George Hand is a retired Master Sergeant from the 1st Special Forces Operational Detachment-Delta, and the Seventh Special Forces Groups (Airborne). The views and opinions expressed in this article are his own.
Military units are strong on tradition, well, formal tradition anyway. Then… then there are those un-recorded traditions, born and raised and assimilated into every unit’s corporate culture. In my own squadron of Delta, there was the both cherished and despised tradition of birthday hazing.
Everyone suffered from it because, well… everyone has a birthday, and if you tried to keep your date secret, a new birthdate was promptly assigned to you, and you were to be hazed with additional spirit for your insolence. Above all, you were expected to fight, to fight hard against the birthday-boy onslaught.
I fancied myself as one who despised the ritual. Over the years, I looked on in abject horror as men were blindfolded, bound, hung upside down, and dunked repeatedly into the swimming pool hanging by a rope tied to their legs. As you can imagine, I suffered minor nightmares as my birthday approached.
And that day came.
I entered my team room to the Cheshire grins of my brothers. Someone was singing “Happy Birthday” with a chuckle. I readied myself and, embracing the strategy I had devised, I spoke:
“I’ve decided, gentlemen, that I would not be participating in this ‘birthday bash’ tomfoolery. I’m protesting this with passive resistance; I won’t fight you.”
The Reverend Chill-D got his name when he suddenly, unexpectedly and inexplicably, found Jesus once… for about a week. The Reverend was the pinnacle instigator and executer of the most heinous of hazing events. He loved it; it was in his life’s blood; he could taste it; he was born again into a world where hazing held the only key.
“You’re gonna do what… you’re not gonna do what, Geo??” he questioned with our noses damned-near touching tips.
“I… I… I’m not going to fight you guys, Chill-D.” I stammered.
“Well, well, well…” the Reverend continued, “Boys, looks like we got ourselves a coward! And we all know what we do with cowards!”
Suddenly, a great pounce erupted in the room. There was much suffering and gnashing of teeth; sinew and tendon stretched dangerously close to its tinsel edge. Bone creaked and popped and nearly broke… but held fast.
When I came to, I couldn’t move. I was bound, somehow, on every inch of my body and lying supine on the floor. I was gagged with what I recognized by taste as duct tape, a thing all military folk know as “hundred-mile-an-hour tape, roll, green in color, one each.” I divined that my body, too, was bound in such fashion. From behind, I was lifted vertically at my head by an unseen force. I could understand now that I was duct-taped to a moving dolly.
“Time to go to the pool, Great Houdini… we’re throwing you in the pool taped to this dolly. Better start thinking how you’re gonna free yourself!” and I truly did start to ponder that conundrum, as I knew my men not to be simple braggarts. How long could I hold my breath? What tools might I be carrying in my flight suit?
A man shot into the room with a canteen cup and sheet of paper. With the shriek of more stripping of tape, the canteen cup was taped fast to my right hand, and the paper was slapped to my chest.
“We’re taking him right now to the finance window and standing him next to it!” reported the villain.
I was rolled to the finance window and stood. There, in line at the window, was a group of eight women from the Unit waiting to collect travel funds. As the boys left me, there was much staring and blinking between me and the women. I rolled my eyes vigorously to the extent that I became nauseous.
“Please help…” one of the women began to read the sign on my chest, “…I must raise .56 to buy each of my friends a soda. If I fail to raise this money by 1300hrs, they will kill me.”
And the kind ladies each chipped in their change from their travel funds until I had some $40.00 and even a roll of Starburst candies. Yet I stood. I stood until some valiant men from our Signal Squadron came and sliced me loose.
As I stepped back to my squad bay pushing the dolly, I realized there would be more scunion to bear from the boys. I paused… and as the pool door was just to my side, I stepped in and plunged myself into the watery goodness.
I then sloshed my way through the squadron lounge where my brothers languished before the TV, being it still the lunch hour.
“What the hell happened to you?” queried the Reverend.
“Some pipe-hitters from C-Squadron cut me loose… but then they throttled me and threw me in the pool!” I sulked as I headed for my team room. En route, I passed a bubba from our A-Assault team standing in the open doorway smiling at me.
“How that that new passive resistance policy of yours working out for ya, Geo?”
The answer to that question depends on their rank, time in service, location of duty station, family members, and job specialty — just to name a few.
Other benefits, like government healthcare and tax-free portions of their pay, help service members stretch their earnings a bit farther than civilian counterparts.
To give you an idea, we broke down their monthly salary, or base pay, for each rank. We estimated their pay rate based on how many years they’ve typically served by the time they reach that rank — many service members spend more time in each rank than we’ve calculated, while some troops spend less time and promote more quickly.
We also didn’t include factors like housing allowance because they vary widely, but these are often a large portion of their compensation. We also didn’t include warrant officers, whose years of service can vary widely.
Each military branch sets rules for promotions and implements an “up or out” policy, which dictates how long a service member can stay in the military without promoting.
Here is the typical annual base pay for each rank.
A drill instructor shows Marine recruits proper techniques during martial arts training at Marine Corps Recruit Depot San Diego, California. While they are in boot camp, service members are paid minimally — but their paychecks will increase incrementally as they gain experience.
(US Marine Corps photo by Cpl. Christian Garcia)
E-1 is the lowest enlisted rank in the US military: Airman Basic (Air Force), Private (Army/Marine Corps), Seaman Recruit (Navy). Service members usually hold this rank through basic training, and automatically promote to the next rank after six months of service.
Rounded to the nearest dollar, base pay (salary) starts at id=”listicle-2629413157″,554 per month at this rank. After four months of service, pay will increase to id=”listicle-2629413157″,681 per month.
The military can demote troops to this rank as punishment.
These sailors’ uniforms indicate a seaman apprentice, petty officer 3rd class, and seaman.
(US Navy photo by Mass Communications Specialist Seaman Apprentice Ignacio Perez)
Service members automatically promote to the E-2 paygrade — Airman (Air Force), Private (Army), Private 1st Class (Marine Corps), Seaman Apprentice (Navy) — after 6 months of service.
Their pay increases to id=”listicle-2629413157″,884 per month.
A Marine Lance Cpl. strums his guitar on the USS Kearsarge during a deployment.
(US Marine Corps photo by Lance Cpl. Antonio Garcia)
Promotion to the E-3 occurs automatically after 12 months of service. Airman 1st Class (Air Force), Private 1st Class (Army), Lance Corporal (Marine Corps), Seaman (Navy).
Basic pay is id=”listicle-2629413157″,981 at this rank, adding up to a 7 monthly increase in pay after one year on the job.
Senior Airmen conduct a flag folding presentation during a retirement ceremony in 2019.
(US Air Force photo by Staff Sgt. Alexandre Montes)
Although time in service requirements vary between each branch, service members who promote to E-4 typically have at least two years of service. Senior Airman (Air Force), Specialist/Corporal (Army), Corporal (Marine Corps), Petty Officer 3rd Class (Navy)
If an E-3 doesn’t advance in paygrade after two years, their pay will still increase to ,195 rounded to the nearest dollar.
For those who do make E-4 with two years, pay will increase to ,307 per month. Some service members will promote to the next rank after just one year at this paygrade — those who remain at the E-4 level will see a pay raise to ,432 per month after spending three years in service.
Promotions are no longer automatic, but troops can advance to E-5 with as little as three years in service. Those ranks are Staff Sergeant (Air Force), Sergeant (Army/Marine Corps), Petty Officer 2nd Class (Navy).
For these troops, their new paychecks will come out to ,678 per month.
Service members will commonly spend at least three years at this paygrade. While they do not advance in rank during that time, their pay will still increase along with their time in service.
Four years after enlistment, an E-5 will make ,804 per month. After six years of service, their pay will increase again — even if they do not promote — to ,001 per month.
First class petty officers from USS Dwight D. Eisenhower participate in a community relations project. The logo on their t-shirts is an alteration of the Navy’s E-6 insignia, which shows an eagle perched on top of three inverted chevrons and the sailor’s job specialty badge.
(US Navy photo by Mass Communications Specialist 1st Class Patrick Grieco)
It is unusual for a service member to achieve the rank of E-6 — Technical Sgt. (Air Force), Staff Sgt. (Army/Marine Corps), Petty Officer 1st Class (Navy) — with fewer than six years of service.
An “E-6 with six” takes home ,254 per month.
After another two years in the service, that will increase to ,543 in monthly salary, equating to approximately ,500 per year.
Achieving the next higher paygrade, E-7, before serving for 10 years is not unheard of but not guaranteed. If an E-6 doesn’t advance by then, they will still receive a pay raise, taking home ,656 a month.
Their next pay raise occurs 12 years after their enlistment date, at which point their monthly pay will amount to ,875.
The late Marine and actor R. Lee Ermey as Gunnery Sgt. Hartman in Full Metal Jacket.
Achieving the coveted rank of E-7 — Master Sergeant (Air Force), Sgt. 1st Class (Army), Gunnery Sgt. (Marine Corps), Chief Petty Officer (Navy) — with fewer than 10 years of service is not common, but it can be done.
Those who achieve this milestone will be paid ,945 a month, increased to ,072 per month after reaching their 10-year enlistment anniversary.
Some service members retire at this paygrade — if they do, their pay will increase every two years until they become eligible to retire. When they reach 20 years, their pay will amount to ,798 per month — or ,576 yearly.
The military places a cap on how long each service member can spend in each rank. Commonly referred to as “up or out,” this means that if a service member doesn’t advance to the next rank, they will not be able to reenlist. While these vary between branches, in the Navy that cap occurs at 24 years for chief petty officers.
A chief with 24 years of service makes ,069 per month.
A US Navy senior chief petty officer’s cover, with the emblem of an anchor and its chain, USN, and a silver star.
(US Navy photo by Mass Communications Specialist 1st Class James Foehl)
Service members may promote to E-8 — Senior Master Sgt. or 1st Sgt. (Air Force), 1st Sgt. or Master Sgt. (Army), Master Sgt. or 1st Sgt. (Marine Corps), Senior Chief Petty Officer (Navy) —with as little as 12 years of service.
At that point, they will receive ,657 per month.
Troops who retire as an E-8 after 20 years of service will take home a monthly salary of ,374 — or ,488 per year.
If they stay in past that point, they will receive raises every two years.
An E-8 with 28 years in the service makes ,076 monthly.
The Army’s up-or-out policy prevents more than 29 years of service for each 1st Sgt. or Sgt. Maj.
The Chief Master Sergeant insignia is seen on jackets prepared for an induction ceremony. Less than 1% of US Air Force enlisted personnel are promoted to the rank.
(US Air Force photo by Airman 1st Class Randy Burlingame)
E-9s have anywhere from 15 to 30 years of experience, although few selected for specific positions may exceed 30 years of service. Their titles are Chief Master Sgt. (Air Force), Sgt. Maj. (Army), Master Gunnery Sgt. or Sgt. Maj. (Marine Corps), Master Chief Petty Officer (Navy).
Service members who achieve this rank with 15 years of experience will be paid ,580 per month.
They’ll receive their next pay raise when they reach 16 years, and take home ,758 monthly.
After 20 years, they will take home ,227 — that’s ,724 yearly when they reach retirement eligibility.
Some branches allow E-9s to stay in the military up to 32 years, at which point they will make ,475 — or ,700 per year.
Newly commissioned Navy and Marine Corps officers celebrate during their 2018 graduation from the US Naval Academy.
(US Navy photo by Mass Communications Specialist Chief Elliott Fabrizio)
Compared to enlisted service members with the same amount of experience, military officers make considerably more money.
A freshly commissioned O-1 — 2nd Lt. (Army/Marine Corps/Air Force), Ensign (Navy) — earns ,188 per month in base pay alone.
A US Marine 1st Lt. takes the oath of office during his promotion ceremony.
(US Marine Corps photo by Cpl. Jered Stone)
Officers are automatically promoted to O-2 after two years of service. This is a highly anticipated promotion, as it marks one of the largest individual pay raises officers will see during their careers. Those ranks are 1st Lt. (Air Force/Army/Marine Corps), Lt. j.g. (Navy).
An O-2 earns ,184 per month, which comes out to ,208 a year.
A US Army captain waits for a simulated attack during training in Wiesbaden, Germany.
(US Army photo by Paul Hughes)
Officers will receive a pay raise after reaching three years in service.
Using the Army’s average promotion schedule, officers will achieve the next rank automatically after four years in the service.
New captains and lieutenants, with four years of service, make ,671 per month. At this rank, officers will receive pay raises every two years.
A Navy lieutenant commander talks with pilots from Helicopter Sea Combat Squadron 26 from the USS Ponce while the ship is deployed to the Arabian Gulf in 2014.
(US Navy photo by Mass Communications Specialist 1st Class Peter Blair)
By the time they reach the rank of O-4, military officers will have spent an average of 10 years in the service. Maj. (Air Force/Army/Marine Corps), Lt. Cmdr. (Navy)
A major or lieutenant commander with a decade of experience takes home ,236 per month, or just under ,832 a year. Officer pay continues to increase with every two years of additional service.
O-4 pay is capped at ,074 a month, so if an officer wants to take home a six-figure salary — additional pay, bonuses and allowances aside — they’ll have to promote to O-5.
Lt. Col. Goldie, the only US Air Force therapy dog, wears a purple ribbon in support of domestic violence awareness month in October 2017.
(US Air Force photo by Roland Balik)
Officers typically spend at least 17 years in the military before promoting to O-5.
They’ll take home ,751 per month until their 18-year commissioning anniversary, at which point they’ll earn ,998 per month. Those ranks are Lt. Col. (Air Force/Army/Marine Corps), Cmdr. (Navy).
After 18 years in the military, officers receive annual compensation of nearly 8,000 a year.
Col. Lewis “Chesty” Puller, a Marine Corps legend, circa 1950.
(US Marine Corps Archives)
“Full bird” colonels and Navy captains, with an average 22 years of service, are compensated ,841 per month.
Officers who do not promote to become a general or admiral must retire after 30 years of service. At this point, they will be making ,668 a month, or roughly 0,000 per year.
An Air Force pararescueman unfurls the brigadier general flag for US Air Force Brig. Gen. Claude Tudor, commander of the 24th Special Operations Wing.
(US Air Force photo by Senior Airman Joseph Pick)
Promotion to brigadier general and rear admiral depends on a wide range of variables, including job availability.
Each of these ranks carries its own mandatory requirement; similar to the enlisted “up or out” policies, officers must promote to the next higher rank or retire.
Officers who have spent less than five years at the lowest flag rank must retire after 30 years of service. Their last pay raise increased their monthly salary to ,985.
Two Rear Admirals and a Captain salute during the national anthem.
(US Navy photo by Mass Communications Specialist 2nd Class Eric Dietrich)
Generals and admirals with two stars — Maj. Gen. (Air Force/Army/Marine Corps), Rear Adm. (Navy) — must retire after their 35th year in the military.
At this point, they will be earning ,381 per month, or 4,572 a year.
US Army Lt. Gen. Martin lays a wreath for President Abraham Lincoln’s 210th birthday. It takes the corporal in the image roughly half a year to earn the same amount Martin takes home every month.
(US Army photo by Spc. Dana Clarke)
Military officer pay is regulated and limited by US Code.
Both three- and four-star admirals and generals who stay in the service long enough will receive the maximum compensation allowed by the code. These ranks are vice admiral for the Navy and lieutenant general for the other branches.
Excluding additional pays, cost of living adjustments, and allowances, these officers make up to ,800 every month.
That’s about 9,600 a year.
Retired Gen. James Amos, the 35th Commandant of the Marine Corps, shares a story with Marines during a visit to a base in Hawaii.
(US Marine Corps photo by Lance Cpl. Reece Lodder)
Regardless of continued time in service, once a military officer achieves the four-star rank of general or admiral, they will no longer receive pay raises and are capped at ,800 per month.
US service members across all branches conduct state funeral services for former President George H. W. Bush.
(US Army photo by Spc. James Harvey/)
Extra pays and allowances help take their salaries a bit further.
Base pay can seem stingy, especially at the lower ranks where enlisted receive around ,000 per year.
But troops receive a number of benefits and may qualify for extra allowances.
When eligible to live off base, service members receive a basic allowance for housing (BAH), which increases at each paygrade; the exact amount is set based on location and whether the individual has any children. Service members also receive allowances to help cover the cost of food and in expensive duty locations receive a cost of living allowance (COLA). Enlisted personnel also receive a stipend to help them pay for their uniforms.
Any portion of a service member’s salary that is labeled as an “allowance” is not taxed by the government, so service members may only have to pay taxes for roughly two-thirds of their salary.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
It’s one of the most persistent myths in the U.S. Military. I was even told it in basic training a mere 11 years ago, almost 90 years after the .50-caliber M2 was first designed. It goes like this: Weapons firing a .50-caliber round can be aimed at equipment, but not people. So, if you need to kill a person with a .50-cal., you have to aim at their load-bearing equipment (basically their suspenders).
Look at this. War crimes at night. What is wrong with troops today?
(U.S. Army 1st Lt. Robert Barney)
But, uh, really? The U.S. has and deploys a weapon in an anti-personnel role that can’t legally be fired at people? And we’ve just been hoodwinking everyone for a century?
That’s… surprising, if not unbelievable. That would require that every enemy in World War II never brought war crimes charges against the U.S. If you assume that the rule was put in place after World War II, when a lot of modern war crimes were defined, then you still have to assume that no one in Korea, Vietnam, Panama, Iraq, or Afghanistan protested the illegal American actions.
And, even more odd, militaries brag about their top ranged sniper kills. Five of the top six longest-range kills, at least according to Wikipedia right now, were made with .50-cal. rounds (Number six was made by Carlos Hathcock with a machine gun, because he’s awesome). Since all of those snipers were targeting individuals, if you accept this premise, aren’t they war criminals?
Extremely accurate war crimes, huh, buddy?
(U.S. Marine Corps Sgt. Conner Robbins)
Uncool, Wiki editors — do not list war crimes made by war heroes. Let the military justice system do its work without your amateur meddling…
The actual rules for weapons in combat ban specific categories of weapons, like poisonous gasses or plastic landmines, and weapons that cause more unnecessary suffering than they provide military advantage.
If that sounds vague, that’s because it is. Nations occasionally argue about what weapons cause unnecessary suffering, but the militaries involved would typically rather keep all their options open, and so combatants usually decide that any given weapon is fine.
Look at this guy and his belt-fed war crimes. Horrible.
(U.S. Army Spc. Deomontez Duncan)
Shotguns came under some serious contention in World War I. The U.S. brought them over the Atlantic to clear German trenches, and they were ridiculously effective. Germany complained that the weapons, which often left their troops either blown in half or with pellet-filled guts, caused unnecessary suffering. America just pointed out that Germany was already using poisonous gasses, and so they should screw off.
This is the target that the .50-cal. is best for. It can pierce light armor at decent ranges unlike 5.56mm or 7.62mm rounds. So, if you have a limited supply of the ammo, you want to hold it for the vehicles. The command is thought to have grown from simple ammo conservation to belief of a war crime.
But no, if it’s an enemy combatant, you can legally kill it with any weapon at your disposal, as long as you don’t damage civilian structures or intentionally cause undue suffering. You don’t need to aim a .50-cal at their suspenders, belt buckle, or buttons.
The M270 Multiple-Launch Rocket System is one of the most impressive pieces of gear in the U.S. military arsenal. It’s made our list of possible Zords and it’s become an awesome sniper, capable of whacking a target 44 miles away. But let’s face it, the MLRS has a couple of drawbacks.
What drawbacks, you might wonder, could a weapon capable of putting 12 rockets, armed with either unitary warheads or submunitions, on a target possibly have? They’ve been called “grid square removal service” for how much area the cluster-munition variants can cover.
There’s just one problem with the MLRS: the weight.
The M270 comes in at 31 tons, according to MilitaryFactory.com, and it’s bulky. It’s not the most deployable asset by plane — you’d probably need a C-5 Galaxy or C-17 Globemaster III cargo planes to move it, both of which are in limited supply. They come in batteries of nine and you need to bring along reloads as well, meaning a light unit, like the 82nd Airborne Division, has to decide between massive firepower and deployability.
Oftentimes, the answer to this decision is the M142 HIMARS. It may have only half the firepower of the M270, but it’s based on a medium truck. It comes in at 12 tons, making it deployable on C-130s.
HIMARS can fire any rocket or missile that the MLRS can fire. This means it, too, is a sniper capable of knocking out a target 44 miles away with improved rockets, or it can send an ATACMS way downrange. Check out the video below to see a Marine Corps HIMARS going off in support of Steel Knight.
The house of the Commandant of the Marine Corps is one of the oldest continuously-occupied buildings in the capital of the United States. Steeped in American history, the house was spared the torch when the British captured and burned Washington, D.C., during the War of 1812. All but the first two Commandants have lived in the 15,000 square-foot house and, since 1916, all the historical occupants of the house were honored with portraits by order of then-Secretary of the Navy, Franklin D. Roosevelt.
All but one, that is. There have been 37 Commandants of the Marine Corps but the house holds just 36 portraits.
The conspicuously missing spot belongs to Lt. Col. Anthony Gale, the fourth Commandant of the Marine Corps. He was the only Commandant ever to be fired from the position and the one with the fewest surviving records. No one knows what he looked like or even knows the location of his final resting place.
This is not Lt. Col. Anthony Gale, this is Archibald Henderson, his successor.
Luckily for us, it’s not so much of a mystery anymore. The Marine Corps Association and Foundation’s Robert T. Jordan did an exhaustive work on the life of Lt. Col. Gale. He was born in Dublin, Ireland, around 1782 and his tenure as Commandant lasted from March 1819 until October 1820. In the decades that followed, Gale fell off the map. He’s seldom-mentioned in the annals of USMC history because the events surrounding his dismissal were said to have brought “embarrassment” upon himself and the United States Marine Corps. And so, he was pretty much lost to history entirely.
Until 1966, that is. General Wallace M. Greene Jr., the 23rd Commandant of the Marine Corps set up an investigation into the history of the Marine who fell from grace.
What was learned, however, was still very little. Anthony Gale arrived in the nascent United States in 1793. When President John Adams rebooted the Marine Corps (which was disbanded after the American Revolution), Gale was among the first to sign up as an officer. He commanded Marines guarding French prisoners of the quasi-War in Philadelphia and took to sea aboard the USS Ganges, where he fought Barbary Pirates and British sailors alike.
Gale cared deeply for his Marines and when a Naval officer, Lieutenant Allan MacKensie, arrested one of them aboard ship, Gale slapped the officer and challenged him to a duel — the duel that killed MacKensie. That’s not what got him the boot from the Corps, though. Superiors in Washington believed the duel would force Navy officers to treat Marines with respect.
This is also not Gale. This is Maj. Gen. Charles Heywood, 9th Commandant and Medal of Honor Recipient.
His career continued, and soon he was married and saw service aboard the USS President and USS Constitution. By 1804, Gale was brevet Major Anthony Gale and his duties became focused on the recruitment and training of Marines. But soon, there was a new sheriff in town: Commandant Lt. Col. Frank Wharton took over for Commandant William Ward Burrows and Burrows looked at Gale with a much sharper eye than his predecessors.
Gale’s once squeaky-clean reputation soon became tainted by notes of alcoholism, sloppy management of the Marine Corps Barracks, and allegations that Gale used Marine Corps funds to renovate his personal home. Wharton took Gale to trial, but Gale was cleared of any wrongdoing. Still, Wharton sent Gale to the then-backwater of New Orleans – perhaps not the best place for a potential alcoholic, even in the early 19th Century. Still, when Wharton died in 1818, Anthony Gale was the most senior Marine Corps officer.
That did not mean he was promoted instantly.
No one forgot the charges filed against Gale, whether he was cleared or not. Others tried to have him removed from consideration to become the next Commandant. Gale was less concerned with the succession crisis and more concerned with keeping his head down and retaining his command. Even though he was not trying to be Commandant, that’s exactly what happened. He was promoted to Lt. Col. Commandant of the Marine Corps on March 3, 1819.
Gale had trouble with the position immediately. The Marine Corps became disorganized and undisciplined in the six months since Wharton died and he found himself spending more time fighting to re-organize it while the Navy Secretary and President Monroe would frequently counter his orders whenever it suited them — at the request of Gale’s subordinates. Overwhelmed and frustrated, Gale turned again to booze.
His mental state deteriorated as he became a drunkard, a womanizer, and verbally abusive toward his subordinates. Eventually, he was accused of drunkenness, conduct unbecoming an officer, signing false documents, and leaving his quarters without permission and was placed under house arrest. He was court-martialed and plead mental instability during the inquisition.
The court still found Gale guilty and removed him as the Commandant on Oct. 16, 1820, less than two years into his tenure.
This is Maj. Gen. Ben Hebard Fuller, the 15th Commandant, who is both not Gale and consolidated the Fleet Marine Force Concept.
After being helped out of the service, Gale moved to his home in Philadelphia, but found no peace there. He eventually moved his family to a log cabin in Kentucky where he found that being a farmer was not in his blood, either. He turned back to his old friend, alcohol. He fought to be granted a pension for his instability, earning one 15 years later in what might be one of the earliest veteran disability claim suits.
According to Kentucky records found by the Marine Corps, Gale died of Lung Cancer in 1843 in Kentucky. A number of his sons also joined the Marine Corps, some of whom served in the Civil War. They apparently had no idea he served as Commandant, believing he was a quartermaster in the Corps. But Gale’s sons are also lost to history, so even if a supposed burial site is ever found, there’s no way to definitively prove it.
The nuclear-powered aircraft carrier PCU Gerald R. Ford (CVN 78) – PCU stands for Pre-Commissioning Unit – completed its sea trials earlier this month. This was supposed to have happened a while ago – in fact, the Navy retired USS Enterprise (CVN 65) in 2012 based on the assumption the Ford would be ready in 2015.
The Gerald R. Ford, like the Littoral Combat Ship and the Zumwalt, had its design hiccups. But it also has a number of new technologies – major advances over the Nimitz-class that has been a bulwark for America since 1975.
So, what makes this $10.44 billion carrier so special? Why spend $26 billion to make a whole new design? Well, here is some of what we got for it:
1. More Flight Deck Space
The Gerald R. Ford’s flight deck has been re-designed to help generate at least 25 percent more sorties per day than the Nimitz-class carriers can. Among the ways this was done was to reduce the number of aircraft elevators from four to three. The carrier’s island has been moved back by 140 feet, and it is 20 feet shorter. They also moved it three feet more from the center.
The Electro-Magnetic Aircraft Launch System is perhaps the biggest change on these vessels. The traditional method to launch planes for decades has been the steam catapult. While it has done the job, there is a huge price paid by the aircraft. Really, the entire carrier launch and recovery cycle has been a case of officially-sanctioned Tomcat, Hornet, Phantom, Hawkeye, Viking, and Greyhound abuse.
Or, in a shorter version, carrier planes get the sh*t beat out of them.
EMALS is different. According to a 2007 DefenseTech.org article, it allows much more precision in terms of how much force is used to launch a plane. This lessens the stress on the airframe, allowing a combat plane to last longer. That precision also allows it to launch lighter and heavier planes than the current steam catapults.
There are other benefits, too, including fewer steam pipes around the ship, and reduced maintenance requirements.
3. Advanced Arresting Gear
The carrier landings – really controlled crashes – are another item that new technology will change. Like EMALS, this system is intended to reduce the stress on airframes. This system has been plagued by trouble, drawing fire from the DOD’s Inspector General. The San Diego Reader reported that the IG claims the system is still “unproven.”
4. New Reactors
The carrier is also debuting the new A1B reactors from Bechtel. The big change here is that the plant delivers 300 percent of the electrical output that the reactors on board the USS Nimitz (CVN 68) and her sisters can. GlobalSecurity.org notes two other benefits: The A1B requires less manning, and it has about half of the pipes, valves, condensers, and pumps. This cuts the maintenance requirements a lot.
All in all, if everything works, the Gerald R. Ford will be able to do more than a Nimitz can do, while having less crew on board.
The Joint Direct Attack Munition gets a lot of the press these days because of how precise and lethal it is. Its GPS guidance, however, is actually just one of three general approaches to precision-guided weapons. Outside of GPS guidance systems, ordnance is directed by lasers and television. All of these approaches have their pros and cons — here’s the run-down:
This was the first guidance system to be widely used as a weapon. The Paveway bombs first made their impact in the Vietnam War, where they took down the Paul Doumer bridge. These bombs were the stars during Desert Storm.
Pros: Accuracy. Bombs guided by lasers hit within three feet of the aiming point. They can also engage moving targets, like ships or trucks, or change targets when necessary.
Cons: Laster guidance doesn’t work in bad weather or when there’s a lot of smoke and dust. The target must be consistently “painted” with the laser, limiting a plane’s maneuverability.
This system also made its debut during the Vietnam War with the GBU-8 HOBOS. As the name implies, this guidance system uses a television camera to send images back to the launch station. There, an operator can offer corrections to the missile or bomb’s course, ensuring it hits the intended target. Later versions, like the GBU-15, allow the pilot to control the bomb all the way in.
Pros: This type of guidance can be used to hit a moving target and, when necessary, change targets altogether. The system also features very good battle damage assessment, telling operators exactly what was hit based on the last image transmitted before impact.
Cons: These systems are pretty expensive. Additionally, the need for a pilot to control some versions can be a fatal distraction in combat. This guidance system is best used from two-seat planes, meaning the F-22 and F-35, which currently may not be able to use these weapons effectively.
In the War on Terror, the Joint Direct Attack Munition has become the precision-guided weapon of choice. In some ways, it is arguably the simplest of the systems — with a tail kit and guidance package. It places the bomb within about 30 feet of the target and is responsible for ruining the days of plenty of Taliban, al-Qaeda, and ISIS thugs.
Pros: This is a fire-and-forget system — there’s no need to guide the bomb manually. It’s also the cheapest system.
Cons: Currently, GPS guided systems aren’t very good at handling moving targets. Additionally, its use is restricted to land-based targets.
There’s nothing like government-imposed isolation to bring out the best and the worst in people. It’s time to take a break from the empty shelves, homeschooling, terrifying headlines (and harrowing reality) and the truly unprecedented times we’re currently living in and lighten the load with our favorite memes of COVID-19.
In seriousness, we know these are scary times. We hope you and your loved ones stay safe and well.
Twitter’s “head of editorial” in Europe, the Middle East, and Africa also serves as a part-time officer for the British Army’s information unit in the UK, a new report revealed.
Middle East Eye, which was first to report the news, shared a screenshot of Gordon MacMillan’s LinkedIn page in which he listed his dual roles. His role in the army has since been removed from his page.
A source familiar with the matter told The Financial Times that MacMillan spends a few days a year acting as a consultant to Britain’s information warfare unit, the 77th Brigade.
The 77th Brigade was created in 2015 with the intention of using psychological operations and social media platforms such as Twitter or Facebook to help fight wars “in the information age.” It is made up of reservists and regular troops.
It writes online: “Our aim is to challenge the difficulties of modern warfare using non-lethal engagement and legitimate non-military levers as a means to adapt behaviours of the opposing forces and adversaries.
“77th Brigade is an agent of change; through targeted Information Activity and Outreach we contribute to the success of military objectives in support of Commanders, whilst reducing the cost in casualties and resources.”
MacMillan’s LinkedIn page has since been edited to remove his secondary role.
Neither MacMillan nor the UK Ministry of Defense (MOD) immediately responded to Business Insider’s request for comment when contacted.
In a statement shared with The Financial Times, a spokesperson for the MOD said: “We employ specialist reserve personnel from a variety of civilian occupations in order to utilize the skills and experience of senior professionals.
“There is no relationship or agreement between 77th Brigade and Twitter, other than using it as a social media platform.”
A spokesperson for Twitter told Business Insider that “Twitter is an open, neutral, and independent service.
“We do not allow our data services to be used for surveillance purposes or in any other manner inconsistent with people’s expectation of privacy. Employees who pursue external volunteer opportunities are encouraged to do so in line with company policy.”
In most cases, reservists would need to provide their employer’s details to their commanding officer. However, according to the UK government guidelines, they do have the right to not to tell their employer they are a reservist if there’s a good reason for it. For example, if it would put them at a disadvantage if their employer knew.
Twitter confirmed, however, that MacMillan’s dual role was reviewed by its compliance teams and is not currently in violation of its policies.
MacMillan joined Twitter in 2013 after working at various media companies. He previously trained at Sandhurst, the British military academy before studying journalism and then media studies at Cardiff and Bournemouth universities.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The Army has a new non-lethal weapon to help soldiers in Afghanistan “irritate and deter” potential adversaries with pepper-filled balls, Army Times reports.
The non-lethal launcher, known as the Variable Kinetic System (VKS), is made by PepperBall Technologies. It fires projectiles much like paintballs containing a hot pepper solution.
“We are truly honored the US Army has selected PepperBall’s VKS to use as its non-lethal protection in its mission to defending the United States,” Ron Johnson, CEO of United Tactical Systems, which owns PepperBall, said in a statement.
“Our VKS platform was the only non-lethal source that was capable of complying to the US Army’s standards,” Johnson added.
The projectiles have a range of around 50 yards and leave a “debilitating cloud,” impacting the eyes, nose and respiratory system. The irritant, which is 5% pelargonic acid vanillylamide (PAVA) and a synthetic version of pepper spray, is released when the projectile makes contact.
The weapon is built like a paintball gun and can carry up to 180 rounds when it’s in “hopper mode” and 10 or 15 rounds when it’s in “magazine mode.”
The Army awarded a $650,000 contract for the weapons, which reportedly have the same controls and ergonomics of the M4/M16 weapons system, which many soldiers already carry. In other words, it will not be tough for most soldiers to transition into using these non-lethal launchers.
In total, the Army reportedly purchased 267 of the weapons, which are currently being used in training.
Weapons like this can help soldiers in high-intensity, urban settings and especially during crowd control situations.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Accompanied by nothing but sand, rocks, and the desert sun, Marines with 3rd Battalion, 7th Marine Regiment, 1st Marine Division continue to prepare for the unrelenting forces ahead by training at Marine Corps Air Ground Combat Center, Twentynine Palms, Calif., July 15-July 19, 2019.
U.S. Marines of Invictus participated in a five-day field operation where they were evaluated as squads, based on how well they shoot, move, and communicate towards their objective.
When asked what the purpose of the evaluation was, Cpl. Zorenehf L. Yabao, a squad leader said, “To see where their performance is at and what they need to improve on for the duration of the pre-deployment training. From here on out, it is not going to be easy.”
With temperatures reaching more than 110 degrees, the constant running, yelling and shooting takes its toll. Yabao added “At the end of the day, you are taking control of your squad. You should not freak out or worry about anything else. You have to focus on the mission, what your commander’ task and purpose is and what you need to do. Just focus on caring about your squad, controlling them and getting the mission done.”
(Photo by Lance Cpl. Aaron Harshaw)
1st Lt. Michael Mursuli, a platoon commander with the company said, “Morgan’s Well is one of the most difficult terrains to navigate being that there are so many hills and crevices. The terrain here is unlike anything else.”
The company trained with a variety of weapons systems varying from rifles and grenade launchers to machine guns and anti-armour launchers.
While speaking to the Company, Capt. Richard Benning, the company commander asked what the difference between the tiger, the lion, and the wolf is.
(Photo by Lance Cpl. Aaron Harshaw)
After being met with faces of confusion he stated, ” The wolf is not in the circus. The wolf cares about the wolf pack and the wolf pack alone. Invictus is the wolf pack.”
When asked about the training area, Mursuli said, “Twentynine Palms is the varsity league. There are more areas and opportunity’s to train here. Negotiating the terrain is very difficult and there are more ranges, bigger ranges and the ranges themselves are a beast to tackle. You are doing what the whole Marine Corps is doing but you are doing it on more difficult terrain.”
This article originally appeared on Marines. Follow @USMC on Twitter.
. . . [Captain] Fraser opposed an Assistant Secretary of the Treasury, and this official’s hostility proved fatal to the Captain’s long career: by an arbitrary abuse of power, the administration in 1856 revoked his commission summarily. Both indefensible and stupid, this action resulted wholly from personal animosity and cost the government one of the most far-sighted and loyal men who ever sailed in the Revenue-Marine. Capt. Stephen Evans, U.S. Coast Guard, retired. “The United States Coast Guard: A Definitive History”
As the quote above indicates, Capt. Alexander Vareness Fraser, first commandant of the service, was a visionary and a man of character. During his four years as head of the U.S. Revenue Cutter Service, he did his best to professionalize and modernize the service. Many of his innovations were ahead of their time taking place decades after he tried to implement them.
Fraser was born in New York, in 1804, and attended the city’s Mathematical, Nautical and Commercial School. In 1832, he applied for a commission with the U.S. Revenue Cutter Service. President Andrew Jackson signed his commission as second lieutenant aboard the cutter Alert. Fraser served as boarding officer when the service ordered his cutter to Charleston during the infamous “Nullification Crisis” in which South Carolina officials defied federal law requiring merchant ships arriving in Charleston to pay tariffs. During this event, political tempers cooled and a national crisis was ultimately averted.
After the Nullification Crisis, Fraser was offered command of a merchant vessel destined for Japan, China and the Malayan Archipelago. Upon his return two years later, Fraser received appointment as first lieutenant aboard the Alert. Soon thereafter, Congress passed a law authorizing revenue cutters to cruise along the coasts in the winter months to render aid to ships in distress. Fraser returned to New York before any cutters actually started this new duty, and he applied for it, taking command of the Alert when its captain was too sick to go to sea. He spent three years performing this mission, becoming the first cutter captain to carry out the service’s official search and rescue mission.
(U.S. Coast Guard Collection)
In 1843, Treasury Secretary John Spencer created the Revenue Marine Bureau to centralize authority over the cutters within the department and appointed Fraser head of the Bureau. As head of the service, Fraser busied himself with all financial, material and personnel matters concerning the revenue cutters. During his first year in office, he assembled statistics and information for the service’s first annual report and he outlawed the use of slaves aboard revenue cutters. He instituted a merit-based system of officer promotion by examination before a board of officers. He also began the practice of regularly rotating officers to different stations to acquaint them with the nation’s coastal areas. He tried to improve the morale of the enlisted force, raising the pay of petty officers from $20 a month to $30; however, he also prohibited the drinking of alcohol onboard cutters. He made regular inspection tours of lighthouses and tried to amalgamate the Lighthouse Board with the Revenue Marine Bureau, a merger that finally occurred nearly 100 years later. With construction of the 1844 Legare-Class cutters, Fraser introduced the service to iron hulls and steam power. However, these hull materials and motive power were experimental at the time and the new cutters proved unsuccessful.
(U.S. Coast Guard Collection)
In November 1848, Fraser completed his four-year tenure as commandant. He asked for command of the new cutter C.W. Lawrence on a maiden voyage that would round Cape Horn bound for the West Coast. This journey placed him in charge of the first revenue cutter to sail the Pacific Ocean. The Lawrence arrived at San Francisco almost a year after departing New York and, during this odyssey, Fraser took it upon himself to educate his officers in navigation and seamanship much like the Revenue Cutter Service School of Instruction did after its founding in 1876. Unfortunately, all of these trained officers resigned their commissions when they reached California to join the Gold Rush.
On the San Francisco station, Fraser had an exhaustive list of missions to perform with a crew depleted by the lure of gold. He not only enforced tariffs and interdicted smugglers; he provided federal law enforcement for San Francisco, relieved distressed merchant vessels and surveyed the coastline of the new U.S. territory. Fraser had a busy time with 500 to 600 vessels at anchor in San Francisco harbor, many with lawless crews. There were no civil tribunals to help with law enforcement, so Fraser did his best to enforce revenue laws while aiding shipmasters in suppressing mutiny.
(U.S. Coast Guard Collection)
After completing his assignment on the West Coast, Fraser returned to New York City. There, he was suspended and investigated on the charge of administering corporal punishment in San Francisco. The case was unsuccessful so he retained his captaincy in New York. In 1856, the merchants of New York decided they needed a new cutter because the port had become such an important commercial center. Fraser favored building a steam cutter and visited Washington to lobby for new construction. Congress appropriated funds for the steam cutter Harriet Lane, which later earned fame in the Civil War.
Because Fraser had lobbied Congress directly, without permission from the Department of the Treasury, his commission was revoked in 1856. He went into private business in New York as a marine insurance agent, but he retained a sincere interest in military service. He applied for reinstatement in the service during the Civil War and, in 1863, President Abraham Lincoln signed a captain’s commission for Fraser. By then, however, personal matters intervened and Fraser regretfully declined the appointment. He died in 1868 at the age of 64 and was laid to rest in a Brooklyn cemetery.
Fraser introduced the service to professionalization, new technology and moved a reluctant service toward reforms and innovations that would take place long after his death. As the first commandant, Fraser’s foresight and enlightened leadership set the service on course for growth and modernization. He was a true seaman, a visionary and a member of the long blue line.
The 2019 “Hellboy” remake has been panned by critics and declared a flop at the U.S. box office. In Russia, however, it’s provoking very different headlines.
Following its April 11, 2019 release in the country, attention has focused on a scene in which the red chain-smoking half-demon meets Baba-yaga, a haggard witch who has a thing for crawling backward like a spider.
“I recall you tried to raise Stalin’s ghost from a necropolis,” Hellboy tells her in the original English-language version of the film.
But in the Russian version, reference to the Soviet dictator who oversaw the mass execution of his compatriots and sent millions to the gulag has apparently been scrapped. Instead, it’s Adolf Hitler whom Hellboy cites.
The script adjustment was reported on April 16, 2019, by the independent TV channel Dozhd, which compared the film’s original version to the dubbed Russian-language release.
Hellboy (2019 Movie) Official Trailer “Smash Things” – David Harbour, Milla Jovovich, Ian McShane
Twitter users who saw the film in cinemas noted another curious detail: subtitled versions of the original had the word “Hitler” bleeped out, as well as a single curse-word in a film full of them. The subtitles, however, retained mention of the Nazi leader.
It may not be an isolated case.
According to the Russian film-review site Kinopoisk, MEGOGO Distribution, the company overseeing the “Hellboy” Russian release, has previously changed details in American films.
In the Russian version of the 2017 action thriller “The Hitman’s Bodyguard,” Kinopoisk reported, Gary Oldman’s character is no longer from Belarus, but Bosnia-Herzegovina.
“Hellboy” is also not the first popular comic-book hero whose franchise has had to fall in line with Russian censors.
On Jan. 9, 2019, the Russian comic-book publisher Komilfo said that it had removed an entire chapter from its Russian-language version of “Deadpool Max” because Russia’s consumer-protection agency concluded that it promotes extremism.
“In Russian legal terms even satire can be treated as propaganda,” Komilfo director Mikhail Bogdanov told RFE/RL at the time. “In our country there are certain legal lines that you can’t cross.”
MEGOGO Distribution did not immediately respond to a request for comment on the “Hellboy” release.