For its second act of expansion, Arlington National Cemetery plans to grow southward onto property formerly occupied by the Navy Annex. Work there will begin in 2020, said the cemetery’s executive director.
Karen Durham-Aguilera spoke March 12, 2019, before the House Appropriations Committee’s subcommittee on military construction, veterans affairs and related agencies. She told lawmakers the cemetery plans to break ground on the first phase of the project in 2020. She also thanked them for providing the appropriate funding to make it happen.
“With Congress’s support, the Defense Access Road project is fully funded with million and the Southern Expansion is partially funded with 9.1 million dollars no-year funding, toward a 0 million requirement,” she said.
Both projects, which include a plan to reroute Columbia Pike, which runs alongside the cemetery to the south; and a plan to develop reclaimed land and bring it up to the standards of the cemetery, are currently underway.
(U.S. Army photo by Spc. James K. McCann)
The road project should finish by 2022, Durham-Aguilera said. The second phase of the project should begin in 2022, and complete in 2025.
“Southern Expansion will add 37 acres of burial space and extend the cemetery’s active life,” Durham-Aguilera said. “We will continue to provide quarterly report to Congress, outlining the progress of these important projects.”
To move forward on the project, Durham-Aguilera said the Army is working with Arlington County, the Commonwealth of Virginia and the Federal Highway Administration.
Durham-Aguilera also told lawmakers about additional projects that have either been completed at the cemetery, which are underway, or which are currently in the planning stages. Since 2013, she said, 70 infrastructure projects have been completed. Today, an additional 25 are underway.
“We have completed or are currently rebuilding more than eight miles of roadways, with approximately ten additional miles in planning or design,” she said. “We have replaced about one-third of the cemetery’s storm sewer lines … since 2013, we have replaced over 1,000 feet of sanitary line, typically, as an emergency repair. We plan to replace or rehabilitate an additional 5,000 feet to prevent further failures.”
The Arlington National Cemetery Southern Expansion Plan will add more space to ANC in a location near the existing Air Force Memorial and former Navy Annex. Plans include rerouting portions of the existing Columbia Pike.
In submitted testimony, Durham-Aguilera said the cemetery will also do work on its administrative building where families gather in advance of a funeral.
In fiscal year 2018, ANC buried nearly 6,500 service members, veterans and eligible family members, Durham-Aguilera said. While the expansions will extend how long the cemetery can remain active, it will not be enough, she said.
“Expansion alone will not keep ANC open well into the future — defined as 150 years,” Durham-Aguilera said. “The [fiscal year 2019] National Defense Authorization Act requires the secretary of the Army, in consultation with the secretary of defense, by Sept. 30, 2019, to prescribe and establish revised criteria for interment that preserves ANC as an active burial ground. Evaluation of multiple options is ongoing to inform the secretary of the Army’s decision.”
To help inform that decision about eligibility criteria, Durham-Aguilera said, ANC has, among other things, conducted two public surveys of nearly 260,000 respondents and held meetings and listening sessions with key stakeholders — including more than 25 veteran and military service organizations.
“Arlington National Cemetery’s enduring mission is to represent the American people for the past, present and future generations by laying to rest those few who have served our nation with dignity and honor, while immersing guests in the cemetery’s living history,” Durham-Aguilera said. “We are committed to ensuring confident graveside accountability, our cemetery maintenance, our fiscal stewardship, and preserving the iconic look and feel of the cemetery.”
“Oh, man … It’s amazing,” an A-10 Warthog pilot, who preferred to be called “McGraw,” told Business Insider when asked what it’s like to fly the aircraft.
It’s “incredibly easy to fly, outstanding performance,” McGraw said on the phone from Afghanistan, adding that it’s very reliable, which he partially credited to the maintenance teams.
“If you’re employing bombs, bullets, rockets, or missiles, obviously that’s rewarding because you know you’re impacting the battlefield to help save Coalition forces,” McGraw said. “But even if you’re just overhead and nothing’s going on on the ground, and you know that the ground forces are sleeping well because they simply know the A-10s are overtop, that’s a very rewarding and self-fulfilling mission.”
“Plus it’s just cool to fly A-10s,” McGraw added.
When asked what it’s like to shoot the 30mm gun, McGraw said, “I wish I had better terms for it — but it’s amazing.”
(DoD photo by Tech. Sgt. Michael R. Holzworth)
“To just feel the airplane shake and to know that you can employ a gun from an airplane diving at the ground [at] 400-plus mph [and at] a 45 degree dive angle, and [that] I can confidently, on every single pass, put 30mm exactly on target … it’s very rewarding,” McGraw said.
McGraw, who has completed five tours in Afghanistan, said he’s flown about 300 combat missions in the wartorn country, deploying his weapons about 25% of the time.
“That gun is incredibly accurate, and it obviously delivers fearsome effects and devastating effects … so when I pull that trigger, I know those bullets are going where I want them [to],” he said.
“The whole heads-up display shakes,” McGraw said. “You’re engulfed in the gun exhaust … it’s a pretty awesome feeling.”
The US sent a squadron of 12 A-10s back to Afghanistan in January 2018, where its quietly ramping up the longest-running war in US history.
At some time in our military careers, we come across pilots of all sorts, helicopter pilots, Air Force cargo pilots, Navy fighter pilots, etc. While the former two might allow you to refer to them as simply “pilots,” there’s a good chance the naval aviator will take the time to remind you that he or she is an “aviator,” not a pilot.
And there’s a very good, non-egotistical reason for that. We promise.
Insert obligatory “Top Gun” reference here.
During your military experience, you may have noticed the Navy has an entirely different vocabulary for so many things. Floors become decks, walls become bulkheads, beds become racks, etc. But the Navy’s tradition of a maritime language exists for a reason. It turns out the world they live in predates the United States Navy, the United States, and most navies, not to mention the concept of powered flight.
The maritime world is way, way old, man. And the terms used to describe that world are too. We can’t just change them overnight. Or ever, as it turns out. So while the aviation world refers to a pilot as someone who flies an aircraft, that term has a different meaning in the maritime world.
No one aboard this ship called those boxes “toilets” but they had the same use.
For hundreds of years before navies around the world were flying jet-powered aircraft off the decks of massive floating cities, “pilots” were operating in navies long before ships had engines that weren’t powered by wind or slaves. In those terms, a pilot is specially qualified to drive a ship in and out of a specific port or a specific area. For large ships, this pilot is someone from outside, who literally comes in to your boat and drives it into the harbor because he or she knows the area better than anyone else.
The pilot will roll up next to your ship aboard a pilot boat, which carries the pilot in a boat, one marked “pilot boat.” And those poor guys have to climb up the side of your ship just to park it for you. Both naval aviators and maritime pilots have a hard job that allows for zero error – so call them whatever they want.
Being in combat is one of the craziest experiences a person can have. Bullets are zipping by your melon and impacting the wall behind you, eyes wide and on the alert as the incoming rounds blanket your position. Sounds crazy. Because it is.
War is hell.
Well-trained military minds know, winning the battle is the most important aspect of winning the war. In combat, the rules are different than in any other situation you’ll probably find yourself. All available fingers need to be pulling triggers.
So if allied forces take a mass casualty, the guy who is hurt the worst isn’t necessarily the one who gets treated first.
During combat, the rules on who receives care first changes in a matter of moments. If a squad is under heavy attack and a few trigger pullers get hurt, then the unit is down a few bodies.
After the field medic takes care of their wounds, let’s say subject “A” sustained a “GSW” or gunshot wound to the chest, they are now out of the fight. If subject “B” took a bullet to their leg, they’re still considered in the fight because it’s not life-threatening.
So during wartime rules, subject “B” is supposed to be treated first to allow them the chance to get back on their weapon system and return to the fight. Hopefully subject “A” will be okay and pull through.
Rodney Smith is gearing up for a trip to Alaska. He’s already been to all of the lower 48 U.S. states. He’s on a mission to provide free lawn care to the elderly, the disabled, single mothers, and veterans. He’s the founder of a nonprofit for youth which is aimed at community development.
He’s showing everyone in America his dedication to service, and he’s doing it the way he knows best: mowing lawns.
He is the founder of Raising Men Lawn Care Service, a way for young people to give back to their community while learning the ins and outs of the lawn-care industry. Smith doesn’t limit his services to mowing, just like any other lawn-care service. Raking leaves and shoveling snow are just a couple of the services he and his cadre of volunteers offer.
As he travels the United States, he takes requests, even going so far to post his phone number on Twitter. He mows lawns in the dark, just to get one more in for that day. He’ll even do what he calls a “mow by,” completing a lawn-care service for someone in need, even when they aren’t home.
Of course, it’s better if they’re home. Then the family can meet the incredible individual who enjoys giving back and mowing lawns so much he’ll go to disaster sites, like storm-stricken Virginia.
Smith started mowing lawns for free in 2015 after driving by an elderly man struggling to mow his lawn. He stopped his car, got out, and finished the lawn for the man.
“A small act of kindness grew into all this,” he says. “You never know what someone is going through and you touch them a certain way.”
After that act of kindness, he founded his nonprofit in his hometown of Huntsville, Ala. while he was working on a degree in computer science. He used to mow lawns in between classes, a challenge for his studies but one he took with zeal. Then, he challenged others to something similar. He wanted kids to mow 50 lawns after posting a photo of them accepting the 50-Yard Challenge.
“I show kids the importance of giving back to their community,” Smith says. He now boasts hundreds of volunteer lawn care experts through Raising Men. “At first they didn’t like it… but they see the smiles and it shows them a different side of life.“
They didn’t know it when the accepted the challenge, but Smith would present the kids with a new lawn mower upon completing their 50th yard.
He challenged himself again with the task of mowing “50 Yards in 50 States.” In 2017, he drove to all lower 48 states and flew to Alaska and Hawaii. In May, 2018, he started doing it all again, visiting 20 states within three weeks. He’s not just mowing one lawn in each state, either. He often mows up to four per day as he travels. And when he comes across those in need, he stops to hear their story and help out.
And now he finds himself with a different challenge.
In 2017, Smith traveled to all the major urban areas in Tennessee and Alabama, dressed as Santa Claus to deliver gifts to the area’s homeless population. For 2018, the big-hearted lawn mower said he wanted to go even bigger. On Nov. 26, 2018, he began another nationwide tour, to visit each state and meet with at least two people or groups who are homeless and deliver gifts that will make them happy.
He wants to deliver true Christmas cheer. Not content to give and take a photo before moving on, he wants to sit with them, talk, find out how they became homeless, and try to understand what the season means for them.
Rodney Smith covered the lower 48 states in just 22 days. As of Dec. 18, 2018, he was on his way to Alaska to continue his mission.
“Every day is tough when you’re homeless, but it’s terribly difficult this time of year – both physically and mentally,” Smith said. “If I can help make even a few people more comfortable and happy, I want to do it. It may sound crazy, but I believe if we all helped just one person where we live, the results would be astonishing.“
The Marine Corps is adopting a new precision sniper rifle to increase the lethality and combat effectiveness of scout snipers on the battlefield.
The Mk13 Mod 7 Sniper Rifle is a bolt-action rifle that offers an increased range of fire and accuracy when compared to current and legacy systems. It includes a long-action receiver, stainless steel barrel, and an extended rail interface system for a mounted scope and night vision optic.
The Mk13 is scheduled for fielding in late 2018 and throughout 2019. Units receiving the Mk13 include infantry and reconnaissance battalions and scout sniper schoolhouses. This weapon is already the primary sniper rifle used by Marine Corps Forces Special Operations Command, or MARSOC.
Fielding the Mk13 ensures the Corps has commonality in its equipment set and Marine scout snipers have the same level of capability as North Atlantic Treaty Organization forces, said Master Sgt. Shawn Hughes from III MEF.
“When the Mk13 Mod 7 is fielded, it will be the primary sniper rifle in the Marine Corps,” said Lt. Col. Paul Gillikin, Infantry Weapons team lead at Marine Corps Systems Command. “The M40A6 will remain in the schoolhouses and operating forces as an alternate sniper rifle primarily used for training. The M110 and M107 will also remain as additional weapons within the scout sniper equipment set.”
The Marine Corps identified a materiel capability gap in the maximum effective ranges of its current sniper rifles. After a comparative assessment was conducted, it was clear that the Mk13 dramatically improved scout sniper capabilities in terms of range and terminal effects.
The 3rd Battalion, 5th Marines Scout Sniper Platoon used the weapon for over a year (including during a deployment) in support of the 2025 Sea Dragon Exercise. Feedback from MCSC’s assessment, MARSOC’s operational use, and 3/5’s testing of the weapon system led to its procurement of the Mk13 for the Corps.
The Mk13 increases scout snipers’ range by roughly 300 meters and will use the .300 Winchester Magnum caliber round, a heavier grain projectile with faster muzzle velocity — characteristics that align Marine sniper capability with the U.S. Army and Special Operations Command.
“The .300 Winchester Magnum round will perform better than the current 7.62 NATO ammo in flight, increasing the Marine Sniper’s first round probability of hit,” said Chief Warrant Officer 3 Tony Palzkill, Battalion Gunner for Infantry Training Battalion. “This upgrade is an incredible win and will allow snipers to engage targets at greater distances.”
The Mk13 will also be fielded with an enhanced day optic that provides greater magnification range and an improved reticle.
“This sniper rifle will allow Marines to reengage targets faster with precise long-range fire while staying concealed at all times,” said Sgt. Randy Robles, Quantico Scout Sniper School instructor and MCSC liaison.
“The new day optic allows for positive identification of enemies at greater distances, and it has a grid-style reticle that allows for rapid reengagement without having to dial adjustments or ‘hold’ without a reference point,” he said. “With this type of weapon in the fleet, we will increase our lethality and be able to conceal our location because we are creating a buffer between us and the enemy.”
MCSC completed New Equipment Training for the Mk13 with a cross section of Marines from active-duty, Reserve and training units in early April 2018.
“The snipers seemed to really appreciate the new capabilities that come with this rifle and optic,” said project officer Capt. Frank Coppola. “After the first day on the range, they were sold.”
In a time where technology, ammunition and small arms weapon systems are advancing at an increasingly rapid rate, it is extremely important to ensure the Marine Corps is at the forefront of procuring and fielding new and improved weapon systems to the operating forces, said Gillikin.
“Doing this enables the Corps to maintain the advantage over its enemies on the battlefield, as well as to secure its trusted position as the rapid crisis response force for the United States,” he said.
Many Soldiers seek Air Assault School as a simple way to get a skill badge for gloating rights. It’s only two weeks of sliding down ropes — how hard could it be? Kinda difficult, actually, if you’re not prepared.
Being a dope-on-a-rope is the fun part, but cocky and unprepared soldiers will often get dropped before they reach that point. To get the opportunity to really learn what rotor wash is, you’re going to have to do a lot of work. There’s a lot more to the school than you might think. Here’s what you need to know if you want to make it through.
I honestly don’t know if that guy was planted there by the instructors, but we all got the message. There’s no messing around at this school.
(Photo by Army Spc. Brian Smith-Dutton)
If you’re at the Sabalauski Air Assault School, for the love of all that is holy, don’t sh*t-talk the 101st Airborne
If you’re stationed at Fort Campbell, home of the Sabalauski Air Assault School, you’re more than likely going to be voluntold to attend. The 101st is pretty fond of their Air Assault status and almost everyone at the school is rocking their Old Abe.
If you’re not in the 101st and are attending on TDY, it’s ill-advised to sport an 82nd patch or Airborne wings. You might get pestered if you do, but won’t get kicked out or anything. All of that goes out the window, however, if you mouth off about the divisional rivalry.
Just how easy is it to get kicked? Here’s a fun, true story: A guy standing next to me on Day Zero couldn’t hold his tongue. He told the instructor, who kept his composure throughout, that “if you choking chickens can do this, so can I.” The instructor just opened the fool’s canteen, poured some water out, shook it near his ear, and told the idiot that he was a no-go before he could set foot on the obstacle course.
Get as much time on obstacle courses as you can before attending
The Day-Zero obstacle course isn’t that physically demanding. Every obstacle is designed so that everyone from the biggest gym rat to the smallest dude can pass. It’s more of a thought exercise than a physical exam.
The challenge that gets the most people is the rope climb. You can climb a rope with almost no effort if you carefully use your feet to create temporary anchors as you work your way up. Check out the video below for a visual example.
The “Air Assault” that will forever play in your head will remind you why your knees are blown out at 25.
(Photo by Master Sgt. Matthew Hecht)
Get used to saying “Air Assault” at least 7000 times a day
“When that left foot hits the ground, all I want to hear is that Air Assault sound.” This literally means you’ll be saying, “Air Assault” every single time your left foot hits the ground while you’re at the school. It’s not very pleasant considering it’s a three-syllable phrase and you’ll be uttering it every other second.
The answer to every question is “Air Assault.” Every movement is “Air Assault.” You’ll probably start mumbling the phrase after a while, but don’t let the instructors catch you doing it.
Also, don’t sleep in class. That’s a shortcut to getting kicked.
(Photo by Army Spc. Brian Smith-Dutton)
There’s actually a lot of math
After you’re done with the obstacle course, the first phase is all about the helicopters. You’ll be expected to memorize every specification of every single helicopter in the Army’s roster.
And, yes, you’ll need to brush up on your basic math skills to plot out how far apart each helicopter should be given their size and area of landing. But don’t worry, you’ll get to the fun stuff soon enough.
Another heads up: That yellow stick thing is super important. You don’t want to learn the hard way why you have to poke the helicopter with it.
(Photo by Pfc. Alexes Anderson)
Expect to do more sling-load operations than fast roping
Oh, you thought Air Assault was all about jumping out of helicopters and quickly touching on what it takes to be a Pathfinder? That’s hilarious. You’re now going to be qualified for a detail that will almost always come up when you’re deployed: sling-loading gear to the bottom of helicopters.
The math skills and carrying capacities you crammed into your brain will ensure that you’re the go-to guy whenever a sling-load mission comes up. It’s only after that test that you move onto the repelling phase. This is when things gets fun.
Do units still do blood wings? Probably not. It’s not that bad, really.
(Photo by Sgt. Mickey Miller)
Make sure your 12-mile ruck march is up to speed
If you’re in a combat arms unit, making a 12-mile ruck march in under three hours isn’t asking much. That’s just one mile every fifteen minutes if you pace yourself properly. The ruck is the absolute last thing you’ll be doing at Air Assault School, just moments before graduation. And yet, people still fail.
If your unit came to cheer you on and give you your blood wings and you can’t complete the elementary ruck march at the end, you’ll never live down the fact that you failed while everyone was finding parking.
U.S. and Philippine Marines aboard U.S. assault amphibious vehicles launched from the U.S. Navy’s USS Ashland and Philippine Navy’s BRP Davao del Sur as part of a counterterrorism and humanitarian response based exercise. The ship-to-shore movement brought the U.S., Philippine and Japanese militaries together to advance amphibious capabilities.
“This is another step forward in working alongside the Philippine Marine Corps and the Philippine Navy as they advance their amphibious capability,” said U.S. Marine LtCol. Michael K. Chankij, lead U.S. exercise planner for KAMANDAG 2. “Last year was the first time the Philippine Navy’s BRP Tarlac, the LD-601, launched AAVs. This year we continued advancing amphibious capabilities and interoperability as the U.S. Navy launched AAVs alongside the Philippine Navy during an amphibious assault.”
One hour after the U.S. and Philippine forces launched, JGSDF Amphibious Rapid Deployment Brigade soldiers aboard Japanese AAVs launched from the USS Ashland to support a distinct humanitarian training mission.
KAMANDAG 2 is a 10-day training exercise designed to improve U.S.-Philippine interoperability, increase readiness, strengthen multinational partnerships, and enhance the ability of U.S., Philippine, and Japanese forces to respond to crises.
After the amphibious landing, U.S. and Philippine Marines conducted follow-on live-fire military operations in urban terrain training, fire and movement drills, and fire team attacks, amplifying their proficiency in counterterrorism operations.
U.S. Marine Corps Lance Cpl. Jinho Lee presses a combat rubber raiding craft over his head during KAMANDAG 2 on Philippine Marine Corps base Gregorio Lim, Philippines, Oct. 8, 2018.
(U.S. Marine Corps photo by Pfc. Christian Ayers)
“Amphibious operations are a core competency that shapes who we are as Marines,” said Philippine Marine LtCol. Henry R. Espinoza, Chief of Staff of the Philippine Marine Ready Force. “We are anticipating the arrival of our first fleet of AAVs next year. The training we received from the U.S. Marines provides the Filipino AAV operators knowledge on how these amphibious vehicles operate, which is crucial to how our own AAV operators will effectively conduct future operations.”
U.S. participants included components of Seventh Fleet, the 3D Marine Expeditionary Brigade, and the 31st Marine Expeditionary Unit. Philippine participants included the Philippine Marine Corps, Philippine Navy and Philippine Air Force. Japanese participants included the JGSDF’s ARDB.
The ARDB was introduced to the JGSDF in March 2018. KAMANDAG 2 is the first time Japanese AAVs have ever operated outside of Japan. During the landing, the ARDB responded to a mass casualty humanitarian crisis scenario, facilitated by AAVs for the transportation of personnel and resources.
U.S. Marines assigned to Echo Company, 2nd Battalion, 5th Marine Regiment, conduct an amphibious raid during KAMANDAG 2 on Philippine Marine Corps base Gregorio Lim, Philippines, Oct. 8, 2018.
(U.S. Marine Corps photo by Pfc. Christian Ayers)
“This exercise was a good opportunity to enhance the capability to respond quickly to HADR, humanitarian assistance and disaster relief, missions,” said JGSDF LtCol. Yoshiji Aoyama, the lead Japanese exercise planner for KAMANDAG 2 of the Bilateral Coordination Department, Ground Component Command. “It provided us the opportunity to strengthen relationships with U.S. and Philippine forces.”
As part of the training evolution, U.S. and Philippine fixed wing assets also provided aerial surveillance of the beach in support of the landing.
Throughout KAMANDAG 2, over one thousand U.S., Philippine and Japanese forces conducted ground, naval and air training, reinforced counterterrorism and HADR capabilities, and supported real-world humanitarian missions in local communities.
“Training with U.S. Marines and the JGSDF is crucial in fostering camaraderie, friendship and the exchange of ideas,” said Espinosa. “KAMANDAG 2 allowed expertise between the U.S. and Philippine forces to be exchanged. Next year we will use our own AAVs in KAMANDAG 3.”
KAMANDAG is an acronym for the Filipino phrase “Kaagapay Ng Mga Mandirigma Ng Dagat,” which translates to “Cooperation of Warriors of the Sea,” highlighting the partnership between the United States and Philippine militaries. KAMANDAG 2 will increase overall U.S. and Philippine readiness, improve combined responsiveness to crises in the Indo-Pacific region, and strengthen both countries’ decades-long partnership.
Gen. Arnold W. Bunch Jr. is the commander of Air Force Materiel Command, headquartered at Wright-Patterson Air Force Base, Ohio. He handles installation and mission support, discovery and development, test and evaluation, life cycle management services and sustainment of every major Air Force weapon system. The command employs approximately 80,000 people and manages $60 billion of budget authority.
AFMC delivers war-winning expeditionary capabilities to the warfighter through development and transition of technology, professional acquisition management, exacting test and evaluation and world-class sustainment of all Air Force weapon systems.
There are eight AFMC host bases: Arnold AFB, Tennessee; Edwards AFB, California; Eglin AFB, Florida; Hanscom AFB, Massachusetts; Hill AFB, Utah; Robins AFB, Georgia; Tinker AFB, Oklahoma and Wright-Patterson AFB, Ohio. In addition, the command operates associate units on several non-AFMC bases.
During an interview with Airman magazine, Bunch discussed AFMC’s mission and responsibilities and the roles of science, technology and innovation in increasing Air Force readiness.
Airman magazine: Air Force Materiel Command is a large and diverse command which a lot of Airmen may not understand. Can you talk about the mission of the command?
Gen. Bunch: I would say we are the most diverse (major command) that there is in the Air Force. When you consider the demographics, we are very diverse. AFMC has huge mission diversity as well. What I want to tell the Airmen is, we touch everything that they touch on a day-to-day basis. When a system comes into the Air Force, we do a lot of the (science and technology) research upfront and early. That work is done through the research lab. We do a lot of the acquisition planning either through the Nuclear Weapons Center or through the Life Cycle Management Center and that starts the acquisition process. We test systems and we do all the activities to get it into the Air Force. Then we sustain the system for the long term through the sustainment center, all the way to the point that we get rid of it or retire it and put it at (Aerospace Maintenance and Regeneration Group) in some cases.
So, from the beginning all the way to the end of any system we have within the Air Force, AFMC plays a key role. Underlying all that and at the foundation is the work the Air Force Installation and Mission Support Center.
The AFIMSC takes care of all facilities modernization and restoration. They also take care of contracting, security forces, housing privatization, dormitories and military construction. They take care of these things on our installations day-to-day to make sure that our facilities are up to date so that we can project power anywhere in the world.
So our mission diversity ranges from every mission system across the Air Force that we create, develop, test and maintain from the very beginning of the program all the way to the very end of a program’s life to support for the nuclear enterprise, and installation and mission support.. AFMC is involved in all of it, so it’s a very diverse mission.
Gen. Arnold Bunch Jr., Commander, Air Force Materiel Command, talks with members of the 412th Medical Group during his visit to Edwards Air Force Base, California, Oct. 18.
(U.S. Air Force photo by Giancarlo Casem)
Airman magazine: You talk about the importance of AFMC people. What is AFMC doing to attract top talent, develop and keep the workforce?
Gen. Bunch: Our Airmen, and when I use Airmen, I’m talking about military and civilian. I don’t distinguish within this command. We, more than any other command with (more than) 60,000 civilians, we are Airmen all focused on the Air Force mission. They are our most valuable resource and they are what make this organization tick. They’re the ones that get it done every day and execute their wartime mission each day.
We are trying to speed up the process of bringing the right people in and who we can recruit. We’ve actually taken some steps to speed that process up, to make it go quicker. We’re also doing some unique things where we’re doing job fairs to try to get at the right people. We’re using acquisition workforce development funds to pay off student loans to attract high quality, high caliber people in the skill sets we need. And what I’ve asked the team to start looking at is how do we communicate this so that we can keep people?
We had a lady who worked in the Air Force Test Center in May who retired after 68 years of service. We have 21 or 22 year-old young men and women coming in and I’ve got folks that have worked in the organization for 68 years. How you communicate across that diverse spectrum and how you motivate them all to keep going forward and how do you reward and award. Those are the things that we’re asking our people to take a look at and to help us drive our retention numbers the way we need them to go.
Since October of last year, we’ve seen about an 11% drop in the time to hire civilians. We’re not where we want to be, we’ve got to get better, but it’s a step in the right direction and something that I feel comfortable saying to the workforce. We know we’ve got to do better and we’re working at it.
Congress has been very helpful by giving us some additional authorities and we’re utilizing those authorities to try to go faster.
Air Force Chief of Staff Gen. David L. Goldfein congratulates Gen. Arnold W. Bunch, Jr. after assuming command of Air Force Materiel Command commander, shake hands during an assumption of command ceremony inside the National Museum of the United States Air Force, Wright-Patterson Air Force Base, Ohio, May 31, 2019.
(U.S. Air Force photo by Wesley Farnsworth)
Airman magazine: The (Former Secretary of the Air Force Heather Wilson) and Air Force Chief of Staff Gen. David Goldfein) have called out the “Air Force We Need.” Can you please describe the “AFMC We Need” initiative? What are some focus areas and objectives?
Gen. Bunch: We have the National Defense Strategy that came out that everyone’s focused on and (the Air Force) came out with the “Air Force We Need.” When I came into the job, what I wanted to do was define what do we, as AFMC, need to be to support the National Defense Strategy and to support where the chief and secretary want to go with the “Air Force We Need.”
I didn’t have any preconceived ideas of what we wanted it to be. I wanted to tap into our most valuable resource, our Airmen. They’re the ones that are executing the mission each day. So we wanted to, as Gen. Goldfein says, “squint with our ears” and listen to our men and women about what’s impeding their ability to get the mission done and what do they think it means to speed things up, go at the speed of relevance. So, we formed a team. We sent them out. They did a lot of surveys. We got a lot of results back in and a lot of great ideas that we’re now trying to review and see how we want to implement the suggestions or what we can put in place to move forward.
One of the books I’ve read about leadership is “Primal Leadership.” In the book there is a quote about, “None of us is as smart as all of us.” So, what I wanted to do was capture the essence of what the men and women believe in the organization and then glean through those comments to figure out what we need to get after. So we’re excited about going forward.
Airman magazine: The “AFMC We Need” addressed broad areas across the command. What are some of the challenges identified?
Gen. Bunch: We did do some external interviews and I would say they’re kind of consistent. One of the things is we’ve got to do a better job of communicating our impact and what our mission is. Some of our folks didn’t understand what we do, internally and externally, so we’ve got to do a better job at communicating some of that. A couple other challenges identified were facilities, infrastructure and information technology.
We’re telling people they’re coming to work in this remarkable organization, but they’re having tremendous impacts on a day-to-day basis with how our information technology systems work and it’s causing limitations. So those will be some of the initial challenges that we are going to focus on.
Another challenge we are going to focus on and we are starting to take some actions in is leadership training. Our people want their supervisors to be better leaders.
Last month, we had a senior leader conference where we talked about that with all our center and installation commanders. One of the things we’re trying to find out is who are the “no” people. The goal is to stop some of those noes and see what we can do to get to “yes” to move forward as an organization so we’re better prepared to support the future.
One of the installation commanders gave me a sign and I’ve got it in the office. I asked everybody at the senior leader conference to sign it. It says, “Find out where no lives and kill it.”
Capt. Joshua Lee talks with Gen. Arnold Bunch, Air Force Materiel Command commander, about unmanned aerial systems Oct. 15 at Eglin Air Force Base, Fla. The commander visited Air Force Research Lab Munitions Directorate’s newest networking test and design facility during an early stop on his two-day tour of the base.
(U.S. Air Force photo by Samuel King Jr.)
Airman magazine: You have stated the AFMC has to be better at anticipating Air Force needs. How will AFMC do this?
Gen. Bunch: We have to think forward. We have to think about the future. We can’t get caught up in what is Air Combat Command or Air Mobility Command or Global Strike Command asking for today. We need to focus our science and technology to go forward. (The Air Force) put out the Science and Technology 2030 strategy. We’re building an implementation plan to get after that. How do we create a competitive environment with what we’re doing within the research laboratory so that we are pushing ourselves and we’re scanning that horizon for what’s out there for the future. That’s one way that we can do that.
We also need to capitalize on a lot of what’s going on with commercial industry to get innovative ideas from outside that we may not have thought of. So we’re supporting the pitch days that (Dr. Will Roper, assistant secretary of the Air Force for Acquisitions, Technology and Logistics) implemented in small business innovative research.
We’re supporting the stand-up of consortiums so that we can get good ideas in and see what people can do. So, there are a lot of activities we as AFMC need to work on. We need to continue to look at industry strategies for how they’re doing business and how they develop software. We need to look at how can we do those things in a more responsive manner and change how we hire the workforce and how we recruit and retain them.
We’ve got to get a more operational tie and more linkage with what we’re doing across AFMC, and with the other major commands. How are they employing some of their aircraft? How are they doing their communication? What do we need to do? What can we glean from within to find answers? We need to make our ties stronger.
Air Force Vice Chief of Staff Gen. Stephen W. Wilson, left, and Dr. William Roper, assistant secretary of the Air Force for Acquisition, Technology and Logistics, center, discuss the April 20 TechStars Autonomous Technology Accelerator for the Air Force Demo Day at the Westin Hotel in Boston with John Beatty, right, executive director of the Massachusetts Military Task Force. Ten startup companies pitched their ideas to potential investors and Air Force senior leaders during the event, which is a partnership between Techstars and AFWERX.
(U.S. Air Force photo by Linda LaBonte Britt)
Airman magazine: How is AFMC utilizing partnerships with commercial tech companies and academia to have a better understanding and mine those advanced capabilities that may be on the horizon?
Gen. Bunch: So there are a couple of different areas that I’ll focus on. We’re working right now and we’ve got some good partnerships with Delta, Tech Ops, and Georgia Tech Research Institute on what we’re doing for condition based maintenance. We’re looking at what the commercial industry is applying in managing their large fleets of aircraft. Also what can we do with machine learning or artificial intelligence so that we can be more predictive for when some of our systems may be going to fail and help us keep the supply lines primed with repair parts. To me, we have great partnerships with a lot of great ideas that we can employ and we’re working down that path together, so that’s good.
We’ve got to get rapid. That’s all part of the Rapid Sustainment Office that we stood up with Lt. Gen. Robert McMurry as the program executive officer. The RSO team is looking at condition based maintenance, additive manufacturing or 3D printing and are there technologies out there we can use and capitalize on. We’re starting to make grounds in those areas. So those are a few of the ideas that are coming from the commercial end that we can utilize.
Airman magazine: You’ve said our peer adversaries are developing new capabilities modernizing existing capabilities, eroding our tech advantage. Please describe how AFMC is responding to the need for speed?
Gen. Bunch: There are a lot of different things we can do to get at that need for speed. But what we also want to make sure of is while we’re speeding, we’re doing it with discipline. We need to go fast, but we also need to put the disciplines in place so that we’re thinking our way through some of those systems and some of the decisions we’re making so that we are looking long term as well as immediate. We’re looking at, can I get a technology to the field faster? That means a viable product that we would evolve over time versus going for the solution that would take 10 years and a lot more effort. Can I give you something that gets me on that path in two years that you would be able to utilize in the field and be able to move out with.
So that’s one area that we’re looking at. Can I turn things faster and build over time? Another one that we’re continuing to focus on is open mission systems. If we can get open mission systems architecture into our weapons systems and into our designs, we can then bring in new technologies as technology evolves or the threat changes, because those are two things that are never going to slow down. They’re going to change. But by having open mission system architecture, we can piecemeal in parts over time as the technology and the threat changes so that we can adapt more quickly. We shouldn’t have to test systems as long. We should be able to be cyber secure. Those are a couple examples of things that we can immediately get after.
A good example of that is R-EGI, our Resilient Embedded GPS/Inertial Navigation System. That’s a program that we’re running out of the Life Cycle Management Center and it’s to get after having a resilient position navigation and timing solution over time. If that becomes threatened, what we have is an enhanced GPS/INS, most folks know. We fly it in all of our aircraft. It’s common with us, the Navy, the Army; it’s in all platforms. It’s something that’s almost universal. What we’re doing in this effort is trying to build open mission system architecture design so if I needed to inject new software or I needed to add a new component, I could evolve that over time as the threat changes and we could be more resilient.
Another good example is we’re using and trying to push to digital engineering and a digital enterprise. Right now, the ground based strategic deterrent team is doing a good job with some model-based systems engineering. We want to digitize and become a more digital enterprise with what we’re doing within AFMC. In digital we can change things in a more rapid manner and do things on a computer and look at options and look into digital areas before we ever start doing some of the other advances. It should eliminate some of our trial and error.
The Air Force Research Laboratory’s AgilePod is shown mounted on the wing of the Textron Aviation Defense’s Scorpion Light Attack/ISR jet. The AgilePod is an Air Force-trademarked, multi-intelligence reconfigurable pod that enables flight-line operators to customize sensor packages based on specific mission needs. A fit check in late December 2017 provided an opportunity to demonstrate the ability of the pod to rapidly integrate onto a new platform with short notice, highlighting the benefits of Sensor Open Systems Architecture.
(U.S. Air Force photo by David Dixon)
Airman magazine: In fall of 2017, the secretary challenged us to develop a new Air Force ST Strategy for 2030. That document is now published. From your perspective, what are a few of the key takeaways?
Gen. Bunch: Really, it’s about competition and how do I create competition within what we do, within our research laboratory and our ST so that we’re continuing to push the bounds. I think that’s one of the key ingredients. How do we as an enterprise capitalize on the various basic research activities that may be out there so that we’re pushing the envelope and we’re looking at things and going, “That has great promise, I need to continue to work in that area.” Or, “That’s not making the progress I need. I need to off ramp that and I need to go another way.” So I think that one is really important.
The other one is we have science and technology dollars and how do I, over time, take those and shrink the investments so that they’re more focused in game changer technologies that I’m going to put out in the field. How do we capitalize on that knowledge base and how do we drive to where we’re transitioning game-changing technologies and we’re getting them into the field and capitalizing on that transition. I think those are two of the key things that we’re really looking at.
Airman magazine: How are AFMC and AFRL going to support the execution of the strategy?
Gen. Bunch: So there are a lot of activities already underway. Right now, we’re working with AFWIC, Air Force Warfighting Integration Capability, and we’re working with Dr. Roper’s team to come up with an implementation strategy. So that’s in the works. We are also trying to make some changes so that we can handle our money with a little more flexibility, so that we can shift and put our focus where the dollars need to be for those bigger projects.
So we’ve got a great partnership right now. The team is working with me on a regular basis. Our team’s trying to set in place processes to review where our tech focus areas are so we can make the right investments. They’re looking at what we want to do in basic research. They’re looking at what we want to do at the next level and then what we’re doing in our advanced research, where we’re getting to the prototyping and how do we focus.
A Republic of Singapore air force F-16 Fighting Falcon fighter aircraft tactical aircraft maintainer assigned to the 425th Fighter Squadron, Luke Air Force Base, Arizona, performs a launch inspection June 10, 2019, on the flightline at Tyndall Air Force Base, Florida. The 425th FS is at Tyndall to take part in a Combat Archer exercise.
(U.S. Air Force photo by Airman 1st Class Bailee A. Darbasie)
Airman magazine: Is the Tyndall AFB rebuild an opportunity to take the Base of the Future off the drawing board and make Tyndall a proof of concept for new tech?
Gen. Bunch: We are looking at new technology for Tyndall. Tyndall, as devastating as that was, thank goodness we had a great team doing a lot of great work so that the damages were material damages to things that we can replace and it wasn’t to our Airmen and their families. That’s our number one focus, their safety. But now as we recover, we do have an opportunity to look at what would we want the base to look like for the future. How would we want the information technology system set up so that it’s more efficient? How would we set in the power lines? How would we build the buildings? We are looking at Tyndall as an example of what we may be able to do for the future.
We’ve actually had AFWERX bring in some outside companies to come in and pitch their ideas. So we’re trying to move as quickly as we can to get everything moving forward, to get the mission back to normalcy. We’re also looking at what would we do different now that we can make changes and we can look at the mission from a different perspective. How would we make it better when we rebuild it? How is it more resilient? How do we have a better information technology network? How do we design everything–from are we going to put anything above ground or are we going to put it all underground now that we have the time to be able to do that so that it’s safer and more secure and less likely to be damaged in the future. Those are all things that we’re looking at as we go forward.
Airman magazine: How does AFMC support the Air Force as a hub for innovation?
Gen. Bunch: Innovation’s been a foundation of what we’ve been as an Air Force from the very beginning. And it’s interesting, we have more than 80,000 people within AFMC and you ask them all what innovation means, you’d probably get 80,000-plus different definitions. And I’m good with that. Innovation can mean some groundbreaking revolutionary thing that we’ve never done or it could mean changing a process so that we can go faster because we’ve employed what the Sustainment Center uses which is the ‘art of the possible.’
I’m good with all of it. What we have to create, and I think we are doing a better job of it, is an environment where a good idea can come in. What I want to make sure, as the commander, is that our people understand I’m willing to let them try things. And I’m not talking crazy risks, but if they want to try a new idea or process, I’m okay with that. If it works, that’s great and if it doesn’t work, then we’ll learn from it and we’ll move on. So innovation can take many, many forms. I want people to come in with their good ideas and I want to capitalize on their innovative spirit. That is what we as an Air Force were founded upon.
We also tie in with AFWERX; the Pitch Days to me are innovative. We’re going to be doing an AFMC internal pitch day where we can pitch our own good ideas, not just try to capitalize on what industry does or what venture capitalists are doing. So we’re trying to actually harness those good ideas to go forward.
Dr. Will Roper, Assistant Secretary of the Air Force for Acquisition, Technology and Logistics, welcomed event attendees during the Air Force Space Pitch Day, Nov. 5, 2019, San Francisco, Calif. Air Force Space Pitch Day is a two-day event demonstrating the department’s willingness and ability to work with non-traditional start-ups.
(U.S. Air Force photo by Van De Ha)
Airman magazine: With declining mission capable rates and an aging fleet with an average 28 years of service, what do these numbers mean and do MCRs equate to Air Force readiness rates?
Gen. Bunch: So readiness depends on where you sit as to what you believe the right metric is. The one we’re driving right now, we’re trying to increase, is aircraft availability. That’s one that we’re really focused on with our legacy fleets. And there are multiple factors that play into that. One of the things that we’re finding is, we have, in some cases, a shrinking industrial base. And that’s one that we’ve got to focus on to help grow that industrial base.
What we want to do is make sure that the people who are operating the systems have as much up time as they can so they’re as ready as possible to do their mission. That takes research. How would I go do this? It could take reverse engineering. How do I reverse engineer this component that there’s no longer a vendor for and create it? So we either build it ourselves or we put the drawings out to get it manufactured.
The fact we are flying aircraft as old as they are with the mission capable rates that we have today is because of the Airmen working in the Sustainment Center and the focus of our maintainers out on the line who can keep these legacy aircraft up and running.
At an average age of 28 years, the fact that we keep mobility aircraft taking off and landing, delivering supplies and equipment every two minutes is amazing work by a lot of different people. We’re ready, but we’ve got to continue to try to up that game and continue to try to improve.
An F-16 jet engine in max power during a test in the 576th Aircraft Maintenance Squadron’s hush house engine facility at Hill Air Force Base, Utah, June 5, 2019. The shop is responsible for performing organizational level maintenance on more than 200 engines per year. The shop’s maintenance tasks include engine inspections, external engine component removal and replacement, repairs, and troubleshooting during flight line and test cell operations.
(U.S. Air Force photo by Alex R. Lloyd)
Airman magazine: Can you identify some of the success stories throughout AFMC in new technologies like additive manufacturing, 3D printing and data analytics to improve readiness and decrease maintenance downtimes?
Gen. Bunch: We had a meeting last month where we were looking at engines. I’ll just use that as one example. We started looking at the performance of the engines over time and as we reviewed data and did the analytics, we started doing scheduled replacements of engines. So we could pull them off at the time that was of our choosing versus downtime required because the engine went too far.
What this allows us to do is control when we do maintenance. It allows us to prime the pump in the supply system so we get the right parts at the right time. That’s just one example that I can say from a data analytics perspective where we are really already seeing some great progress. We’re using condition based maintenance and algorithms right now with the C-5 Galaxy. We’re doing it in some cases in the B-1 bomber and we’re looking at growing it into the KC-135 fleet. So we’re trying to take some of those lessons learned in technologies and capabilities that others are using and apply it into our inventory and we’re starting to see some benefits.
We really want to get to the point if we’re going to send an aircraft down range and it’s going to have something fail in five days and the deployment is for 10 days, let’s fix it before we deploy it. If we can get to that point, we’ll really increase our aircraft availability and our ability to generate sorties and improve the mission dramatically.
On additive manufacturing, that one’s one that’s more challenging. A lot of people look at 3D printing as that’s really something easy to do. When you start talking about airworthiness that becomes a little more challenging. There are components we can build that are not airworthy components, and we’ve already got approval to do those parts. We have innovation centers at each of our three logistics complexes and they can do some of those. We save money and get the mission done in a timelier manner.
So we’re demonstrating some of those. It’ll take more time to get to where we can do a lot of airworthy parts. We’re working on that. We must get the engineers involved and get them the analysis.
We are seeing a lot of ground being made in additive manufacturing and in condition based maintenance. And then the other one, we’re taking technologies like cold spray, which is a repair technique, and we’re actually employing that in some of our depots so that we can minimize the downtime.
Airmen from the 90th Missile Maintenance Squadron prepare a reentry system for removal from a launch facility, Feb. 2, 2018, in the F. E. Warren Air Force Base missile complex. The 90th MMXS is the only squadron on F. E. Warren allowed to transport warheads from the missile complex back to base. Missile maintenance teams perform periodic maintenance to maintain the on-alert status for launch facilities, ensuring the success of the nuclear deterrence mission.
(U.S. Air Force photo by Airman 1st Class Braydon Williams)
Airman magazine: Would you talk about AFMC’s support to the nuclear enterprise from both a sustainment and modernization perspective?
Gen. Bunch: Maj. Gen. Shaun Morris is our Air Force Nuclear Weapons Center (AFNWC) commander and his team is doing an outstanding job making sure that our nuclear deterrent is solid and that there is never a question that if they are called are they going to be able to respond. And that goes across the full spectrum.
The Minuteman-III program was built many, many years ago with a short lifespan; well we’re still maintaining them. We’re going to be maintaining them until the 2030 timeframe. We’ve stood up depot maintenance now on our Minuteman-III system, which was never intended to have a depot capability, but we’re doing that so we can sustain it and ensure that it’s reliable if ever called upon to do its mission.
AFNWC is on the front edge of making sure that our nuclear deterrent is really a nuclear deterrent and it’s credible and it’s safe and secure and it can answer the nation’s call.
The other part of the nuclear mission is the air leg; we have to make sure that we’re doing what we need to sustain our bomber force. AFMC is key in making sure that the force is supportable, sustainable, with upgrades where needed, while making sure all the activity we’re doing in the depot is supporting the mission.
Airman magazine: Could you talk about agile software development and the way we buy and develop software and how does this relate to Agile DevOps and cyber protection for all of our weapon systems?
Gen. Bunch: Software is everywhere. We’re going to have to change our mindset about software. The way that industry does it is they’ll modify and continue to push updates on a more regular basis. I don’t ever think we’ll get to the point we’re doing what industry does with our systems, but we have to get into a more Agile mindset. That’s a challenge for a lot of the way we’ve done business. It’s not just that you have to bring in coders and create an environment where they can develop Agile methods, that’s part of it, but you also have to change the culture of the men and women that are working on this because it’s not the way they’ve historically done it.
You’re developing. You’re testing. You’re fielding. You’re correcting deficiencies and it goes on and on. That is a culture change for AFMC and the men and women that are doing the acquisition. It’s also a culture change for all of the test community and anybody involved. It’s a culture change with how you handle your dollars. One of the things that I’ve been a proponent of is the need for money that has not binned by a specific definition of sustainment, development, or production. If you’re really doing Agile or secure DevOps, those money lines are blurry. We need colorless money so that we’re not hindered by some of the rule sets on how the money gets moved around.
So it’s a big change. We’ve got to be able to change that culture. The other thing is you have to be able to attract and recruit software developers. We have to capitalize on that skill set. And a lot of what we’re doing right now, we’re actually bringing in Airmen who just have a propensity and a love for doing software development and we’re putting them to work and they love it. We also have to capitalize on our own capabilities along the way, but it’s one that we’ll have to re-look at how we bring in manpower.
Pilot Training Next instructor, U.S. Air Force Capt. Orion Kellogg, discuses a future PTN version 3 student’s virtual reality flight with members of NASA as part of a collaborative research agreement between Air Education and Training Command and NASA October 22, 2019, at Joint Base San Antonio-Randolph, TX. The goal of the agreement is to help both AETC and NASA collect physiological and cognitive data and leverage each organization’s knowledge and skills to maximize learning potential for individual students.
(U.S. Air Force photo by Sean M. Worrell)
Airman magazine: With the advancements in AI/VR, how do you see the Air Force further capitalizing on technology to equip Airmen with quality training through simulation scenarios?
Gen. Bunch: AI and VR, those are big areas that we’re going to continue to look at. The best example right now is one that our Air Education and Training Command started with Pilot Training Next. What they’re really doing is they’re capitalizing off of the gaming industry and artificial intelligence to understand and to personalize the training they’re doing for each individual student.
The way they’re building Pilot Training Next allows the student pilots to learn in a simulated immersive AI and VR environment with an individualized training methodology, which really speeds up the learning process.
I think you’re going to see more growing in that area. We’re looking at trying to apply that for maintenance. We’re also looking at other avenues to try to capitalize so we’re better able to train the workforce in a timelier manner.
Airman magazine: You have a lot of experience in your resume in the test community. How do you see the community evolving for the speed of relevancy?
Gen. Bunch: So there are a lot of initiatives here. One of the things we did in my previous job was take the test community leadership to Silicon Valley to expose them to how commercial industry tests software. The goal was to figure out what can we change within our initiatives to be able to test software more quickly to support Agile development ops, secure DevOps and to push things out into the field faster.
That’s now something we’re working on. We’re changing our philosophy. We’re working with the operational test community to set that up. Another area that we’re looking at is how do we combine more developmental tests and operational tests earlier in the process? Gen. Mike Holmes [Commander, Air Combat Command] and I have kicked off an initiative to look at that. We’re looking at how we could combine our developmental tests and our operational tests so that we’re getting more data quicker. We can streamline the amount of testing. We can save costs. We can get things into the field more readily.
There are a lot of great strides going on at the Air Force Test Center with Maj. Gen. Chris Azzano about how do we test things in a more rapid manner. He’s asking the questions: How do we not over test? How do we use digital enterprise, model-based systems engineering? How can we utilize that digital enterprise to get after some of that testing so that we don’t have to do everything in open air and repeat things?
The worst answer you can give me is, “Gen. Bunch, we got to test this much because that’s how we’ve always done it.” That is not a good answer. So anybody out there, that’s not a good answer to give me. There are certain things we’ve got to go test. We want to make sure that it’s safe for the Airmen we’re putting in harm’s way. We want to make sure that they have a good product. But we are making a lot of strides at relooking at how we do our test enterprise.
Staff Sgt. Ruth Elliot, 412th Medical Group, takes a selfie with Gen. Arnold Bunch, Commander, Air Force Materiel Command, at Edwards Air Force Base, California, Oct. 18. Elliot was a presented a commander’s coin by the AFMC commander.
(U.S. Air Force photo by Giancarlo Casem)
Airman magazine: What has been some of the most rewarding part of your career?
Gen. Bunch: From what I’ve done in the military, I go back to all I’ve ever really wanted to be was a commander and work for Airmen. I firmly believe in servant leadership and that the commander works for everybody in the organization. Right now I work for more than 80,000 men and women within AFMC, the Airmen making the mission happen every day and doing all the hard work. Getting to talk with them, getting to watch them grow and feeding off of their energy is the most rewarding thing I get to do every day.
If you listen to some of our young Airmen when they talk about the great things they’re doing or you watch them respond in a time of crisis with what they do, if that doesn’t put a smile on your face and make it great to put the uniform on every day then you probably got a problem and it may be time for you to go find something else to do.
To me, just the interactions with the our people and watching our Airmen succeed and watching them do the mission every day with the passion they do is just remarkable for me.
Airman magazine: What would you like to say directly to the Airmen of AFMC?
Gen. Bunch: So for the Airmen of AFMC, thanks for what you do each and every day, your wartime mission makes us successful. Remember that what we’re doing is critical to the war fighter and remember that we are the most important major command within the Air Force. If we’re going to achieve the National Defense Strategy and if we’re going to drive to the Air Force We Need, we’re the ones that have to succeed. If we don’t succeed then the Air Force can’t succeed. Remember, the programs and systems we’re working to sustain and test is to make sure America’s most valued treasure, our sons and daughters we send into harm’s way, have the technological advantage they need to do their mission supporting our nation’s defense and to come home safely.
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
Sergeant Major of the Army Michael Grinston announced a historic new temporary promotion policy for soldiers. The policy is designed to expand on the Army’s ongoing commitment to supporting its soldiers.
“Today I am pleased to announce a new promotion policy that helps us to continue to put people first,” Grinston shared on a press call. Beginning with the January 2021 promotion month, soldiers unable to complete the Army’s required Professional Military Education courses to qualify for advancement to sergeant, all the way through sergeant major, due to pregnancy, deployment or those enrolled in a non-resident sergeant major course will be temporarily advanced to the next rank.
Through research, the Army recognizes that the requirements for advancement to higher rank negatively impacts women in particular. Grinston shared that female soldiers would routinely speak to him about the struggle and difficulty of determining when to start a family in order to not negatively impact their career. Female soldiers are unable to complete the physical training portion of leadership school required due to pregnancy or being postpartum, often putting them behind their male counterparts in career advancement.
Deployed soldiers were also falling behind their peers in advancement opportunities. Grinston explained that Army units overseas were declining to send soldiers to the required PME courses due to operational needs within combat zones. Around 300 soldiers requested exceptions in 2019 in order to advance to the next rank. Although the number may seem small, Grinston shared that it would be much higher if the Army ever had to significantly increase their numbers to meet combat needs.
When developing the policy, leadership wanted to ensure that those attending either sergeant major course could advance on time, regardless of how they took it. It was discovered that those attending the nonresident sergeant major course tended to finish their course later, missing the deadline for meeting requirements for promotion on time. This left qualified soldiers waiting a year to advance to the next rank despite completing the required schooling. The new policy avoids that.
Command Sergeant Major Kenyatta Gaskins was also on the call with members of the press and addressed questions on whether soldiers being temporarily promoted were actually ready to advance. “Those soldiers have already demonstrated that they have the potential to perform at the next higher level. They have been recommended for promotion by their commanders,” he explained. “I don’t believe we are blindly promoting individuals. These are well deserved promotions of soldiers who’ve demonstrated the ability to perform at the next higher level.”
The temporary promotion policy applies not only to active duty Army but also those in the Army Reserves and Army National Guard. As long as soldiers are otherwise qualified and meet the conditions outlined, they will be advanced beginning January 1, 2020.
Those temporarily advanced to the next rank will have a set amount of time to complete their PME courses or they will revert back to their previous rank. Should they be reverted back due to not completing PME, they will not be required to pay back the received increase in pay due to temporary advancement. Active soldiers returning from deployment will have one year to complete their PME course and active female soldiers will have two years from the end of their postpartum profile. Those in the Army Reserves or Army National Guard will have three years.
The temporary promotion is allowable only once in a soldier’s career.
“I believe none of these scenarios – starting a family, deploying to a combat zone or selection to the nonresident sergeant major course should be a reason a soldier’s career should be delayed,” Grinston explained. “These temporary promotions support the Army’s ‘people first’ strategy.”
Russian President Vladimir Putin has proposed signing a World War II peace treaty with Japan by the end of 2018 “without preconditions.”
Putin made the surprise offer in public, sitting next to Japanese Prime Minister Shinzo Abe on a stage at an economic forum in the Russian city of Vladivostok on Sept. 12, 2018.
After Abe pressed Putin on the subject of a treaty and a solution to the decades-long dispute over a group of islands claimed by both countries, Putin said: “An idea has just come into my head.”
“Shinzo said, ‘Let’s change our approaches.’ Let’s! Let’s conclude a peace agreement — not now but by the end of the year, without any preconditions,” Putin said.
He said issues that are in dispute could be resolved later, and that the pact could specify that the sides are determined to reach mutually acceptable agreements.
There was no immediate response from Abe, whose country has sought the return of the islands that lie northeast of Hokkaido since the war.
A treaty without preconditions would leave Russia in control of the disputed islands, which Russia calls the Southern Kuriles and Japan calls the Northern Territories.
Soviet forces occupied the islands at the end of World War II, and the territorial dispute has prevented Moscow and Tokyo from formally ending hostilities in the war.
Russian and Japanese Foreign Ministry officials said that work on a future agreement would continue as usual, and a Japanese official made clear that Tokyo wants an agreement on possession of the islands before it will sign a peace treaty.
Location of the Kuril Islands in the Western Pacific between Japan and the Kamchatka Peninsula of Russia.
“The government will continue its negotiations on the basic principle that we will sign a peace treaty after resolving the issue of the attribution of the four Northern Islands,” Chief Cabinet Secretary Yoshihide Suga told reporters. “This stance hasn’t changed.”
In Moscow, Deputy Foreign Minister Igor Morgulov told Russian news agencies that Putin’s announcement would not require any changes to the current format of negotiations.
Kremlin spokesman Dmitry Peskov said later in the day that Putin and Abe had not had a chance to discuss the proposal.
Russian commentator Georgy Kunadze, a former deputy foreign minister, told Ekho Moskvy radio that he believes Putin was “trolling” Abe and “does not expect anything” to result from the proposal.
The quest for the return of the islands is an emotive issue in Japan, and Kunadze suggested that Abe would never accept a deal that would be political suicide.
In years of talks, Russian officials have repeatedly signaled that Japan could not hope for a swift solution and hinted that the best way to get closer to a deal was to invest in the sparsely populated, windswept islands and engage in other areas of economic cooperation.
Meeting Abe on the sidelines of the forum in Vladivostok two days earlier, Putin had told the Japanese prime minister that “it would be naive to think that it can be resolved quickly.”
In his remarks on Sept. 12, 2018, Putin said concluding a pact would create a better atmosphere and enable Russia and Japan to “continue to resolve all outstanding issues like friends.”
“It seems to me that this would facilitate the solution of all problems, which we have not been able to solve over the past 70 years.”
There’s a veteran’s service initiative in Chicago that is literally saving children’s lives.
As part of the “Safe Passage” program, a non-profit called Leave No Veteran Behind deploys veterans to troubled areas of Chicago to watch over kids on their way to and from school. The organization repays student loan debt for service members in exchange for community service projects like this one, and also helps with employment and transitional jobs.
“We’re here faithfully; we’ve been here since day one,” veteran Bernard Cooks told NPR. “Our intention is to be here until the last day so kids can figure out that, ‘Hey, there’s somebody that actually cares about our safety,’ and they can feel confident going up and down these streets.”
In response to the widespread violence among youth in parts of Chicago, LNVB approached the Chicago school system to see if veterans could help. Tipped off about repeated violent incidents on the corner of 35th and Martin Luther King Drive, LNVB deployed 20 veterans to the location to stand guard, positively engage with youth and maintain the peace. Several weeks of calm led to expansion, and now, more than 400 veterans have participated in the Safe Passage program, positioned at several hot spots for crime in tough Chicago neighborhoods. On any given school day, about 130 veterans patrol the streets. As a result, the Chicago police has seen a significant decline in violence in the communities served.
114 children were murdered in Chicago from 2010 to 2014, CBS News reported. Many were injured or killed by gangs. Watch how Leave No Veteran Behind is helping to bring these numbers down:
The Littoral Combat Ship program has had a rocky history, characterized by many ups and downs. USS Freedom (LCS 1), a variant designed by a team led by Lockheed, notched one of the highs during a 2010 deployment to Southern Command, during which it quickly racked up four drug busts. Unfortunately for the LCS, for every high, there have been many lows.
Both the Freedom- and Independence-class vessels experienced many breakdowns. Last year, one ship got iced in. Additionally, the basic armament suite just doesn’t pack that much of a punch — the littoral combat ships have a single 57mm gun, a launcher for the RIM-116 Rolling Airframe Missile, a few M2 .50-caliber machine guns, and an MH-60R Seahawk.
The littoral combat ship USS Freedom (LCS 1) conducts flight deck certification with an MH-60S Sea Hawk helicopter assigned to the Sea Knights of Helicopter Sea Combat Squadron (HSC) 22.
(U.S. Navy photo by Mass Communication Specialist 2nd Class Nathan Laird)
That kind of firepower isn’t bad for a Coast Guard cutter, but for a warship, it’s just wimpy. By comparison, Oliver Hazard Perry-class frigates (which the littoral combat ships were to replace) pack a Mk 13 missile launcher that typically carries 36 RIM-66 Standard SM-1 surface-to-air missiles and four RGM-84 Harpoon anti-ship missiles, a 76mm gun, two triple 324mm torpedo tube mounts, and a Mk 15 Phalanx close-in weapon system in addition to an MH-60 helicopter.
As a result, the Navy has cut the LCS program from 52 vessels down to 40. Now, the Navy wants to buy guided-missile frigates. To that end, Lockheed is putting forth a version of the Freedom, called the “Freedom Frigate.” In essence, this is a LCS that will have a lot more firepower.
For starters, it will pack at least 16 cells in a Mk 41 vertical launch system and be able to fire RIM-162 Evolved Sea Sparrow Missiles, the Standard family of surface-to-air missiles, RUM-139 Vertical Launch ASROCs, and BGM-109 Tomahawk cruise missiles. Not only that, the new FFG(X) will also pack eight anti-ship missiles and countermeasures against enemy missiles and torpedoes.
This model at the SeaAirSpace expo in National Harbor, Maryland shows some of the upgraded firepower that the FFG(X) variant of the Freedom-class littoral combat ship will pack.
The Navy plans to pick its new FFG in 2020. The Freedom is facing off against four other contenders, including one from Spain.