Getting out of the military can be a long and cumbersome experience. With all the crap service members have to do to process out smoothly, it’s likely that you’ll spend some time reflecting on the dumb things you did during your enlistment.
At the time, most of the dumb stuff was all fun and games. It wasn’t until now that you’re on your way out do you realize how bad some of those decisions were.
Getting NJPed for hazing the newbies
It was fun as hell at the time, but now that you have that negative NJP mark on your DD-214, good luck with receiving all your much-earned educational benefits.
All the crap you bought and didn’t need from the base PX
Remember that PS4 you just had to have? How about that huge. flat-screen TV you needed for playing video games, or all the tactical gear you thought was required to be a better trooper? Well, now you need to pack all that crap up, sell it, or give it away.
Many troops invest a lot of money in entertainment stuff that, when the time finally comes, they don’t want to haul to their parents’ or girlfriend’s house.
Breaking up with that guy or girl who now has a two-bedroom apartment and no roommates.
Yup, you f*cked that up.
Being a dick to that boot who is now updating your service and medical records
As they say, “what goes around comes around.” We can’t predict the future, but we do know that many service members hold small grudges against their superiors for one reason or another.
So, when an opportunity arises, who wouldn’t want to cash in on some payback against someone who once treated you like crap?
Not taking more free classes
Many, many service members leave the military will college credits that could earn them a degree sooner rather than later. But, you decided to drink on the weekends instead of doing those boring online classes.
Not listening to all the information during TAP class
Did you know you could earn unemployment benefits and file for disability during most TAP classes? Well, you would have known if you freakin’ listened.
For an average service member, it takes an obligation of 20 years to retire from the military. For their furry four-legged counterparts, it takes over 30 years to accomplish the same goal in dog years of course. Marine Corps working dogs date back to Nov. 1, 1943, during World War II when 1st Marine War Dog Platoon out of Camp Lejeune, North Carolina attacked the beach of Bougainville, Solomon Islands.
Today, working dogs lead regular Marine Corps careers by deploying, taking official photos and even attaining rank. A Marine Special Operations Command working dog, however, has much more rigorous training, increased mission capability and known as a Multi-Purpose Canine (MPC).
“A dog handler is around for about five years,” said U.S. Marine Corps Staff Sgt. John Koman, multi-purpose canine handler, Marine Special Operations Command, “around the same time as them leaving we try to retire their dog.”
U.S. Marine Corps Staff Sgt. John Koman, multi-purpose canine handler with Delta Company, 1st Marine Raider Support Battalion, U.S. Marine Corps Forces Special Operations Command, awaits command during the retirement ceremony of his multi-purpose canine, Roy, at Marine Corps Base Camp Pendleton, California, March 29, 2019.
(U.S. Marine Corps photo by Lance Cpl. Drake Nickels)
Roy is one such multi-purpose canine with MARSOC, and Koman just so happens to be his handler. On March 29, 2019, the command held a formal retirement ceremony to honor Roy’s five years of faithful service as a specialized force multiplier within the special operations world. After spending 16 weeks developing skills in explosives detection, tracking, controlled aggression, Roy’s amphibious capabilities, such as water insertion and extraction techniques, prepared him to serve in combat. For this accomplishment, Roy received the Military Working Dog Service Award, an award presented to working dogs and MPCs that deploy into combat.
As a Marine receives a ceremony after 20 years, MARSOC conducts the same for MPCs. Once the MPC retires, it is put up for adoption and given priority to the owner. According to results from recent data from the Department Of Defense Military Working Dog Adoption Program, more than 90 percent of military working dogs and MPC’s adopted by their handlers.
“The handler and dog have been through so much together,” said an unnamed MPC master trainer with MARSOC. “It’s a no brainer for the dog to go to the handlers.”
Before Roy was ready to transition into civilian life, the unit was required to ensure that there are no signs of aggression towards humans and animals. After this assessment, Koman was able to proceed in filing the necessary paperwork for adoption.
“When I first saw him I knew he was the dog I wanted,” added Koman, “it’s just surreal that he’s officially mine today!”
When asked about his and Roy’s plans for the future, Koman stated that he plans to give Roy the most relaxing life possible.
This article originally appeared on Marines. Follow @USMC on Twitter.
The Navy has now issued at least one-fourth of the design work and begun further advancing work on systems such as a stealthy “electric drive” propulsion system for the emerging nuclear-armed Columbia-Class ballistic missile submarines by 2021.
“Of the required design disclosures (drawings), 26-percent have been issued, and the program is on a path to have 83-percent issued by construction start,” Bill Couch, spokesman for Naval Sea Systems Command, told Warrior Maven.
The Columbia class is to be equipped with an electric-drive propulsion train, as opposed to the mechanical-drive propulsion train used on other Navy submarines.
In today’s Ohio-class submarines, a reactor plant generates heat which creates steam, Navy officials explained. The steam then turns turbines which produce electricity and also propel the ship forward through “reduction gears” which are able to translate the high-speed energy from a turbine into the shaft RPMs needed to move a boat propeller.
“The electric-drive system is expected to be quieter (i.e., stealthier) than a mechanical-drive system,” a Congressional Research Service report on Columbia-Class submarines from early 2018 states.
Designed to be 560-feet–long and house 16 Trident II D5 missiles fired from 44-foot-long missile tubes, Columbia-Class submarines will use a quieting X-shaped stern configuration.
The “X”-shaped stern will restore maneuverability to submarines; as submarine designs progressed from using a propeller to using a propulsor to improve quieting, submarines lost some surface maneuverability, Navy officials explained.
Navy developers explain that electric-drive propulsion technology still relies on a nuclear reactor to generate heat and create steam to power turbines. However, the electricity produced is transferred to an electric motor rather than so-called reduction gears to spin the boat’s propellers.
The use of an electric motor brings other advantages as well, according to an MIT essay written years ago when electric drive was being evaluated for submarine propulsion.
Using an electric motor optimizes use of installed reactor power in a more efficient way compared with mechanical drive submarines, making more on-board power available for other uses, according to an essay called “Evaluation and Comparison of Electric Propulsion Motors for Submarines.” Author Joel Harbour says that on mechanical drive submarine, 80-percent of the total reactor power is used exclusively for propulsion.
“With an electric drive submarine, the installed reactor power of the submarine is first converted into electrical power and then delivered to an electric propulsion motor. The now available electrical potential not being used for propulsion could easily be tapped into for other uses,” he writes.
Research, science, and technology work and initial missile tube construction on Columbia-Class submarines has been underway for several years. One key exercise, called tube-and-hull forging, involves building four-packs of missile tubes to assess welding and construction methods. These structures are intended to load into the boat’s modules as construction advances.
“Early procurement of missile tubes and prototyping of the first assembly of four missile tubes are supporting the proving out of production planning,” Couch said.
While the Columbia-Class is intended to replace the existing fleet of Ohio-Class ballistic missile submarines, the new boats include a number of not-yet-seen technologies as well as different configurations when compared with the Ohio-Class. The Columbia-Class will have 16 launch tubes rather than the 24 tubes current on Ohio boats, yet the Columbias will also be about 2-tons larger, according to Navy information.
The Columbia-Class, to be operational by the 2028, is a new generation of technically advanced submarines intended to quietly patrol the undersea realm around the world to ensure second-strike ability should the US be hit with a catastrophic nuclear attack.
Formal production is scheduled for 2021 as a key step toward fielding of a new generation of nuclear-armed submarines to serve all the way into and beyond the 2080s.
General Dynamics Electric Boat has begun acquiring long-lead items in anticipation of beginning construction; the process involves acquiring metals, electronics, sonar arrays and other key components necessary to build the submarines.
Both the Pentagon and the Navy are approaching this program with a sense of urgency, given the escalation of the current global threat environment. Many senior DoD officials have called the Columbia-Class program as a number one priority across all the services.
“The Columbia-Class submarine program is leveraging enhanced acquisition authorities provided by Congress such as advanced procurement, advanced construction and multi-year continuous production of missile tubes,” Couch added.
This article originally appeared on Warrior Maven. Follow @warriormaven1 on Twitter.
When aspiring operators are being screened for selection into Delta Force, a collection of the most elite soldiers in the Army, they have to pass a series of rigorous and challenging tests, including a ruck march that they begin with no announced distance, no announced end time, and no encouragement. If they can complete this grueling ruck march, they will face a selection board and possibly join “The Unit.”
If they fall short, they go home.
Delta Force was pitched and built to be an American version of Britain’s Special Air Service by men like Col. Charles A. Beckwith, a Special Forces leader who had previously served as an exchange officer to the 22 SAS. Originally stood up in 1977, Delta was always focused on counter-terrorism.
Unsurprisingly, Beckwith got the nod to lead the unit he had helped pitch. He looked to the SAS itself for methods to winnow out those who might not be resolute at a key moment in battle, and embraced their stress event: a superhuman ruck march.
It wasn’t an insane distance, just 74 kilometers — or 40 miles. That’s certainly further than most soldiers will ever carry a ruck, but not an eye-watering number.
Col. Charles A. Beckwith, the first commander of Special Forces Operational Detachment-Delta.
(U.S. Army Special Operations Command)
But SAS candidates conducted this training at the end of what were already-grueling weeks of training. And on the day of the final march, they were woken up early to start it.
But the real mind game was not telling the candidates how far they had to go or how far they had already gone. They were just told to ruck march to a set point that could be miles distant. Then, a cadre member at that point would give them a new point, and this would continue until the candidate had marched the full distance.
Beckwith told his superiors that he needed two years to stand up Delta Force, partially because he felt it was necessary to incorporate this and other elements of SAS selection and training into the pipeline, meaning that he would need to recruit hundreds of candidates to get just a few dozen final operators. President Jimmy Carter wanted a new anti-terrorism unit, and senior Army brass were initially loathe to wait two years to give it to him.
According to his book Delta Force: a memoir by the founder of the military’s most secretive special operations, Beckwith had to fight tooth and nail to get enough candidates and time for training, but he still refused to relax the standards. Beckwith successfully argued that, to make a unit as capable or better than the SAS, the Army would have to fill it with men as tough or better.
This couldn’t just be men great at shooting or land navigation or even ruck marching. It had to be those people who would keep pushing, even when it was clearly time to quit.
To make his argument, he pointed to cases where capable men had failed to take appropriate action because, as Beckwith saw it, their resolve had failed. He pointed to the 1972 Olympics in Munich where great German marksmen failed to take out hostage takers early in the terror attack because they simply didn’t pull the trigger.
Beckwith needed guys who could pull the trigger, he knew that the SAS process delivered that, and he didn’t want to risk a change from the SAS mold that might leave Delta with people too reluctant to get the job done during a fight.
And so, the “Long Walk” was born into Army parlance. This is that final ruck march of selection. It’s 40 miles long, it’s conducted on the last day of training when candidates are already physically and mentally completely exhausted, and the rucksacks weigh 70 pounds.
Oh, and there is an unpublished time limit of 20 hours. And candidates can’t march together, each gets their own points and has to walk them alone. And, like in the SAS version, they don’t actually ever know the full course, only their next point.
Members of Special Forces Operational Detachment-Delta guard Gen. Norman Schwarzkopf.
Finally, while the first classes conducted the Long Walk at Fort Bragg, North Carolina, later iterations had to conduct the exercise in the mountains of West Virginia, adding to the pain and exhaustion.
Even men like future Lt. Gen. Jerry Boykin, who came to the course after the existence and general distance of the Long Walk were known, talked about how mentally challenging the uncertainty would be. He lost 15 pounds in the tough training that led to the march, and then he struggled on the actual event.
In his book, Never Surrender: A Soldier’s Journey to the Crossroads of Faith and Freedom, Boykin says that he was exhausted by the 8-hour mark. Having started before dawn, he would still have to walk deep into the night with his heavy ruck to be successful, praying that every point was his last.
But the next point wasn’t the last. Nor was the one after that, or the one after that. The cadre assigning the points cannot cheerlead for the candidate, nor can they tell the candidate if they’re doing well or if they’re marching too fast. Either the candidate pushes themself to extreme physical and mental limits and succeeds without help or encouragement, or they don’t.
In Boykin’s class of 109, only about 25 people even made it to the Long Walk, and plenty more washed out during that test. Freezing in the weather and exhausted from the weight, terrain, and distance, Boykin did make it to the end of the course. But, interestingly, even completing the prior training and the Long Walk does not guarantee a slot in Delta. Instead, soldiers still have to pass a selection board, so some people train for months or years, are marched to exhaustion every day for a month during training, have to complete the Long Walk, and then they get turned away by the board, are not admitted, and don’t become capital “O” Operators.
Delta Force has undoubtedly made America more lethal and more flexible when it comes to missions, but there are strict standards that ensure that only the most fit soldiers can compete in this space. And the Long Walk forces everyone but the most tenacious out.
A U.S. Navy officer charged with hazing and maltreatment of sailors is facing a general court martial.
The Virginian-Pilot reported April 18 that the unnamed lieutenant commander is accused of verbal abuse and retaliating against a sailor who asked to stop being called Charlie Brown. Court documents say the officer told the sailor to carry a Charlie Brown cartoon figurine at all times.
The officer also allegedly punched a chair next to a sailor and yelled at someone for more than an hour. The officer is also accused of lying about his actions.
The United States of America has sued Black Nights Wine Spirits to stop the Highland Falls liquor store from using a name confusingly similar to the Black Knights nickname used by the academy’s athletic teams as far back as the 1940s. After four cease-and-desist letters and the filing of the lawsuit on Aug. 8, the store has seemingly conceded.
“We’ve changed the name to Good Nights,” said a man who answered the phone at the store recently. He said Frank Carpentieri, the owner of Frasiekenjes, LLC, the company that runs the store, would not be available for a few days.
The lawsuit, filed by acting US Attorney Joon H. Kim, accuses the liquor merchant of tarnishing the academy’s brands.
The Department of the Army holds several trademarks for “Black Knights” and the West Point crest, so it did not escape its attention when Black Nights Wine and Spirits opened last September on Main Street in Highland Falls, just beyond the West Point gates. The store’s name, the Army says, falsely suggests that the enterprise is “associated with or endorsed and approved by the US Military Academy at West Point.”
The Army drew a line in the sand within weeks of the store opening, mailing a cease-and-desist letter that alleges trademark infringement.
The store then installed a more permanent “Black Nights” sign and placed several items in and around the store that highlight West Point themes.
Besides the alleged abuse of West Point’s goodwill and brand reputation, the lawsuit states that the liquor store defies military policies.
“The Department of the Army is highly concerned with the use of alcohol among its soldiers and is committed to de-glamorizing its use,” the complaint states.
Your alarm goes off, but you hit snooze. After rolling out of bed, you end up sipping a cup of coffee as you slowly scroll through emails and articles and maybe come up with a to-do list for the day as the caffeine kicks in. You’re definitely not, as Jocko Willink would say, “getting after it.”
Willink was the commander of US Navy SEAL Team 3 Task Unit Bruiser — the most highly decorated special operations unit of the Iraq War — and he has spent his retirement from the military sharing his leadership lessons through his books, podcast, and consulting firm, Echelon Front.
During a recent visit to Business Insider to talk about his new book, “Discipline Equals Freedom: Field Manual,” Willink said one of the most common ways to sabotage your morning was to get a slow start by gradually waking up over projects that require thinking.
“Don’t think in the morning,” Willink said. “That’s a big mistake that people make. They wake up in the morning, and they start thinking.”
Instead, as soon as his alarm clock goes off at 4:30 a.m. — he recommends waking up early, even if not that early — Willink jumps out of bed and puts on the workout clothes he prepared the night before. He did his to-do list then, too, so he doesn’t have to sip a coffee and wonder what he’ll do that day.
He heads straight to his garage gym for a workout that wakes up his mind and body far more intensely than checking emails and doing some light stretching ever could. By the time he’s done with his morning routine, most people are just waking up, most likely to try to start thinking.
Willink said: “Don’t think. Just execute the plan. The plan is the alarm clock goes off, you get up, you go work out. Get some.”
Everyone who deploys during a holiday makes a special effort to feel as if they aren’t really missing it. No matter how short the war is, no one wants to miss one of those crucial days. Even if the entire buildup and fighting lasted just a few months, you still want that piece of home. The Louisiana National Guard was no different in the Gulf War. No way were they going to miss Mardi Gras.
So the celebration may not have been as raucous as it is on Bourbon Street. Nor was it a family affair as it is in other wards and and cities in Louisiana. Still, it was important to the men and women who deployed to Saudi Arabia during operations Desert Storm and Desert Shield. Mardi Gras isn’t something to be casually missed, so the unit threw their own version: Saudi Gras.
In 1990, Saddam Hussein’s Iraq invaded neighboring Kuwait, sparking off a huge U.S. military buildup in Saudi Arabia call Operation Desert Shield as a bulwark against further Iraqi aggression. It was part of a larger plan to go on the offensive and expel Iraq from Kuwait in an operation known as Desert Storm. The forces required to execute Desert Storm and secure Saudi Arabia took a while to arrive. From August 1990 to January 1991, American and Coalition troops began arriving in the Saudi Kingdom.
One of those units called to action was the Louisiana National Guard, who arrived in late January and early February. Their only problem was that Mardi Gras began on Feb. 12 that year.
(Louisiana National Guard)
Mardi Gras is a Christian tradition, a celebration that begins on the Feast of the Epiphany and runs through Ash Wednesday, the first day of Lent. While Mardi Gras may not be a big deal in the rest of the United States, for the French-descended people of Louisiana, it is. For them, it’s more than beads on Bourbon Street – it’s a time of celebration, good food, parades, and family. Some 8,000 miles away from the French Quarter, the members of Lousiana’s National Guard deployed to Saudi Arabia decided they wouldn’t let the holiday pass them by.
Saudi Arabia saw its first-ever Mardi Gras celebration, dubbed “Saudi Gras” by those who were a part of it.
(Louisiana National Guard)
The beer was non-alcoholic (by necessity and general order), the parade queen was a Lt. Col. who volunteered to dress in drag, and the Saudi Gras King, a member of the 926th Tactical Fighter Group and native of New Orleans, was given the title “King Scud.” Elsewhere, Louisianans formed ad-hoc krewes, those celebrating Mardi Gras with the pledge to form a group that hosts a party, builds parade floats, and attends social events all year long.
You can take the troops out of Louisiana, but you can’t take Louisiana out of the troops.
The job title “military linguist” sounds pretty impressive, right? It should, since linguists work around the world to translate highly classified documents and connect with troops and allied forces.
You don’t have to know anything but English to go into that career, either. That’s where the Defense Language Institute Foreign Language Center comes in. It’s one of the world’s foremost language schools that can make you fluent quickly, whether you’re learning Arabic, Farsi, Pashto or Mandarin Chinese.
The DLIFLC teaches 17 foreign languages in Monterey, California. Most enlisted students take its immersion courses to go into military intelligence jobs, while federal employees from other agencies, such as the FBI and National Security Agency, also go there.
It’s no cake walk
The courses are intense. They’re six to seven hours a day (NOT including homework), five days a week, and they last for 64 weeks over three semesters.
“Usually starting from the second month of their study, the teachers – we already use almost all of the target language in the classroom,” said Zhenshuai Liu, one of the DLI’s many native Chinese-language instructors.
Utah Army National Guard Pfc. Logan Jensen and Air Force Airman 1st Class Joseph Rutledge are two of the school’s current students. Both loved language and culture going into it, but neither knew a word of Mandarin. Rutledge said he was nearly panicked when his class began having days without using any English.
(Army photo by Patrick Bray)
“You definitely realize how much you do and don’t know all at the same time,” he said. “They do it in such a way that it’s manageable … but you’re definitely out of your comfort zone.”
Air Force Tech Sgt. Benjamin Walton, the school’s chief military language instructor, knows all about that. Walton was a DLI student a decade ago. He was trained in Chinese, too.
“It kicked my butt, but I was able to survive it,” he said. “None of the students are prepared for the amounts of information and the pace of the course and what they’re going to have to go through when they come here.”
That’s not a knock on the students, though, who are very bright.
“Students who coasted through high school and those who even may have coasted through college – they really didn’t have to study much,” Walton said. “They all come here … and think they’re going to jump into this and ace it, despite our repeated warnings.”
(Army photo by Patrick Bray)
But they’re still fast learners. Liu said DLI students only need about one week to learn basic syllables and phonetic sequences to the level of greeting people.
“In a civilian school, this can usually take one semester,” Liu said.
Jensen and Rutledge were about a third of the way through the course when we spoke, and they were learning 25-30 words a day, as well as how to distinguish them – an often confusing task.
“A lot of them sound alike. So, you could say one thing, and depending on the context or tone you say it in, it could have up to five different meanings,” said Jensen, who spent the first few months drinking a lot of coffee and doing pushups to stay awake. “You’re spending so much brain power just trying to understand what you need to do.”
The keys to learning
Liu said the key is to link your interests with the language so you can stay motivated and keep up with the pace. The school incorporates extracurricular activities such as cooking days, storytelling of legendary warriors and heroes, and there are immersion trips to places like a local Chinese market to get the students to appreciate the culture.
(Army photo by Patrick Bray)
“You have to be interested in it in order for it to be successful,” Rutledge said.
And that’s not guaranteed. In general, the success rate for students at DLI is 75 percent. Some can’t keep up academically, while others fail out due to disciplinary reasons. Walton said the students who make it to the end of the Chinese course have one of the highest passing rates – 95 percent – which makes students’ “ah-ha moments” so satisfying.
“To actually be able to get through to somebody – that’s the reason why we [instructors] came back here … to try to impart our wisdom to the students now,” Walton said.
Most of the students who do succeed reach the college level of understanding within a year and a half, which requires a lot of studying. Some students listen to the language in the shower, while others review flashcards whenever they have the chance. Liu calls them “super students.”
“They don’t only take care of their study, they actually have military duty after class hours. They have to go to training and pass all the tests,” he said.
If the students do well, they get the chance to go to Taiwan or mainland China to do a month of immersive language study.
(Army photo by Patrick Bray)
Jensen and Rutledge still have a way to go before they finish the course. But they’re getting there.
“In some ways, the grammar is similar, even sometimes easier,” Rutledge said. “Sometimes you can express rather complex ideas in very few words or written characters.”
One thing’s for sure: it takes a lot of focus, especially as a military student.
“If you slip up on a test or opt to go out and have drinks with friends instead of study, that can really come back to bite you,” Rutledge said, who will be a cryptologic language analyst when he’s finished at DLI. He isn’t sure if he’ll stay in the military long term, but either way, he’d like to be a translator or do international business, both of which will make the course worth it.
The DLI’s headquarters is in California, but it has the ability to instruct another 65 languages through its Washington, D.C., branch. There are also several language training detachments at sites in the U.S., Europe, Hawaii and Korea.
Fernando Trujillo grew out his hair, like many sailors do when they retire. About six years later, he finally cut it — about 28 inches of dark, graying hair — and donated it to make wigs for cancer patients.
“I just decided to let it grow — one less expense,” Trujillo, 49, said in an Armynews release. “In the military, I pretty much had to get my hair cut every two weeks to stay within regulations.”
The 24-year Navy veteran decided to part with his waist-length hair Jan. 18 so he could participate in his younger brother’s upcoming New Mexico National Guard promotion ceremony. But Trujillo, who was diagnosed with salivary gland cancer in 2012, didn’t just want to throw his locks away.
“I’ve lost some friends and family over the years and also had some acquaintances that have had battles with cancer who lost their hair going through radiation,” he said in the release. “I figured my hair would be something that someone could benefit from.”
Currently a contractor at Fort Detrick in Maryland, Trujillo’s been in remission since an operation removed a 10-millimeter tumor from the roof of his mouth. While the treatment was fast, he said the initial cancer diagnosis scared him.
“Your heart just kind of drops and you have that bad feeling, like ‘Damn, how bad is it?'” he said in the release. “The first thing the doctor did was try to calm me down and let me know that everything should be fine. It was just a matter of how much they were going to have to cut out.”
Trujillo lost about 20 pounds after the surgery because the only thing he could eat was pumpkin soup and protein drinks.
Other than some tenderness around the surgical spot in his mouth, he said his life has pretty much returned to normal, which is something cancer patients long for and wigs can help.
“Hopefully, that little bit will be able to help them retain a little dignity out of the whole situation they are facing,” Trujillo said in the release about his donation to Hair We Share. “It’s more about not drawing attention from people who constantly ask questions and feel sorry for you.”
A key district in Afghanistan’s Helmand province that was taken by insurgents last year is now back under Afghan army control, US Marines deployed to Helmand announced July 17.
Nawa district, just west of Helmand’s capital city and regional police headquarters, Lashkar Gah, was overrun by the Taliban in August 2016, according to multiple media reports. The loss dealt a blow to hard-pressed Afghan National Army forces and raised questions about whether they would be able to maintain control of any part of Helmand.
With Nawa in enemy hands, civilian aircraft were unable to land at Bost, the airfield outside of Lashkar Gah, and the security of the city, a civilian population center, was in greater jeopardy.
But during a two-day operation that included airstrikes from US F-16 Fighting Falcons and AH-64 Apache helicopters, Afghan troops successfully wrested control of the district from the occupiers, reclaiming the district center earlier July 17, according to the release.
“The goal of this operation was to clear the Nawa district from the enemies, from the Taliban,” Col. Zahirgul Moqbal, commanding officer of the Afghan Border Police, said in a statement. “[Overall, our goal was] to retake the district from the Taliban.”
The Afghan army’s assault on Nawa, called Operation Maiwand Four, also involved surveillance from ScanEagle unmanned aerial vehicles owned by the ANA and other coalition unmanned systems, according to the release.
The F-16s and Apaches “set conditions, conducted air strikes, and covered the flanks of the maneuver elements to decrease the amount of friction felt by the ground forces and allowed freedom of maneuver,” the release stated.
The offensive involved multiple air strikes and bravery from the troops on the ground, who disabled more than 100 improvised explosive devices and maneuvered under fire to retake the Nawa district center, officials said.
In April, about 300 Marines from 2nd Marine Division out of Camp Lejeune in North Carolina deployed to Helmand province as an advisory element known as Task Force Southwest to assist local Afghan National Army units in their fight to hold the region.
Col. Matthew Reid, deputy commander of the task force, said in a statement that Operation Maiwand Four highlighted leadership and determination from Afghan troops.
“So far during this operation we have seen some significant gains in leadership and maneuver from the Ministry of Interior forces, particularly the Afghan Border and National Police,” Reid said. “The vast majority of the ABP officers are from Helmand, many from Nawa, and they are aggressively fighting to clear insurgents from Nawa district.”
But the greatest difficulties may still be ahead for the Afghan forces.
In a New York Times report published July 14, Afghan Army Corps Operations Chief Lt. Col. Abdul Latif raised concerns about whether Afghan National Security Forces would be able to keep control of Nawa if they retook it.
“It is easy for us to take Nawa, but difficult to hold,” Latif said in the story.
The biggest challenge, he noted, was the scarcity of manpower. He estimated district security would require 300 police, but said that kind of manpower was not available. The report also noted that most forces in Helmand are not local to the area, but come in from the north and east.
According to the news release, Afghan National Security Forces plan to maintain control by setting up security checkpoints throughout Nawa’s district center and on the road to Lashkar Gah.
“It was a very successful operation in Helmand,” Moqbal said of Maiwand Four in a statement. “Defeating the enemy in Nawa means defeating the enemy in Helmand.”
The Marine Corps wants to buy some second-hand Tigers. No, they’re not trying to replace Sigfried and Roy; they want to buy some F-5E/F Tiger fighters.
According to a report at Soldier of Fortune, the Marine Corps is looking to bolster its force of aggressors. The F-5E/F had long seen service as an attack airframe. In fact, F-5E/F aggressors portrayed the fictional MiG-28 in “Top Gun.”
So, why is the Marine Corps looking to expand the aggressors? One reason is the age of the fighters. The Marine F/A-18Cs are in some of the worst shape — it’s so bad that last year, the Marines had to pull Hornets out of the “boneyard” at Davis-Monthan Air Force Base.
Currently, the Marines have VMFAT-101 at Marine Corps Air Station Yuma, in Arizona. The goal is to place detachments of F-5s at three other Marine Corps air bases. This will help meet the needs of the Marine Corps.
One of the reasons ironically had to do with a new capability for the AV-8B Harrier force in the Marines: the ability to shoot the AIM-120 Advanced Medium-Range Air-to-Air Missile. The AMRAAM capability required training to help the pilots use it.
So, why not just ask the other services? Well, the Navy and Air Force are having similar problems in terms of airframe age.
SOF also notes that the Air Force has resorted to using T-38 Talon trainers to provide high-speed targets for the F-22, largely because the F-22 force is both very small and expensive to operate. The Marines face the same issue with operating costs if they were to use the F-35B as aggressors.
The Marines are also looking to add light attack capability, possibly using one of two propeller-driven counter-insurgency planes, the AT-6C Coyote and the AT-29 Super Tucano. If such a unit were to be created, it could very well be assigned to the Marine Corps Reserve’s 4th Marine Air Wing.