For the first time in their history, the Army will be completely reliant on the internet and social media to complete their summer recruitment of soldiers. With COVID-19 impacting their ability to do face to face recruitment events, they’ve become innovative. Their goal: 10,000 new soldiers.
The Army paused briefly in processing new applicants and significantly reduced the number of recruits at basic training to ensure they could reduce risks of infection and keep potential soldiers and staff safe. Once all measures were in place, the Army hit the ground running for recruitment.
The Army typically sends between 10,000 to 15,000 future soldiers to basic training every summer. The challenge, however, will be making that happen through a computer. In the months leading up to the summer push, most recruiters are inside high schools and continually interacting with youth. Although the pandemic prevented that, recruiters got creative.
These past few months have seen recruiters actively engaging on platforms like Facebook, Instagram and even playing video games with potential future soldiers. Although this definitely helped the Army somewhat maintain their recruiting numbers, a bigger push is needed to ensure mission readiness.
The Army’s virtual nation-wide hiring campaign will run from June 30 to July 2, 2020. Those who are eligible and join during the hiring event can earn a ,000 bonus, on top of other available bonuses and student loan payoffs. This campaign will be a test of the Army’s digital footprint and their ability to reach potential young soldiers virtually.
Command Master Sergeant Tabitha Gavia is the senior enlisted leader for U.S. Army Recruiting Command at Fort Knox, Kentucky. It is her command leading the national hiring event. “We are responsible for the mission that the Army gives us every year, to recruit a certain number of Army and Army Reserves,” she shared.
According to an Army press release, “Army National Hiring Days is an all-Army effort to inspire individuals across the nation to ‘Join Us.'” This will be the first time that the Army has collectively come together as a whole to leverage the digital space in a nation-wide recruiting effort.
The Army has over 150 career opportunities for those that want to join. When someone signs up, they will also pick their job at the same time. When they finish basic training, they are sent to their specialist training for their chosen career field.
During Army National Hiring Days, those who want to learn more about the Army and inquire about joining can visit their recruitment website. There they’ll find a wealth of information about careers, qualifications, and specific hiring incentives.
There are always unique challenges to recruiting, even without a global pandemic. “External environments are the real challenges. One in particular is the significant number of people who simply aren’t qualified to serve in the armed forces,” Gavia explained. According to a recent 2019 study by Mission: Readiness, they found that as much as 75% of America’s youth is ineligible to serve. The three top reasons for ineligibility include being undereducated, involved in crime or physically unfit.
Gavia shared that another unique challenge in recruiting is that many young people simply don’t know enough about the Army, especially if they don’t live near a base or weren’t raised in a family of service. “We have to get people to get to know us and overcome preconceived notions and fears,” she said.
One example of a current fear is the recent ongoing protests and the involvement of the U.S. military in shutting them down. This led to a lot of potential recruits to question whether they wanted to be a part of the Army or any armed service at all. “Our recruiters faced backlash in their communities. They then had to explain that this is one aspect of supporting the country, but becoming part of the team there would be other things you would be doing and that this isn’t a true reflection of the Army,” Gavia shared.
The Army is also seeking to create a more diverse service. They aim to be the national leader in embracing a more diverse and inclusive environment. “It’s important to stress our diversity. Our strength really lies within our diversity….We want the public to understand and know this is important and a part of who we are,” said Gavia.
To learn more about the Army’s mission and dedication to inclusiveness, you can check out their website which details their commitment to diversity. For those who are interested in learning more about the Army and how they can make a difference by becoming a soldier, click here.
One of the eight engines powering a Boeing B-52 bomber flying over Minot Air Force Base on Wednesday quite literally fell right off the aircraft.
The unarmed aircraft, which was on a training flight at the North Dakota base, landed safely and none of the crew were injured, an Air Force spokesman told Defense News.
The service has already initiated an investigation into what went wrong. All crew members of a B-52 that crashed in May 2016 escaped without injury, though a 2008 crash killed all six crew members on board.
The B-52 is a long-range, heavy bomber jet aircraft powered by eight Pratt Whitney engines. It was first introduced in 1955, though it has continually been upgraded and maintained.
The Air Force has just over 75 B-52s still in service today, which are slated to last into 2040, according to Defense News.
The B-21 Long Range Strike Bomber is expected to replace the aging B-52 fleet once it’s introduced some time in the mid-2020s.
I can feel the gaze of the maintenance master chief beating down on the back of my neck from a mile away. At that moment, I exist in the paradox of being micromanaged by the front office while working a set schedule, flying sorties, and doing minimal maintenance.
Night check, on the other hand, is a different kind of ass-backwards; catch a couple of late flights in and fix whatever gripes the officers make up, including classics like:
“It smells like burning toast in the back of the aircraft.”
“The rudder sticks when held in position for too long.”
“The seats are uncomfortable.”
VAW-125 E2C sits on a flight line
A flight rolls in. Unphased, I throw up a salute, welcome the aircrew back, and start my inspection.
Every DET has its ups and downs. Sometimes you’re flying exercises at TOPGUN in the middle of Fallon, Nevada, sometimes you’re drinking double-shot margaritas with a parrot on your shoulder in Key West. This time, it was the latter.
I stroll into the hangar for muster a little disoriented and hungover from exploring the town the night before. Another surprising Navy DET tradition is to drink — and to drink heavily. Detachments are the only time fraternization is brushed under the rug; an E1 sailor and an officer can be seen throwing back a couple shots, calling each other by their first names, but find their military bearing by 0600 the next morning.
Naval Air Station Key West: Where magic happens.
I check the flight schedule and don my gear as I see my name scribbled on the board. My supervisor yells for me as I’m running out the door to catch my flight.
“Listen Kim, the sooner we get this sh*t done, the sooner we’re off — and the sooner we’re off, the sooner we’re at Cowboy Bill’s!”
Blurry, much like the memory of the night.
Photo by Sung Kim
On Wednesdays, the neon lights of Cowboy Bill’s is a beautiful sight for any metaphorically shipwrecked sailor, marooned far from home and looking for good times, cheap drinks, and morally flexible women. There, they honor a time-old tradition, one that’s highly recommended by the saltier vets in the squadron: topless mechanical bull riding. And it’s every bit of Christmas your six-year-old heart could ever dream of.
Warrant’s “Cherry Pie” will exist for as long as strip clubs do.
I’m one flight away from having Warrant’s “Cherry Pie” ring in my ears and I’ve already picked up scent of the drunken regret ahead of me when I get the call over the radio: My pilot discovered a hole in one of the stabilizing rudders. Unlike most complaints, this was an actual gripe that downs an aircraft. And if the aircraft is down, pilots can’t get their hours in.
I mourn the loss of the wonderland filled with inebriated bachelorettes slow-grinding on a mechanical bull that I’d built in my foolish imagination.
A quarter-sized divot in the rudder stands between me and my paradise; a quarter-sized problem that’s about to be fixed with a dollar-sized piece of duct tape. I run into the shop, grab a roll of duct tape, patch the hole, and epoxy the sides so that the integrity of the tape stays flush while in flight. My supervisor signs off on it, calls maintenance control, and we’ve got the green light.
Upon pre-flight inspection, my pilot calls me up to the top of the aircraft. “What is that, Kim? Duct tape?” I panic.
“No sir, it’s high-speed aero-tape sir,” I lie, reflexively. What am I doing? Why wouldn’t he know what duct tape looks like?
He’s puzzled because he’s never heard of it, so he summons my supervisor. He hasn’t heard of it because it doesn’t exist, just like my soon-to-be-over naval career.
“High-speed aero-tape?” My supervisor chuckles. “You’re lucky we’re on DET son, as soon as this b*tch comes back, write that sh*t up for day check. We’re going to Cowboy Bill’s.”
I was bailed out. My supervisor had my back like he always did and confirmed that the hardware store duct tape my lieutenant (with an engineering degree) saw, was, in fact, a fictional, quick temporary fix patch substance called, “High-Speed Aero-Tape.”
But hey, if you can’t fix it with duct tape, it can’t be fixed.
Innovation isn’t just a matter of creating something new. Rather, it’s the process of translating an idea into goods or services that will create value for an end user. As such, innovation requires three key ingredients: the need (or, in defense acquisition terms, the requirement of the customer); people competent in the required technology; and supporting resources. The Catch-22 is that all three of these ingredients need to be present for innovation success, but each one often depends on the existence of the others.
This can be challenging for the government, where it tends to be difficult to find funding for innovative ideas when there are no perceived requirements to be fulfilled. With transformational ideas, the need is often not fully realized until after the innovation; people did not realize they “needed” a smartphone until after the iPhone was produced. For this reason, revolutionary innovations within the DoD struggle to fully mature without concerted and focused efforts from all of the defense communities: research, requirements, transition, and acquisition.
Despite these challenges, the Army has demonstrated its ability to generate successful innovative programs throughout the years. A prime example is the recently-completed Third Generation Forward Looking Infrared (3rd Gen FLIR) program.
The first implementation of FLIR gave the Army a limited ability to detect objects on the battlefield at night. Users were able to see “glowing, moving blobs” that stood out in contrast to the background. Although detectable, these blobs were often challenging to identify. In cluttered, complex environments, distinguishing non-moving objects from the background could be difficult.
These first-generation systems were large and slow and provided low-resolution images not suitable for long-range target identification. In many ways, they were like the boom box music players that existed before the iPhone: They played music, but they could support only one function, had a limited capacity, took up a lot of space, required significant power and were not very portable. Third Gen FLIR was developed based on the idea that greater speed, precision, and range in the targeting process could unlock the full potential of infrared imaging and would provide a transformative capability, like the iPhone, that would have cascading positive effects across the entire military well into the future.
Because speed, precision, and accuracy are critical components for platform lethality, 3rd Gen FLIR provides a significant operational performance advantage over the previous FLIR sensor systems. With 3rd Gen FLIR, the Army moved away from a single band (which uses only a portion of the light spectrum) to a multiband infrared imaging system, which is able to select the optimal portion of the light spectrum for identifying a variety of different targets.
U.S. Soldiers as seen through night vision.
The Army integrated this new sensor with computer software (signal processing) to automatically enhance these FLIR images and video in real time with no complicated setup or training required (similar to how the iPhone automatically adjusts for various lighting conditions to create the best image possible). 3rd Gen FLIR combines all of these features along with multiple fields of view (similar to having multiple camera lenses that change on demand) to provide significantly improved detection ranges and a reduction in false alarms when compared with previous FLIR sensor systems.
Using its wider fields of view and increased resolution, 3rd Gen FLIR allows the military to conduct rapid area search. This capability has proven to be invaluable in distinguishing combatants from noncombatants and reducing collateral damage. Having all of these elements within a single sensor allows warfighters to optimize their equipment for the prevailing battlefield conditions, greatly enhancing mission effectiveness and survivability. Current and future air and ground-based systems alike benefit from the new FLIR sensors, by enabling the military to purchase a single sensor that can be used across multiple platforms and for a variety of missions. This provides significant cost savings for the military by reducing the number of different systems it has to buy, maintain and sustain.
As Christmas approaches and we finish up our holiday shopping, it’s difficult to keep track of all the incredible stories that pop up. Fortunately, WATM is here to do all your heavy lifting, bringing you the big stories you may have missed during the week of December 22.
3. These Ukrainian schoolchildren don’t fear the sounds of war after living through it for more than three years.
The war in eastern Ukraine that has claimed more than 10,000 lives and wounded thousands of others will turn four years old this upcoming April. Small-arms fire and artillery shelling have, unfortunately, become white noise for inhabitants of the cities along the front lines, Avdiivka and Marinka.
The constant bombardment has caused many locals in the area to become desensitized to their own well-being.
“[The] children don’t care about their safety anymore,” a school principal states.
The school’s windows are boarded up with sandbags, and the frequent bombings have become a part of their everyday lives.
2. Putin says ex-Soviet countries threatened by militants.
Russian President Vladimir Putin said that former Soviet countries were being threatened by militants using the Middle East and Central Asia as a springboard for expansion.
A training camp used by the Islamic State of Iraq and Syria, also known as ISIS, was destroyed by a pair of stealth bombers today.
According to a report by FoxNews.com, two B-2A Spirit bombers attacked the training camp about 30 miles from Sirte. At least 85 members of the terrorist group are believed to have been killed in the mission, which involved the bombers dropping a total of 108 500-pound bombs. Unmanned aerial vehicles also took part in the attack, using AGM-114 Hellfire missiles to kill surviving terrorists.
FoxNews.com noted that the bombers were refueled five times as they flew to and from Whiteman Air Force Base.
“This action was authorized by the President as an extension of the successful operation the U.S. military conducted last year to support Libyan forces in freeing Sirte from ISIL control,” Pentagon Press Secretary Peter Cook said in a statement released after the attack. “The ISIL terrorists targeted included individuals who fled to the remote desert camps from Sirte in order to reorganize, and they posed a security threat to Libya, the region, and U.S. national interests.”
The use of B-2 bombers might come as a surprise as F-15E Strike Eagles from the 48th Fighter Wing at Lakenheath Air Base had been used in the past. The Navy had the guided missile destroyers USS Porter (DDG 78) and USS Donald Cook (DDG 75) in the region as well. Last year, Marine Cobras from a Marine Expeditionary Unit took part in operations against ISIS in the country.
FoxNews.com reported that this was the first action the B-2s had seen since 2011. One possible reason was the presence of the Russian aircraft carrier Admiral Kuznetsov. The carrier reportedly hosted a Libyan warlord who the Russians are backing to run the war-torn country. The carrier and its escorts, including a Kirov-class battlecruiser, have substantial air-defense assets, including Su-33 Flankers, MiG-29K fighters, and SA-N-6 surface-to-air missiles.
When it comes to motivation, Navy SEALs have plenty to spare, but we know one guy that could even make some SEALs look lazy.
Earning your place among the U.S. Navy’s elite SEAL teams, gathering intelligence for your nation’s security as a CIA officer, or serving as a fire officer for a professional fire department would each be enough to fill most lives, but not for our friend Frumentarius–he’s done all three, and you can call him Fru, for short.
We caught up with Fru recently to talk about motivation, and how young service members can follow in his accomplished footsteps. Of course, Frumentarius isn’t his real name, but it’s not a throw-away pseudonym either. After a career in covert special operations and another in covert intelligence gathering, he’s learned the value in keeping his identity at arm’s reach when it comes to engaging with the public.
The Navy SEALs specialize in small unit tactical operations in difficult and dangerous environments.
I’ve known Fru for a few years now, and can personally attest that the guy practices what he preaches. Keeping your body in good working condition through three of the most physically demanding careers out there is nothing to scoff at, but it’s not his physical fitness that sets Fru apart from the pack; in a lot of ways, it’s his mindset.
I wanted to know what advice Fru had for young service members just beginning their careers in uniform, and like you’d expect from a SEAL, a spy, or a firefighter; he didn’t disappoint.
“Just enjoy the experience as something you’ll miss when it’s over. Always work hard at everything you do so that you become a ‘go-to’ guy or girl when somebody needs something done,” Fru said.
“Don’t get too jaded, but cultivate a sardonic sense of humor and learn to laugh at the sometimes-absurd nature of military life and war. Treat your family as your number one priority throughout so that you have a good support system at home. Have fun because it will be over before you know it!”
When this is what you do at work, it pays to have support at home.
Of course, military service isn’t all good days, especially if you want to become a SEAL, Ranger, Green Beret, or any other member of America’s Special Operations units. In order to be successful, you’ve got to learn how to keep your head in the game and stay motivated. I asked Fru what he does when he’s working through exhaustion or high loads of stress.
“Those are the times when you need to be the most motivated,” he told me. “No one enjoys those times, and a true leader (in the sense of someone worth following or emulating) thrives in those difficult moments.”
A Basic Underwater Demolition/SEAL (BUD/S) student participates in interval swim training in San Diego Bay.
“Embrace the pain and stress and exhaustion and tell yourself those are the moments that make your own life exemplary — they are what make it stand out. They are what in many ways will define your service. You’ll tell the stories of those hard times for decades afterwards. Make them count and be the hero of your own story.”
But even Navy SEALs like to have a good time, and Fru is quick to point out that, while exhaustion and stress are par for the course, it’s still probably one of the coolest jobs on the planet.
“Most people are aware of the camaraderie, the high speed equipment/gear, the missions/operations, and all of that,” Fru explained.”
“They may not be aware that SEALs get paid to work out every single day, to dive and parachute, and to generally do fun stuff as part of the job. There are some sucky parts too, but for the most part, SEALs are paid to do stuff they love to do.”
Eventually, Fru left the SEALs to go to work for the CIA. While these two jobs may compliment one another, being a SEAL didn’t guarantee him a spot in America’s most secretive intelligence service. Just like earning his SEAL Trident, Frumentarius had to start from scratch and prove he could hang in the very different world (and culture) that is The Agency. As Fru is the first to tell you, even SEALs can’t rest on their laurels.
“I had an academic background in international affairs that made it an appealing move for me. After getting to the Agency, I then tried to remember that I was in a different culture than the SEALs,” he said.
“Some things I brought over with me, in terms of attitude and drive, but other things I had to leave behind (most of the ‘military’ culture). I ultimately made the transition successfully by working as hard as I could to be an effective CIA officer, knowing that my time in the SEALs was not something I could rest on. I had to earn my way at the CIA like every one else.”
I asked Fru what his best tips are for current service members that want to pursue a career in an elite intelligence outfit like the CIA.
“Get a degree in foreign language, economics, chem/bio/nuke, or international affairs/politics. If you can be proficient in a hard language (Chinese, Russian, Arabic, etc), even better.”
Just like being in the SEALs, working for the CIA has its benefits. For Fru, some of the coolest parts of serving in that capacity was getting to see the big picture, and playing a role in how it unfolded. Even so, a job with unique benefits also comes with unique challenges.
“CIA officers have to be choosy in their chosen targets of collection because CIA officers are supposed to acquire intelligence unobtainable through all other means. That’s the real challenge.”
Aerial view of the CIA Headquarters, Langley, Virginia
Fru has since left the CIA behind as well, opting to switch to a different sort of service life that allows him to maintain a more regular lifestyle: that of a professional firefighter. Just like his previous gigs, saving lives and putting out fires can be extremely physically taxing. So I wanted to know how Fru had managed to stay so fit, active, and injury free throughout all of his various roles.
“A commitment to self-care — physically, mentally, emotionally, health-wise — is paramount. You have to commit to eating somewhat healthy, taking care of your body through aerobic exercise, weight training, and stretching, and to taking care of your emotional/psychological needs.”
“That means finding something healthy that works as an outlet for you (shooting, slinging weights, running, reading, playing guitar, painting, whatever). You have to keep yourself on an even keel as best as you can because all of those jobs have immense stresses. They’ll occasionally overwhelm you, and you have to just reset yourself and continue to carry on.”
If you want to know more about our friend Fru, or just to give him a shout on social media to thank him for his service, you can find him on Twitter here. Make sure to tell him Sandboxx sent you!
On October 19, 2018, a crowd of over 700 guests gathered at Pier Sixty at Manhattan’s Chelsea Piers for one reason: to help provide mental healthcare to the men and women who fight for our freedoms. During their 6th annual gala, Headstrong, an organization that provides cost-free, stigma-free, and bureaucracy-free mental healthcare to post-9/11 military veterans, put on a fun-filled event — and raised over $2 million in the process.
Headstrong is making a huge impact on the veteran community.
“We have served over 750 veterans over 16,000 therapy sessions by 150 best-in-class clinicians in 23 cities across the country. All through private donations. Simply incredible,” said Army veteran and Headstrong Executive Director Joe Quinn.
During the event, three veterans seeking treatment through Headstrong, Amanda Burrill, Derek Coy and James Byler, opened up about their struggles and successes in finding effective mental healthcare. Their stories inspired the hundreds in attendance.
Left to Right: Joe Quinn, Executive Director of the Headstrong Project; Derek Coy; Amanda Burrill; James Byler
Despite the seriousness of the organization’s goals, the night wasn’t without a good dose of levity — after all, it was more than a fundraiser, it was a celebration. World War II veteran and former POW, Ewing Miller, was celebrating his 95th birthday — and he did so by being served cake by actor Jake Gyllenhaal and late night host Seth Meyers.
Left to Right: Seth Meyers, Host of ‘Late night with Seth Meyers’; Jake Gyllenhaal, Actor; Ewing Miller, WWII veteran; CNBC’s Kenny Polcari
Ewing Miller served from 1942 to 1945. On February 5, 1945, his aircraft was shot down — he was the sole survivor. He endured capture by the Germans until he was eventually freed by legendary military leader, General George S. Patton. Ewing earned several decorations during his time in service, including the Purple Heart, the Air Medal with two clusters, the POW Medal, the World War II Victory Medal, and the European-African-Middle Eastern Campaign medal.
When the lights finally dimmed on the evening’s celebrations, Headstrong had raised over million, which will be used to directly improve the lives of many post-9/11 veterans that are struggling with mental health — and it’s a cause worth championing. Marine veteran and Founder of Headstrong, Zach Iscol, said,
“When you put goal-oriented veterans together with top mental healthcare providers, they get better. The panic attacks go away, the anxiety goes away, the anger goes away, the self-medicating goes away…they blossom,”
To learn more about Headstrong, their initiatives, and what you can do to support veteran mental healthcare, visit their website.
Officials reported details of July 15 strikes, noting that assessments of results are based on initial reports.
Strikes in Syria
In Syria, coalition military forces conducted 22 strikes consisting of 24 engagements against ISIS targets:
— Near Abu Kamal, three strikes engaged an ISIS tactical unit and destroyed three oil stills and a vehicle.
— Near Shadaddi, two strikes destroyed an ISIS staging area and an artillery system.
— Near Dayr Az Zawr, eight strikes destroyed 44 ISIS oil storage tanks, 22 oil stills, five cranes, a vehicle and a wellhead.
— Near Raqqa, nine strikes engaged five ISIS tactical units and destroyed 14 fighting positions, two anti-air artillery systems and a vehicle bomb.
Strikes in Iraq
USMC photo by Cpl. Andre Dakis
In Iraq, coalition military forces conducted seven strikes consisting of 22 engagements against ISIS targets:
— Near Qaim, a strike destroyed a vehicle.
— Near Beiji, a strike destroyed a vehicle bomb and a vehicle bomb-making facility.
— Near Mosul, two strikes engaged two ISIS tactical units and destroyed three fighting positions.
— Near Qayyarah, two strikes engaged an ISIS tactical unit and destroyed seven boats, an ISIS-held building and a fighting position.
— Near Rawah, a strike engaged an ISIS tactical unit.
July 13-14 Strikes
Additionally, 10 strikes were conducted in Syria and Iraq on July 13-14 that closed within the last 24 hours:
— On July 13 near Raqqa, Syria, two strikes damaged nine fighting positions and suppressed five mortar teams.
— On July 14 near Raqqa, Syria, five strikes engaged three ISIS tactical units, destroyed two fighting positions and two ISIS communications towers, and damaged four fighting positions.
— On July 14 near Kisik, Iraq, a strike damaged eight ISIS supply routes.
— On July 14 near Mosul, Iraq, a strike engaged an ISIS tactical unit and destroyed 11 tunnel entrances.
— On July 14 near Qayyarah, Iraq, a strike engaged an ISIS tactical unit and destroyed four boats, an ISIS-held building and a fighting position.
Part of Operation Inherent Resolve
These strikes were conducted as part of Operation Inherent Resolve, the operation to destroy ISIS in Iraq and Syria. The destruction of ISIS targets in Iraq and Syria also further limits the group’s ability to project terror and conduct external operations throughout the region and the rest of the world, task force officials said.
The list above contains all strikes conducted by fighter, attack, bomber, rotary-wing or remotely piloted aircraft; rocket-propelled artillery; and some ground-based tactical artillery when fired on planned targets, officials noted.
Ground-based artillery fired in counter-fire or in fire support to maneuver roles is not classified as a strike, they added. A strike, as defined by the coalition, refers to one or more kinetic engagements that occur in roughly the same geographic location to produce a single or cumulative effect.
For example, task force officials explained, a single aircraft delivering a single weapon against a lone ISIS vehicle is one strike, but so is multiple aircraft delivering dozens of weapons against a group of ISIS-held buildings and weapon systems in a compound, having the cumulative effect of making that facility harder or impossible to use. Strike assessments are based on initial reports and may be refined, officials said.
The task force does not report the number or type of aircraft employed in a strike, the number of munitions dropped in each strike, or the number of individual munition impact points against a target.
Traditionally, field artillery is known as the King of Battle. It’s not hard to imagine why, either. Throughout the history of warfare, the ability to project firepower at a distance has always been one of the most important assets any commander could ask for, and time and time again, artillery proved its worth.
Even before the advent of the cannon, catapults and trebuchets hurled massive stones that could shatter castle walls, bringing sieges that could last for months to an end in a matter of days. Swedish king Gustavus Adolphus’s effective use of artillery at the Battle of Breitenfeld proved decisive, especially once he was able to capture the enemy’s guns and turn them against their own formations.
During the Battle of Guilford Courthouse in the Revolutionary War, the fighting grew so intense at one point that, in order to break up the fighting, General Cornwallis was forced to load his cannon with grapeshot, and fire them into the thickest part of the melee. Doing so killed many of his own men, but forced the lines to disengage. He would ultimately take the field, though at great cost.
Napoleon was famously fond of artillery and artillerymen, once remarking that God fought on the side with the best artillery. Generals and kings throughout history have heaped praise upon praise on the redlegs and their guns, but in recent years, people have started to wonder whether they were going the way of the cavalry charge: an increasingly useless anachronism, soon to be eliminated from modern armies the world over in favor of more modern technological terrors.
After all, they argue, we have bombers that can drop precision guided munitions of astounding power and accuracy. Cruise missiles can be launched from submarines and ships, and can be made to fly into a particular window. Why do we even need the guns and the peculiar breed of soldier that takes pride in calling themselves redlegs?
Well, for starters, all those planes and cruise missiles? They cost money. Lots of it. A single Tomahawk cruise missile costs upwards of a million dollars. Not only are bombers hideously expensive to fly, they suck up unbelievable amounts of money just sitting on the ground.
Meanwhile, a gun tube or a HIMARS or MLRS launcher is dirt cheap in comparison. They’re relatively easy to repair when they break. Their crews also don’t require months or years of highly specialized training. All they need is a few weeks of school, some experienced officers and NCOs to show them the ropes, some extraordinarily filthy pornography, and they’re good to go.
And, unlike aircraft, they can sit in one place for more than a few hours without crashing into the ground. You can park a firing battery in the middle of nowhere, bring them in food and ammo on occasion, and they’re perfectly happy. Well, not happy happy, since no redleg worth the name is ever truly happy unless they’re dropping 155 millimeters of freedom on some poor bastard’s head, but keeping them pissed off just means they’ll kill more bad guys.
And, while they’re sitting out there on a fire base in the middle of nowhere, troops on the ground have access to an on call resource that can put rounds on target any time, day or night, 365 days a year. They’re not grounded because of bad weather. A cannon crew can put rounds downrange in conditions that would make even the ballsiest pilot think twice, and they can keep the heavy hate coming until all that’s left of the target is rubble and slowly cooling chunks of meat.
They’re also getting into the precision fires game, especially with the advent of GPS guided rounds. Sure, a HIMARS launcher might not be as sexy as an F/A-18, but both of them can place a whole lot of boom within a meter of a given target. And the HIMARS will be a lot safer doing it. There are a lot more fighter jets plowed into mountainsides than rocket launchers stuck in the sky, after all.
Though the world of warfare is evolving rapidly, there’s just no replacing good old field artillery. Even though the future shape of the battlefield is as uncertain as ever, one thing remains constant: there will always be a need for cannon and the crews that fire them, and any general who says otherwise is in for a rude awakening.
A newly released investigation from a submarine mishap in 2015 that caused some $1 million worth of damage shows that an inexperienced crew was given the go-ahead to complete a tricky return-to-port mission in the dark, despite warnings from the commanding officer that they weren’t ready.
The Ohio-class submarine Georgia ran aground in the predawn hours of Nov. 25, 2015, the day before Thanksgiving, as it prepared to return to port at Kings Bay, Georgia, to replace a failed towed array sonar. While conducting a scheduled pick-up of a new pilot at Fort Clinch, Florida, near the entrance to St. Marys River, which approaches the base, the sub inadvertently exited the channel, then collided with a buoy amid the crew’s efforts to re-orient. The grounding occurred as the crew worked to get clear of the buoy, the investigation shows.
Ultimately, the sub was able to return to port to assess damages, which were mostly cosmetic, save for the ship’s screw propeller, an acoustic tracking device and an electromagnetic log meter that measured the sub’s speed. The Georgia was taken into dry dock in December 2015 for assessment and the costly repairs.
The investigation, which was completed in March 2016 but just released to Military.com this month through a public records request, found that the “excessive speed” of the sub as it approached the pilot pick-up made it more difficult for the crew to control the ship, and that the tugboat carrying the pilot was positioned poorly, making the maneuver more complex.
Ultimately, though, blame for running aground is laid at the feet of the commanding officer. In the wake of the incident, the commander of Georgia’s blue crew, Capt. David Adams, was relieved of his post due to a loss of confidence in his ability to command. Like all submarines in its class, Georgia has two identical crews — a blue and a gold — that alternate manning and patrols.
“His inability to effectively manage the complexity of the situation and failure to respond to the circumstances in a manner sufficient to protect the safety of the ship and crew is beneath my expectations for any CO,” an investigation endorsement by Rear Adm. Randy Crites, then-commander of Submarine Group 10, reads.
In his detailed and thorough endorsement of findings, Crites also dismisses the notion that maneuvering in the dark and with a green crew was what led to the sub’s disastrous mishap.
“Ultimately, had this crew (and the Pilot) executed the same plan in the same manner during broad daylight, there is nothing in the ship’s planning effort, demonstrated seamanship, or response to tripwires that indicates the outcome would be any different,” he said.
While coming in for the brunt of the blame, Adams was not alone in being designated for punishment. Crites indicated his intent to take administrative action against the sub’s executive officer; chief of boat; navigation/operations officer; weapons officer, who was the officer of the deck; and assistant navigator. He also said he’d issue non-punitive letters of caution to the commander of Submarine Squadron 16 and his own chief of staff and director of operations — all Navy captains — for failure to take appropriate action toward resolution regarding Adams’ concerns around the sub’s transit into port.
The Ohio-class guided-missile submarine USS Georgia (SSGN 729) exits the dry dock at Naval Submarine Base Kings Bay, Georgia, following an extended refit period. Georgia is one of two guided-missile submarines stationed at the base and is capable of carrying up to 154 Tomahawk Land Attack Missiles.
The 475-page investigation, which includes witness statements, logs and other supporting documentation, offers insight into what those concerns were. In a Nov. 24 email to the commodore of Squadron 16 marked “confidential,” Adams, the Georgia blue crew commander, lays out his qualms about the plan he has been ordered to execute, particularly the predawn return to port for a brief one-day stop with a crew that had spent just three weeks underway together on a new ship.
“CO/XO/NAV have not piloted into Kings Bay in the last 20 years. All of the untoward [incidents] I know of occurred between [St. Marys] and Fort Clinch,” he wrote. “My assessment is that this is not a prudent plan for [return to port] … Having just been at sea for a few weeks, I have not built enough depth. I am concerned about the fatigue level of my command element.
“Given an all day evolution and subsequent [underway], we will have spent the majority of 36 hours awake and are set to pilot out and submerge on the mid-watch at 0330.”
The two-page memo, it appears, was never received and read by Submarine Squadron 16’s commodore, Capt. John Spencer. But Adams testified he had relayed the same concerns face-to-face with Spencer days before, on Nov. 22. He also discussed the same issues, he said, in a follow-up phone call.
This much is clear: the plan wasn’t called off, and the mission was cleared to proceed. But murky communication dogged the lead-up to the operation, and later the mission itself.
Spencer and others testified that Adams had been given leeway to “slow things down a little” if he felt uncomfortable. Adams said he believed any delay would have been viewed as insubordination.
On the day of the mishap, communication was also flawed, in ways that underscore the crew’s unfamiliarity with each other, and possibly the sleep deprivation that had left some members running on just two to three hours of rest.
According to the investigation, as the Georgia approached the point at which it was to meet with the tug and pick up the pilot — the navigation expert who would drive the ship into port — it became clear that the tug was well west of its expected position. The sub, meanwhile, was approaching too fast and slowing too gradually. The investigation found it was still making 15 knots, or about 17 miles per hour, when it passed the set “all stop” point. That speed and positioning would make every maneuver that followed more risky and difficult.
Initial attempts to communicate with the tug and the pilot aboard via radio were unsuccessful, and the planned transfer happened late. Adams did not want to scrap the transfer and proceed into port without the pilot, the investigation found, because of the challenges of pulling into port without one.
When the sub exited the channel at the west end of the Fort Clinch basin, the crew’s communication skills faced a major test. The assistant navigator recommended to the navigator that the sub go to “all back emergency,” a call the navigator then passed to the bridge. The officer of the deck seemed to agree, but said nothing, the investigation found. Adams, however, overrode the order, believing it would not work, and ordered “all ahead full” instead. He started directing the officer of the deck, but did not fully take control of the sub or give direct orders to the helm, the report states.
Despite a series of maneuvers — right hard rudder, left hard rudder, all ahead full, right hard rudder — the sub collided with Buoy 23 in the channel. But the worst was still to come.
“When [Adams] asked [the lookout] if the ship hit buoy 23, [the lookout] informed the CO that he did not care about the buoy, but thought the ship was going to run aground on the beach forward of the ship,” the investigation states.
As grounding looked imminent, the Georgia asked the driver of the C-tractor tugboat if the tug could cross in front of the sub on the starboard, or right, side, and push the bow around. The tug master refused, according to the investigation, worried that the water was too shallow.
The sub ended up, as the lookout put it, “hitting Fort Clinch.”
In this file photo from July 12, 2018, Gen. John E. Hyten, commander, U.S. Strategic Command (USSTRATCOM), views the dry dock at Naval Submarine Base Kings Bay, Georgia. The base is home to six of the Ohio-class ballistic missile submarines that make up the most survivable leg of the nuclear triad and support strategic deterrence.
The mishap, and the misgivings that preceded it, came against the backdrop of a Navy grappling with a culture in which overworked and unready crews were regularly put underway in service of operational needs. After two separate deadly destroyer collisions in 2017, service leaders found, among other things, that a “‘can-do’ culture” had undermined safety and led to unduly high operational tempo and fatigue.
“The can-do culture becomes a barrier to success only when directed from the top down or when feedback is limited or missed,” the Navy’s comprehensive review of the destroyer mishaps, released in October 2017, found.
Whether these factors came into play with the Georgia is more difficult to say.
In a statement for the investigation, Adams emphasized that he took full responsibility for what had transpired.
“Despite my significant reservation – expressed face-to-face, on the phone, and In emails with staff and leadership … concerning the risks of proceeding Into Kings Bay In the dark with an inexperienced team, when my requests to delay [return to port] one hour later were denied, I failed in my command responsibilities by driving to achieve mission success at the expense of appropriately acting to mitigate risks to increase our margin of safety,” he said.
“In retrospect, I should have loitered at [St. Marys] until I was satisfied that the risks were commensurate with the mission gain.”
Reached for comment by Military.com, Adams, who retired in 2016, referred to a public statement he had released at the time of his relief, in which he called the actions that caused the grounding “mine alone.”
“I ask that my lapses not be used to denigrate the terrific service of the Sailors and families of GEORGIA BLUE,” he said at the time “After thirty years of serving in the world’s finest Navy, my only regret is that I will miss sailing with them again to stand against our nation’s enemies.”
But the fact that some above Adams were also warned offers insight into how the higher command viewed the incident.
Crites faulted Spencer, the Squadron 16 commodore, with “failure to provide his ship a plan with adequate margin to safety, specifically in not providing sufficient guidance and training to his staff that developed the plan in his absence and not aggressively pursuing complete resolution of the ship’s requested arriva through personal intervention with the Type Commander staff.”
The chief of staff and director of operations for Submarine Group 10, Crites said in the report, had failed to “pursue acceptable resolution to the concerns they had with the plan for the ship’s arrival.”
Holly Carey, deputy public affairs officer for Submarine Force Atlantic, declined to say whether all administrative actions recommended by the investigation were carried out.
“What I can tell you is that the Navy is confident that leadership took appropriate corrective actions against several personnel assigned to the squadron and submarine based on the findings of the investigation,” she said.
“Following the investigation, which concluded in 2016, leadership took appropriate accountability measures and has taken all necessary steps to prevent a recurrence in the future. USS Georgia, and her current crew, serve proudly today among the U.S. Submarine Force and has leadership’s full confidence to protect the interest of the United State and allies.”
In future combat, Army units may deploy a large unmanned aerial system that can serve as a mothership capable of unleashing swarms of autonomous aircraft for various missions.
With near-peer competitors advancing their anti-access and area-denial capabilities, the Army requires innovative ways, such as this one, to penetrate through enemy defenses, said Army Vice Chief of Staff Gen. James C. McConville.
“Quite frankly, if you’re going to some type of integrated air defense environment, I would prefer to have unmanned aircraft leading the way,” he said.
McConville, an aviator who has piloted several Army helicopters, spoke April 16, 2019, at a conference hosted by the Army Aviation Association of America, or Quad A.
“We want industry to be listening,” he said about the conference, “because we are telling them where we think we’re going and what we want them to develop.”
Army Vice Chief of Staff Gen. James C. McConville speaks at a conference hosted by the Army Aviation Association of America, or Quad A, in Nashville, April 16, 2019.
(Photo by Sean Kimmons)
Senior leaders expect the future battlefield to have dispersed units operating in densely-populated areas, where they will be contested in multiple domains, such as the air.
To be successful, they say, soldiers need to be able to present several dilemmas to the enemy, which is why the Army developed its new concept of multi-domain operations.
“We must penetrate enemy anti-access and area-denial systems in order to allow follow-on forces to disintegrate,” McConville said, “and find freedom of operational and tactical maneuver to exploit enemy forces.”
The Future Vertical Lift Cross-Functional Team has started to rapidly develop two aircraft — the Future Attack Reconnaissance Aircraft and Future Long Range Attack Aircraft, which aim to replace some AH-64 Apache and UH-60 Black Hawk helicopters, respectively.
For the FARA program, the team expects to award two vendors next year to create competitive prototypes that will perform a government-sponsored fly-off in 2023, Brig. Gen. Walter Rugen, the team’s director, said in March 2019.
Earlier this month, a request for information, or RFI, for the joint FLRAA program was released in an effort to further refine requirements for the Army, Special Operations Command and Marine Corps.
Both programs are set to achieve initial fielding by 2028-2030, McConville said, adding no decisions have yet been made on how many will be procured.
The general, though, did say that air cavalry squadrons may receive FARA, while there would still be room for Apache helicopters.
“So for the old cavalry folks, you can dust off your Stetsons and shine up your spurs,” he said. “We see the Apache helicopter remaining in the attack battalions and being incrementally improved for some time into the future.”
Army Vice Chief of Staff Gen. James C. McConville speaks at a conference hosted by the Army Aviation Association of America, or Quad A, in Nashville, April 16, 2019.
(Photo by Sean Kimmons)
FLRAA, he added, will likely be fielded first to units with forced- or early-entry missions like the 101st Airborne Division (Air Assault), 82nd Airborne Division, 160th Special Operations Aviation Regiment (Airborne), and some National Guard units.
“We will acquire these aircraft with competitive prototyping processes to ensure the capability is there before we buy,” he said. “We want to fly, we want to try, before we actually buy and we’re looking for innovation from industry as we go forward.”
Under development is also a new aviation engine through the Improved Turbine Engine Program as well as a 20 mm gun, he said.
Future aircraft will also require a Modular Open System Architecture. The general envisioned it to have something similar to how smartphones can easily receive and complete updates every few weeks.
“We think this is absolutely critical because we want to be able to field new capabilities very quickly into our aircraft of the future,” he said.
As a former OH-58 Kiowa pilot, McConville said it took too long to make updates on the reconnaissance helicopter.
“You would have to rewrite the entire code and flight test it,” he said. “It was a big deal just to change a screen thing, which we should be able to do in seconds.”
While modernization efforts may affect other programs, the general said that change is necessary.
If senior leaders in the 1970s and 1980s failed to modernize the force, he said, soldiers would still be flying AH-1 Cobra attack helicopters instead of Apaches and UH-1 Huey utility helicopters instead of Black Hawks.
“We must modernize the Army,” he said. “We’re at that critical time right now and we feel that with the modernization priorities, the National Defense Strategy, where we see the world evolving, we must do that.”
On Wednesday, an active duty U.S. Army soldier brought an active shooter situation in Kansas to an abrupt end by ramming the suspect with his vehicle. By the time police officers had arrived on the scene, multiple vehicles had been hit by small arms fire, and one other Soldier had been wounded, but the suspect was safely pinned beneath a vehicle.
Now, the heroic soldier whose quick action likely saved a number of lives has been identified as Master Sgt. David Royer, a corrections noncommissioned officer with the 705th Military Police Battalion (Detention).
Royer was traveling eastbound when he arrived at the Centennial Bridge in Leavenworth, where he found stopped traffic. MSG Royer was talking to his fiancée on speakerphone when he noticed an armed man exiting another vehicle. Without hesitation, Royer instructed his wife to call 911 as the suspect opened fire at nearby vehicles.
“I assessed the situation very quickly, looked around and just took the only action possible that I felt I could take,” Royer said. “I accelerated my truck as quickly as possible and struck the active shooter and pinned him underneath my truck.”
Law enforcement arrived only minutes later, where they found Royer had already assessed that the shooter was no longer a threat, and he’d already begun providing first aid to another Soldier who had been driving in a different car, and had been wounded in the initial volley of small arms fire. According to police, the suspect was armed with a pistol and a semi-automatic rifle.
Royer, who has served in the Army for the past 15 years, received training on how to handle these sorts of situations throughout his career, including Military Police Special Reaction Team Training (Military SWAT Team), Air Assault School, and a Military Police Investigator Course. While many see Royer’s action as heroic, he’s quick to credit the training he’s received in service for his handling of the situation.
“I was shocked that it was happening, but the adrenaline took over and with the military training that I’ve received, I took appropriate action and took out the threat as fast as possible,” Royer said. “I didn’t imagine (an active shooter situation) would happen in traffic, but it was always in the back of my mind because of how crazy things are in the world today.
Despite Royer’s reluctance to take the credit for his actions, Leavenworth Police Chief Pat Kitchens made a point to address the bravery and skill Royer demonstrated on Wednesday.
“He won’t call himself a hero, but I will,” said Kitchens in a press conference. “He saved countless lives. … His actions were extraordinary, and he should be commended for that. We’re grateful … on behalf of the entire Leavenworth community.”
Despite the accolades of local law enforcement and his command, Royer believes many people would respond in the same way if faced with the same circumstances. The career Soldier’s selflessness in the face of danger echoes similar sentiments offered by other heroic service members over the years, as he pointed out that while his life has value, he would be willing to sacrifice it for the safety and security of his fellow countrymen.
“My life is worth something, but there are also many other lives out there, too,” he said, “so if I can sacrifice myself for the majority, that is my motive.”
Col. Caroline Smith, 15th Military Police Brigade commander, also issued a statement honoring Royer’s quick action, bravery, and level headedness.
“I think many people will sit back and wonder what would they do at a time of adversity like that and would they have the confidence and the courage to act when necessary,” Smith said. “I think Master Sergeant Royer did exactly what needed to happen in order to neutralize the threat. He had a split second to decide and he made the decision and he made the right decision. “He acted with courage and conviction. Because of that, I have no doubt that he saved many people’s lives,” she said. “We’ll never know how many lives he saved, but I can say I’m super proud of the actions he took and who he is as an NCO and a soldier in the Army.”