showered or drank water on their vessels that was distilled from contaminated sea water.
Under the House proposal, the cost of the bill would be offset by raising interest rates for VA home loans for active-duty service members. “I feel very comfortable that this bill is fully funded,” Roe said.
VA officials, however, have objected to the measure, saying it puts a burden on young active-duty troops as well as disabled veterans.
Sen. Richard Blumenthal, D-Connecticut, pledged Dec. 19, 2018, that the Senate would take up the measure next year. “[These veterans] have been denied year after year. … Asking them to wait denies them justice. … These veterans very simply are passing away; they will be denied of these benefits owed them.”
The bill also would broaden coverage for veterans who served in the Korean demilitarized zone, where defoliants were tested, and also expand benefits to children with spina bifida caused a parent’s exposure in Thailand.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
The Army is interested in the possibility of leasing underutilized government facilities in an effort to help smaller companies start modernization projects, the Army’s acquisition chief said last week.
Through conversations with industry partners, Dr. Bruce Jette, assistant secretary of the Army for acquisition, logistics and technology, said he often heard the challenges some companies face in winning government contracts due to their lack of available investment capital.
While a company may have the engineering capacity to turn advanced ideas into reality, it may not have sufficient investor backing necessary to win a contract.
The Army is not likely to award a contract to a company without the facilities to carry out their project.
“It’s a chicken-and-egg problem for the smaller yet innovative companies the Army wants to attract and work with,” Jette said, May 23, 2019, during the Land Forces Pacific Symposium, hosted by the Association of the U.S. Army.
Bruce Jette, assistant secretary of the Army for acquisition, logistics and technology, gets a briefing on product improvements for cannon systems.
(US Army photo by John Snyder)
The idea of government-owned, contractor-leased operations could help non-traditional defense contractors bring innovative projects to fruition. It could also serve as a motivating factor for the larger defense contractors, he said.
There are government-owned properties at Army depots, arsenals and other installations that now sit idle, but still have lots of capability.
Under the concept, which started being developed a few weeks ago, vacant space could be leased to a company that can confidently show the Army it can complete a project using it.
“We’ll lease you the facility, which might be included in the price of your vehicle, and then I can employ unused space, generate income, upgrade the space, and you’ll be able to enter the market more easily,” he said.
While he does not see the potential construct focused on making money for the government, it will allow an equitable comparison between companies that intend to use their own facilities and those including the government resource in their bids. Additionally, it may allow the Army and a company to share labor expenses at a specific facility.
“I may be able to take people who are currently overhead expenses and put them in a billable form by then making them available for hiring by the offering company,” he said. “In one way, I can share excess labor with them.”
As the founder of a defense firm after he retired from the Army, Jette also realized it was “extremely difficult” to do business with the government.
Bruce Jette, assistant secretary of the Army for acquisition, logistics and technology, talks to soldiers from the 2nd Cavalry Regiment at Hohenfels, Germany, April 26, 2018.
(US Army photo by Staff Sgt. Kalie Frantz)
“At a certain point, particularly for small companies, from which most innovation comes, they just give up and walk away,” he said. “So, one of the things I’ve done is made an extensive effort to try and lower that barrier.”
For instance, he could have put a team together to bid for a next-generation combat vehicle, he said, but could not afford the 0 million investment necessary to have access to facilities that would make him a viable bidder.
“That’s the issue. You can put an engineering team together that will make an offer that is really top notch… but they won’t have the facility,” he said. “I can’t accept an offer from somebody who has no ability to show me that they can actually achieve the outcome.”
His office has begun to speak with members of Congress to see if the Army now has the authorities to run the program, which he foresees to be in place in a year or so.
“We’re not sure if it’s going to require new authorities or if current authorities are sufficient,” he said. “We are talking to Congress to make sure that they have no specific objections to it.”
Some companies have already expressed interest in the program, but Jette said they won’t really know how many will take advantage of it until it goes live.
“It really does help us make it easier for companies that can bring competency to the table,” he said, “but don’t have the resources to compete in more capital-intensive areas.”
Get ready for a new A-10 budget fight. Air Force Chief of Staff Gen. David Goldfein wants to fund new initiatives in connectivity, space, combat power projection, and logistics starting in 2021 – to the tune of $30 billion on top of what it is already using. One way to do that, says Todd Harrison, a defense budget analyst at the Center for Strategic and International Studies, is to retire $30 billion worth of legacy aircraft.
That is, get rid of the old stuff to make room for the new.
While getting rid of these aircraft isn’t the only way to make room for the new initiatives and save $30 billion, it is the fastest route to get there, and many of the retirements make sense. Some of the planes’ missions are obsolete, some of the airframes are currently being updated with newer models, and at least one can’t even fly its primary mission due to treaty obligations.
The B-1B is already scheduled for retirement in the 2030s, but retiring the program early could save up to .8 billion. At 32 years old, the Lancers are already struggling with a 50 percent mission-capable rate. It can’t even complete the missions for which it was designed as a nuclear deterrent. The Air Force’s fastest bomber, the one that carries the biggest bomb loads, can’t carry nuclear weapons under the terms of the 1994 START I agreement with Russia.
Also scheduled for retirement in the 2030s, the B-2 Spirit has a mission-capable rate of 61 percent and is scheduled to be replaced by the new B-21 Bomber in the late 2020s. Retiring the B-2 early could save as much as .9 billion.
A-10 Thunderbolt II
The Air Force’s 281 A-10s are mission capable 73 percent of the time and are its primary close-air support craft. The average A-10 is 38 years old, and even though the bulk of the A-10 fleet has just been scheduled to get new wings, canceling the re-winging and retiring the Warthog could save as much as .7 billion.
Retiring the 59 heavy tankers in the U.S. Air Force fleet would save the service billion if they do it before 2024 – when they’re scheduled for retirement anyway. This may create a tanker shortage because the new Boeing KC-46 Pegasus tanker isn’t quite ready for prime time.
RC-135V/W Rivet Joint
This signals intelligence and optical and electronic reconnaissance aircraft is more than 56 years old but still kicking around the Air Force waiting for a yet-undeveloped Advanced Battle Management System to replace its old tech. While retiring it before 2023 would save .5 billion, it would create a gap in electronic and signals intelligence capacity.
E-3 Sentry AWACS
These 39-year-old planes are mission-ready just 66 percent of the time and are undergoing modernization upgrades. If the Air Force scraps its modernization along with the rest of the airframe before 2023, it could save billion.
U-2 Dragon Lady
Getting rid of the 37-year-old U-2 would save some billion for the Air Force. The Air Force could then rely on the much more efficient RQ-4 Global Hawk drone for ISR.
Also waiting for the unknown advanced battle management system, the 16 Joint Surveillance Target Attack Radar aircraft in the Air Force are already scheduled for retirement. But actually retiring the aircraft would save the USAF .7 billion.
Leonid Rogozov was one of 13 scientists and researchers on the Soviet Union’s sixth expedition to Antarctica from 1960 to 1962. One morning in 1961, he woke up feeling general malaise, weakness, and feverish along with pain in his abdomen. He soon understood what was happening. His appendix needed to be removed. Unfortunately, he was the only one who could do it.
So he did.
If movies and television taught us anything during the Cold War, it’s that Russians are amazingly strong superpeople who punch with the force of a full ton, can train even the worst armies to become special operators, and seem to know everything about everyone. In this case, movies and television were absolutely right. Rogozov was the only medical doctor on the team of Soviet scientists at Novolazarevskaya Station, almost 47 miles from the Antarctic Coast, separated by the Lazarev Ice Shelf. On April 29, 1961, the morning he woke up with pain in his abdomen, the average daily temperature would have been around 13 degrees Fahrenheit.
The doctor recognized his symptoms as indicative of appendicitis, an inflammation affecting the appendix that can cause it to burst. Without any kind of treatment, this condition can kill in a matter of a few days. Rogozov had to act fast because his condition was only getting worse. He was beginning to vomit and believed his appendix might soon burst. With the help of two fellow scientists holding mirrors, he used a novocaine solution to numb the direct area and then went to work.
No big deal.
The doctor made a 12-centimeter incision and began looking into his own abdomen and the organs within. He noticed his appendix was discolored with a dark stain and estimated it was about to burst. For two hours, he poked around, resected his appendix, and battled bouts of nausea and the weakness caused by his condition. He sometimes even had to work by feeling alone, being unable to see from the angle he was sitting. But the operation was a success.
Four days later, his digestive system began functioning normally. After five days, his fever receded, and after a week, the incision was completely healed. In two weeks, he was back to duty and after a month, back to heavy labor in Antarctica as if he hadn’t just cut out his own appendix.
Tom Hanks stars in “Greyhound.” Photo courtesy of Apple TV+ press.
A new movie uses an all-star cast to bring the Battle of the Atlantic to life this Friday.
“Greyhound,” a WWII film, stars Hollywood favorite Tom Hanks, who also helped write the screenplay. It was initially set for release in theaters, but the coronavirus pandemic forced delays until it found an ultimate home exclusively on Apple TV+.
A large portion of the movie was shot on the USS Kidd (DD-661), now serving as a museum in Baton Rouge, Louisiana.
The film, which hails from the book, “The Good Shepard” (1955) by C.S. Forester, tells the story of a newly-appointed ship captain (Hanks) and his crew’s vantage point through the Battle of the Atlantic. The 1942 event involved U.S. destroyers being attacked by a series of U-boats on their way to deliver supplies to Allied Forces in Europe.
“The Battle kind of fades into the background. You don’t really think about the logistics and dangers in it,” said Tim NesSmith, USS Kidd Museum superintendent and educational outreach coordinator. “It ran the length of the entire war. It was a long, drawn out, dangerous battle – against not only the enemy, but the elements of cold and ice. I hope [the movie] will bring more attention to the people who lived it.”
Considered to be the most accurate remaining destroyer from the war, the museum is a time machine, transporting visitors back 80 years and sharing the personal stories of the experience of sailors of the time.
One of four Fletcher-class destroyers that now exist as museums, the Kidd is the only ship to maintain its original WWII layout. It’s also listed by the Historic Naval Ships Association as one of the most authentically restored vessels in the world.
“Most have been modernized or structurally updated with the times,” said NesSmith.
The USS Kidd’s target restoration date is August 1945, which calls for scheduled restorations, cleanings and refurbished pieces. This schedule allowed the ship to remain as historically accurate as possible for the film NesSmith said.
After three months of prep work, the movie was filmed throughout April of 2018 on the Kidd. Other parts of the film were shot at the nearby Celtic Media Center. During the filming, NesSmith served as the site coordinator, outlining protocol by actors and crewmember and ensuring that the Kidd was not damaged.
Tom Hanks and crew in front of the USS Kidd. Photo courtesy of Apple TV+ press.
Film director, Aaron Schneider began scouting the Kidd for their shoot 2016.
“He researched it very well,” said NesSemith. “I think it really starts at the top and works its way down. I’ve worked on smaller sets before and this was on a whole different level. There’s a lot of planning – a lot more planning than I anticipated there would be. They did a great job.
“Everyone was really concerned about what they could and couldn’t do on the ship because they didn’t want to destroy its historical accuracy.”
Some pieces of the ship were recreated, while duplicate parts were documented and rented to the crew during filming. Museum workers also worked to obtain parts from the USS Orleck (DD-886), a fearing-class destroyer, now a museum ship, that’s based in Orange, Texas.
USS Kidd at sunset. Photo courtesy of the USS Kidd Veterans Museum.
On Greyhound’s release, NesSmith said WWII is important to remember. For him, its importance lies in average folks coming together in large numbers in order to create “the greatest fighting force that had ever been seen at that time.”
“They created freedom for those who lost it, and it’s an important story that needs to be told.”
Red Flag-Alaska 19-2, a Pacific Air Forces-directed exercise that allows U.S. forces to train with coalition partners in a simulated combat environment — is underway at Joint Base Elmendorf-Richardson through June 22, 2019.
Approximately 2,000 personnel are flying, maintaining and supporting more than 85 aircraft from more than a dozen units during this iteration of Red Flag-Alaska. The majority of participating aircraft are based at, and flying from, JB Elmendorf-Richardson and Eielson Air Force Base.
In addition to the U.S., airmen from the Japan Air Self-Defense Force, South Korean Air Force and Royal Thai Air Force are all working alongside one another, building relationships, fostering communication and sharing tactics, techniques and procedures.
Chief Master Sgt. of the Air Force Kaleth O. Wright visited JB Elmendorf-Richardson during the exercise to engage with airmen and leaders of all participating countries.
“Any time we come together in a training environment like this, we get really good and realistic training opportunities with our partner nations,” Wright said. “I think opportunities like Red Flag are extremely important for us to get those repetitions in with our allies.
Chief Master Sergeant of the Air Force Kaleth O. Wright, Ra Young-Chang, chief master sergeant of the South Korean Air Force, and Joint Base Elmendorf-Richardson senior enlisted leaders are briefed before an F-22 Raptor jet engine test cell function check at JB Elmendorf-Richardson, Alaska, June 10, 2019.
(U.S. Air Force photo by Senior Airman Jonathan Valdes)
“I encourage all participants to take advantage of these opportunities where you get to work at a tactical level with our Indo-Pacific and our European counterparts because you never know how those relationships might pay off one day.”
Following his own advice, Wright extended invitations to his senior enlisted leader counterparts from throughout the Pacific, marking the first time all four senior enlisted leaders from the U.S., Japan, South Korea and Thailand gathered in the same location.
“Instability is on the rise in the Indo-Pacific area of operations, so it’s extremely important for all allied nations in the region to sharpen our skills and strengthen our ability to work together to preserve the peace and stability of this very important region,” said Warrant Officer Masahiro Yokota, Japan Air Self-Defense Force senior enlisted advisor.
This iteration of RF-A, which began June 6, 2019, provides joint offensive counter-air, interdiction, close air support and large-force employment training.
“I feel pleased, delighted and honored to have the opportunity to join in Red Flag and the senior leaders activities here at (JB Elmendorf-Richardson),” Royal Thai Air Force Flight Sgt. First Class Likhid Deeraksah said. “I think it’s a great opportunity to learn about different cultures and the ways of doing things in Korea, Japan and the United States. I’m excited to take some of these ideas back to our work centers in Thailand.”
An A-10 Thunderbolt pilot from the 25th Fighter Squadron, Osan Air Base, Republic of Korea, performs pre-flight checks at Eielson Air Force Base, Alaska, June 10, 2019. The 25th FS is participating in Exercise Red Flag-Alaska 19-2, a large-scale training exercise, with units and allied nation’s’ air forces from around the Pacific.
(U.S. Air Force photo by Senior Airman Stefan Alvarez)
All Red Flag-Alaska exercises take place over the Joint Pacific Alaska Range Complex over central Alaska. The entire airspace is made up of extensive military operations areas, special-use airspace and ranges, for a total airspace of more than 67,000 square miles.
Red Flag-Alaska exercises, which provide unique opportunities to integrate various forces in realistic threat environments, date back to 1975, when the exercise was held at Clark Air Base in the Philippines and called exercise Cope Thunder.
Red Flag-Alaska executes the world’s premier tactical joint and coalition air combat employment exercise, designed to replicate the stresses warfighters must face during their first eight to 10 combat sorties. Red Flag-Alaska has the assets, range and support structure to train to joint and combined warfighting doctrine against realistic and robust enemy integrated threat systems, under safe and controlled conditions.
An F-16 Fighting Falcon from the 13th Fighter Squadron, Misawa Air Base, Japan, taxis at Eielson Air Force Base, Alaska, June 10, 2019. The 13th FS is participating in Exercise Red Flag-Alaska 19-2, a large-scale training exercise, with units and allied nation”s air forces from around the Pacific.
(U.S. Air Force photo by Senior Airman Stefan Alvarez)
Wright offered a message to RF-A global airmen about how important their contributions are to the long-term advancement of the nations of the Indo-Pacific region.
“Come here, work hard, have a good time and enjoy the fruits of your labor, particularly when it comes to training and relationships. When our airmen get to work side by side with their counterparts, the long-term impact is that we’re going to be better and we’ll be ready for any scenario.”
Since its inception, thousands of service members from all U.S. military branches, as well as the armed services of countries from around the globe, have taken part in Red Flag-Alaska.
“This beautiful blue planet will lose its luster if we do not give it our all to protect and preserve it,” Yokota said. “Now, let us bring our strengths together to protect and preserve that beauty.”
The Marine Corps is a small organization that does a good job of producing a united front. Marketing people call it consistent messaging, and the Corps has long made it a part of their communications strategy. It’s simple. Marines are Marines. There are no special Marines.
While this narrative approach gives the Corps a consistent message and appearance, it also fails to highlight many of the special missions the Corps accomplishes that involve small teams of elite, specifically trained, war fighters. Today we are going to highlight one of those small teams of elite service members, commonly called FAST Marines.
FAST stands for Fleet Anti-terrorism Security Team. These FAST units fall under the branch’s Security Force Regiment, which provides a dedicated security force and anti-terrorism unit made up of Security Force Marines. These Marines usually guard a variety of installations like Naval bases and others too sensitive to leave without an armed presence.
FAST Marines have a very specific and specialized job. FAST teams are highly trained Marines who deploy across the world to serve as security at United States government installations. Imagine an embassy is threatened, and they need an immediate shot of highly trained Marines with a whole lot of guns.
They call FAST, and those Marines live up to their acronym. FAST Marines do non-traditional deployments to Guantanamo Bay, Bahrain, Spain, and Japan, where they essentially stage as a just-in-case precaution. These ‘staging’ deployments allow them to deploy at a moment’s notice to nearly anywhere in the world. On these deployments, they train extensively and keep their skills sharp in case they are called upon. FAST Marines also deploy stateside to aid Marine Security Forces in guarding nuclear subs and ships during nuclear rod replacement.
History of FAST
FAST saw its establishment in 1987. The 1970s and 1980s saw the rise of modern terrorism, and American interests overseas become targets of it. The President issued an order for the military and federal law enforcement to enhance their anti-terrorism capabilities. The Marines did as ordered and found a weakness in their Security Force infrastructure.
In the event of an attack that could overwhelm a Security Force detachment, they had no dedicated quick reaction force to enhance a Security Force’s numbers and capabilities. Thus, FAST Marines were born. Their mission was simple: they exist to reinforce an installation’s security force when the threat outguns the security forces on hand.
Since then, FAST has been called in to help secure Naval stations In Panama, where they engaged with what they believed to be Cuban special forces in an intense 30-minute firefight. From there, the Fast Marines would continue into Operation Just Cause, or the full invasion of Panama, in December of 1989.
FAST Marines deployed to Bahrain to protect the Naval Installations during Desert Storm, and in 1991, helped evacuate U.S. personnel from Liberia. When the U.S. established a liaison office in Mogadishu, they called FAST to provide security.
Without going through the entire history of FAST, it’s easy to say they’ve operated at a relatively high tempo since their inception, and have always been there when the Marine Corps and their nation called upon them.
How to become a FAST Marine
FAST Marines have a long pipeline of training before they become active-duty operators. It starts with speaking to a recruiter and obtaining a Security Forces contract. Like everyone in the Corps, it starts at a recruit training depot.
From there, Security Force Marines will attend Infantry Training At the School of Infantry West or East and obtain a MOS of 0311. Security Force Marines will maintain an infantry MOS as their primary MOS.
After SOI, they attend Security Force School. Here they can volunteer for FAST company. There is no guarantee for acceptance, and it’s all based on the needs of the Corps.
After acceptance into FAST Company, they begin 5 Weeks of FAST training. From there, they go to an 8-week Close Quarter Battle School. The CQB school teaches FAST Marines how to fight in extremely close quarters. Here they become experts in clearing rooms, hallways, stairways, as well as dynamic entry and various other tasks associated with urban combat.
Following CQB school, they take a tactical driving course. Here Marines learn Motorcade Operations, high-risk driving, evasive driving, PIT maneuvers, ramming, close proximity driving, and driver down drills.
Marines then become bodyguards at a High-Risk Personnel course where they learn close quarters protection tactics.
From there, they begin training in individual nonlethal weapons. This course teaches them tactics and weaponry they can use to deal with threats in a nonlethal manner. Finally, they attend the Helicopter and Rope Suspension Techniques Master Course, where they learn how to fast rope, rappel down structures and out of helicopters, and use SPIE rigging.
Life as a FAST Marine
After all that training, they’ll still be expected to know basic Marine skills. This includes basic and advanced trauma medicine, how to use nearly every weapon in the Corps’ arsenal, how to use night vision and thermal optics, land navigation, HMMWV course, and more.
FAST Marines will be stationed in either Naval Station Norfolk or Naval Weapons Station Yorktown in beautiful Virginia in companies Alpha, Bravo, or Charlie. 400 Marines and Sailors make up a FAST company.
From there, they can look forward to a potential deployment at the Platoon level to one of several naval stations where they can further their training and be on call for a mission. FAST Marines can expect to be constantly training in one direction or another.
FAST Marines utilize a lot of the same gear as their infantry counterparts. This includes the M4 and likely the M27 in the near future, as well as the Beretta M9, the M249 SAW, and M240B medium machine gun. Shotguns from Mossberg and Benelli offer a powerful close-quarters fighting tool, as well as a nonlethal option with the right rounds. Some Senior FAST Marines may have even been to designated marksman school and be wielding specialized rifles for that role.
Per their contract, a Security Force Marine will only serve two years active duty with Security Forces. After these two years, most will be reassigned to conventional infantry forces. It’s an odd system that doesn’t make much sense to me. It seems like after an expansive series of schools that FAST Marines would stay FAST Marines, but the Force dictates differently.
In the Infantry
Security Force Marines often have difficulty adjusting to the infantry. They’ve spent years in Security Forces and often come to the infantry as Non commissioned officers. Their specialized training is just that, specialized. It doesn’t translate over to conventional infantry operations, and because they lack the experience of most infantry Marines, they can feel like a fish out of water in the new surroundings and operational environment.
FAST Marines do come to the ‘fleet’ with a more advanced set of skills and can serve as excellent advisors in close quarter’s combat, however. Urban terrain has been a big factor in recent wars, and knowing how to properly fight in it is invaluable.
FAST is simply one small cog in a large Marine Corps. These small teams of specialists always interest me, and I think the Marine Corps does a disservice to itself by failing to highlight their unique capabilities. Regardless, when American installations overseas dial 911, it’s FAST that answers the call.