Today marks 230 years that the Coast Guard has been serving the United States. The Coast Guard supplies a unique and valuable service to our country and is the only military organization within the Department of Homeland Security. To help celebrate its 230 birthday, let’s take a look at some fun facts about the Coast Guard that you might not know.
1. Writers, take heart.
Alex Haley, who wrote the Pulitzer Prize-winning novel, Roots, was the Coast Guard’s first journalist. After graduating high school at age 15, Haley enlisted in the Coast Guard in 1939 at the age of just 18 as a Mess Attendant Third Class, one of the only two ratings available to Black service members at the time. During his long patrols, Haley started writing letters to his friends and family – sometimes as many as 40 a week!
(U.S. Coast Guard Photo)
2. Swimmers, brush up on your freestyle.
Becoming a Coast Guard rescue swimmer is exceptionally difficult. In fact, more than half the people who try out for this assignment fail. Fitness standards for rescue swimmers include being able to function for thirty minutes in heavy seas. Swimmers must be able to think, perform challenging tasks, and react, all while either being submerged, holding their breath, or being tossed around by high waves.
3. Flags for all occasions.
The Coast Guard has two official flags – the CG Standard and the CG Ensign. The Ensign is flown by cutters and shore units, while the Standard flag is used at ceremonies. The Standard is used to represent the Coast Guard, but the Ensign flag is something altogether different. Since law enforcement is one of the Coast Guard’s core missions, the ensign flag is the visible symbol of law enforcement authority and is recognized globally.
4. Coast Guard deploys. No, really.
Service members of the Coast Guard have served valiantly in 17 wars and conflicts in US history. The CG was America’s first afloat armed force. It predates the Navy by several years and is older than most other federal government organizations. The Coast Guard’s motto, Semper Paratus (Always Ready), is proven time and again in its readiness to deploy.
5. Protecting the US is just a small part
In addition to protecting the United States coastlines, Coast Guard service members serve all over the world. You can find CG ships as far north as the Arctic, as far south as Antarctica and everywhere in between.
6. The Coast Guard isn’t very big
With roughly 40,000 Active Duty service members, the Coast Guard is just a little larger than the NYPD. Compared with over 554,000 in the Army and roughly 200,000 in the Marine Corps, the Coast Guard is definitely much smaller. But what the branch doesn’t have in personnel, it makes up for in might. Since its service members have acting law enforcement authority, their mission goes a long way to keeping America’s coastlines safe.
7. Coast Guard families don’t have the same resources
Resources available to other military families like Military One Source and MyCAA are inaccessible to CG families. In most situations, these DoD resources aren’t inclusive to members of the Coast Guard. Instead, CG personnel and families receive support through the Coast Guard Office of Work-Life, as well as the CG SUPRT organization.
8. It’s not easy to join
The Coast Guard is one of the most difficult branches of the military to get into because it accepts such few recruits. In addition to having to undergo a credit check and a security clearance, you should probably also have a college degree in hand. The branch requires a minimum of 54 points on the ASVAB, and if you have a shellfish allergy, you’re eliminated from applying. Basic training takes place at just one location, Coast Guard Training Center Cape May, in Cape May, New Jersey. It’s a good idea to know how to swim before joining, and if you’re selected, you should be comfortable jumping off a five-foot platform into a pool, swim for 100 meters, and then tread water for five minutes.
So there you have it! It turns out that the Coast Guard is one of the most elite branches of our military. As part of DHS, its service members help keep America’s 95,000 miles of shoreline safe. Maybe in time, DoD resources will open up to these valuable service personnel and their families. Until then, happy birthday, Coast Guard!
Remember back when they first announced that the 1st Security Forces Assistance Brigade would be a thing and everyone lost their collective sh*ts because they’re conventional troops that wear berets like special operations, rock a unit patch that looks like special operations, and even share their first two initials (SF) with special forces?
Yeah. Well, they’re currently deployed doing grunt things with the Green Berets while your ass is setting up a Powerpoint presentation on how to teach drill and ceremony.
Funny how that works out, huh? Anyways, have some memes before you get too butthurt.
At the heart of Arlington National Cemetery lies one of our nation’s most magnificent displays of honor and respect to our fallen troops. Three unnamed graves are tended to by some of the most disciplined soldiers the military has to offer. The soldiers tirelessly guard the monument. Every hour (or half hour, during the spring and summer months), the guard is changed with an impressive, precise ceremony.
Each year, these three fallen soldiers receive up to four million visitors — but it’s not about honoring the specific individuals contained within the tomb. In death, these three fallen soldiers have became a symbol, representing each and every troop who gave their last breath in service of this great nation. Every step taken by the sentinels, every bouquet of flowers offered, every wreath laid, and every flag placed is for every American troop who has fallen.
This is exactly what was intended when the Tomb of the Unknown Soldier was dedicated almost one hundred years ago, on November 11, 1921.
The King of England is also the head of the Church of England, so he chose to place the Tomb of the Unknown Warrior in Westminster Abbey, where all future kings and queens would be crowned, married, and buried.
(Official White House Photo by Pete Souza)
The tradition of honoring a fallen but unknown troop actually originated as a joint effort between France and the UK.
In 1916, David Railton was a chaplain in the English Army serving on the Western Front of World War I. Near Armentières, France, he discovered a rough, wooden cross planted in the middle of a battlefield. It read, simply, “an unknown British soldier, of the Black Watch.”
David Railton would go on to join the clergy after the war, but the image of that cross never left his mind. It took years, but after many attempts, he finally got the ear of Bishop Herbert Ryle, the Dean of Westminster. Railton wanted to repatriate the remains of this fallen soldier and give him proper honors, despite not knowing his identity. Bishop Ryle was moved by Rev. Railton’s passionate words and went directly to King George V with his proposal.
“How that grave caused me to think!… But, who was he, and who were they [his folk]?… Was he just a laddie… . There was no answer to those questions, nor has there ever been yet. So I thought and thought and wrestled in thought. What can I do to ease the pain of father, mother, brother, sister, sweetheart, wife and friend? Quietly and gradually there came out of the mist of thought this answer clear and strong, “Let this body – this symbol of him – be carried reverently over the sea to his native land.” And I was happy for about five or ten minutes.”
The soldier was buried at Westminster Abbey, London on November 11, 1920, thus creating what’s now known as The Tomb of The Unknown Warrior.
It’s fitting that the Arch built in honor of the French victory in WWI would also be the final resting site for her unknown soldier.
(Photo by Jorge Lascar)
Meanwhile, across the English Channel, in France, a young officer in the Le Souvenir Français, an association responsible for maintaining war memorials, had better luck. He argued for bringing an unidentified fallen soldier into the Pantheon in Paris to honor of all fallen French soldiers from the Great War — and his proposal garnered support.
Both England and France decided to share the honors. They buried France’s Unknown Soldier underneath the Arc de Triomphe on the same day as The Unknown Warrior was laid to rest at Westminster.
(U.S. Army photo by Spc. Cody Torkelson)
The next year, as the United States began the process of repatriating remains from the European battlefield, plans for an American Tomb of the Unknown Soldier began to take shape. The originator of the idea remains unknown to history, but the selection process was public. On October 24, 1921, six American soldiers were asked to come to Châlons-sur-Marne, France. Each soldier was a highly decorated and highly respected member of their respective units. They were selected to be pallbearers for the remains as they made their way back to the States.
While there, the officer in charge of grave registrations, Major Harbold, randomly selected one of the men. He gave Sgt. Edward F. Younger a bouquet of pink and white roses and asked him to step inside the chapel alone. There, four identical, unmarked coffins awaited him. He was told that whichever coffin he laid the roses on would be laid to rest in the National Shrine.
Younger said of the event,
“I walked around the coffins three times, then suddenly I stopped. What caused me to stop, I don’t know, it was as though something had pulled me. I placed the roses on the coffin in front of me. I can still remember the awed feeling that I had, standing there alone.”
The remains were brought to the Capital Rotunda and remained there until November 11th, 1921. President Warren G. Harding officiated a ceremony in which he bestowed upon the Unknown Soldier the Medal of Honor and a Victoria Cross, given on behalf of King George V.
Since that day, the entombed soldier has been guarded every moment of every day, rain, shine, hurricane, or blizzard.
America’s entry into World War I began with a year-long buildup beginning in April 1917. By late spring and early summer of 1918, that buildup was nearly complete.
In response, the Germans launched a series of offensives, desperate to defeat the French, British and other allies. But ultimately, they would be overwhelmed with the addition of fresh American troops and firepower, according to Brian F. Neumann, a historian at the Center of Military History who compiled the pamphlet: “The U.S. Army in the World War I Era.”
One of the final German pushes occurred in the early morning hours of July 15, 1918, in the Champagne-Marne area of northern France, where German assault troops and artillery pounded the U.S. 3rd Division lines.
The weight of the attack came against Col. Edmund Butts’ 30th Infantry and Col. Ulysses Grant McAlexander’s 38th Infantry. After heavy fighting in the morning, when the 30th Infantry “inflicted horrendous casualties” on the Germans, Butts’ men were forced back to a line along the hills where they stopped the Germans.
U.S. Soldiers engage the Germans in the trenches during the Champagne-Marne campaign in northern France, July 15, 1918.
(U.S. Army artwork by Travis Burcham)
Elsewhere, five miles beyond the Marne River, McAlexander faced a more precarious position when the adjacent French division hastily retreated, leaving the 38th Infantry’s right flank exposed, Neumann said.
Turning some of the regiment to defend that flank, McAlexander also had to deal with a penetration of his main line. Although fighting on three sides, the riflemen and machine gunners of the 38th Infantry held their ground, earning the sobriquet “Rock of the Marne.”
The 3rd Infantry Division is still known by that moniker, and its soldiers are proud of the heritage that inspired it.
By the end of that July 15th day, the 3rd Division had stopped the German attack.
Together, the 30th Infantry and 38th Infantry had defeated six regiments from two German divisions. One German 1,700-man regiment was so badly cut up that the German leaders could only find 150 survivors by nightfall, Neumann noted.
Bad news also mixed with good that day. Four rifle companies of the 28th Division from the Pennsylvania National Guard had been attached to a French division to the east of the 38th Infantry. When the French retreated, they neglected to inform the Pennsylvanians, and the riflemen became surrounded. Most of them were killed or captured; only a few fought their way to the south to rejoin their parent division.
Heavy fighting involving U.S. forces occurred near Paris in mid-to-late July, in what became known as the Aisne-Marne Campaign.
By the first week of August, the U.S. Army’s I Corps and III Corps had successfully wrapped up that campaign, removing the threat against the French capital and liberating several important railroads for allied use. That effort also eliminated the German high command’s plans for another offensive against the British in Flanders.
French infantrymen and “Doughboys” of the Army’s 3d Division.
(Illustration by George Matthews Harding)
“More important, the campaign effectively seized the initiative from the Germans and gave it to [French supreme allied commander, Gen. Ferdinand] Foch and his national commanders. The chance had passed for Germany to defeat Britain and France before the United States could intervene in force,” Neumann said.
The leader of the American Expeditionary Force, Gen. John Pershing, finally got his chance to command a large American-led campaign that included many French soldiers. The campaign in northern France, known as the St. Mihiel Offensive, lasted Sept. 12 to 16. Up until that time, U.S. units were used mainly in a piecemeal fashion.
Firepower included over 3,000 artillery pieces, 1,400 planes and 267 tanks, mostly supplied by the French and British, but manned to a large extent by Americans, Neumann said.
Pershing, at the suggestion of Gen. Henri-Philippe Pétain, commander of French forces, developed an elaborate scheme to deceive the Germans into thinking that the first blow would come to the south near Belfort on Sept. 12.
French and U.S. forces under Pershing’s leadership executed a four-hour long artillery bombardment against the German lines, an action commonly considered a prelude to attack by infantry and cavalry forces, Neumann noted.
The scheme worked well enough to get the Germans to move three divisions into that sector, while allied forces, led by both I Corps and IV Corps infantrymen and tankers, began their attack in other more vulnerable areas.
“The Germans put up a determined defense long enough to retreat in good order,” Neumann noted.
On the afternoon of Sept. 12, Pershing learned that columns of Germans were retreating on roads from Vigneulles. The general urged both the 1st and 26th Divisions to continue their attacks through the night to press their advantage. The 1st Division was under IV Corps and the 26th Division came under V Corps.
The 26th Division moved quickly throughout the night, capturing the strategic town of Vigneulles by 2:30 a.m., Sept. 13. The 1st Division then linked up with them, securing nearly all of their objectives, he said.
In two days the U.S. soldiers suffered some 7,000 casualties, while inflicting 17,000 on the German defenders.
By Sept. 15, the St. Mihiel Offensive was successfully concluded. This operation paved the way for further offensives that would doom the German army in the coming months, Neumann said.
Neumann added that the offensive gave Pershing and his staff “experience in directing a battle of several corps, supported by tanks and aircraft.”
Such an operation today is referred to as combined arms maneuver. But back then, it was a new approach to fighting.
Let’s face it, with more women than ever serving in the military, not to mention in combat positions, there’s still a lack of acknowledgment for female veteran service (and quite often this comes from our own brothers-in-arms). Female veterans are in a unique position; the military tends to be associated with the high-and-tight haircut on, well, a man, but modern technology and shifting mindsets mean there are more women serving than ever before.
Still, we all look different, have different grooming habits while out of uniform, and remain subject to stereotypes.
Most of us still encounter the look of surprise when someone realizes we served. Usually, people thank us for our service or ask questions about military life, but inevitably, we also get judgment and assumptions. Here are a few of the worst:
4. Assuming a woman could never have been in the military based on her appearance
The problem female veterans face, during service and when they get out of the military, is that people automatically judge a woman based on appearance.
The reality is veterans come in all shapes, sizes, and genders, but when women decide to reclaim some femininity, they are looked down upon or disregarded as vets. It’s a lose-lose situation when lipstick and colored hair are equated with loss of veteran credibility.
3. Assuming anything about a woman’s mental health status based on gender or career field AFSC/MOS
We all know career fields in the military are not created equal as far as physical stress or deployment tempos go. People may assume that administrative careers in the military, and anything other than combat positions, don’t get exposed to trauma. This simply isn’t true. First of all, you don’t have to go beyond the wire to be attacked, but more importantly, trauma is experienced in many forms — a veteran’s experience is between them and their doctor.
Women of all career fields deploy, and many come home with PTSD from traumatic events they experience during their time overseas — just like men. According to the U. S. Department of Veteran Affairs, “among women Veterans of the conflicts in Iraq and Afghanistan, almost 20 of every 100 (or 20%) have been diagnosed with PTSD.”
What these numbers don’t reflect are the women who have not sought help and been diagnosed for their PTSD. Also, these are just the statistics for Iraq and Afghanistan — they don’t mention every other conflict that women served in. Women work, fight, come home, and live with what they experience, exactly like their male counterparts.
Furthermore, it doesn’t take a deployment to be affected by the life-and-death stress situations the military demands.
2. Assuming female veterans are lesbians
Now, this is almost a joke to even mention because it seems so far-fetched, but it is more common than one would think! There is nothing wrong with being a lesbian or any other sexuality, for that matter, but for some reason, when women tell people that they are veterans, many are then met with assumptions about their sexual orientation. Well, I guess since it needs to be said: not all women who serve are attracted to other women.
It doesn’t take a scientist to figure out that military service and sexual orientation are unrelated. Yes, women who have served and are serving need to be able to throw femininity to the side regularly to get the job done, but that doesn’t mean sexuality changes as soon as it’s time to get our hands dirty.
Women can be feminine and brave at the same time, and neither of these things has to do with who they’re attracted to.
1. Assuming a woman is the spouse of a veteran and not a veteran herself
Statistically, this at least has a little merit. Nevertheless, showing up to a VA appointment and being asked, “Who’s your husband?” is frustrating. It doesn’t just happen at the VA, but also at Veteran Resource Centers, American Legions, and anywhere where there is an abundance of veterans present.
It might not seem like this is such a big deal, but the assumption behind the question is that women don’t serve in the military — or worse, that we can’t serve. Plus, it gets exhausting trying to explain why we joined and how we fared “in a man’s world.”
Shrinking ice coverage in the Arctic has drawn the attention of NATO, Russia, and other countries to the high north, where the promise of more accessible waterways means potential military and commercial competition.
Since Russia’s 2014 seizure of Crimea and incursion in Ukraine, however, NATO members have been concerned about Moscow’s actions closer to home, and developments in recent weeks indicate the alliance is focusing on securing waterways around Europe, in the Baltic and Mediterranean seas and the eastern Atlantic — all areas that could be contested in a conflict with Russia.
Below, you can see what NATO is being warned about, and what the alliance is and isn’t doing to address it.
A Russian Ilyushin Il-22 Bizon and a Su-27 Flanker, flying along the Baltic coast, May 14, 2019.
(UK Ministry of Defense)
The Baltic Sea, bordered by six NATO member countries and with Russia’s second-largest city, St. Petersburg, at its eastern end, has always been a busy area.
Encounters between NATO forces and Russian forces at sea in the Baltic and in the skies over Estonia, Latvia, and Lithuania, where NATO members carry out air patrols, have been on the rise since 2014. (The air policing mission has actually been going on since 2004.)
That encounters include an incident this summer in which a Russian Su-27 fighter escorting Defense Minister Sergei Shoigu’s plane turned into a NATO jet, forcing it away.
These tensions have come with military buildup as well.
Starting in 2016, NATO deployed some 4,500 troops in battle groups to the Baltics and Poland. Since the end of 2017, Sweden, which like Finland is not part of NATO, has sent new military forces to Gotland Island, which it had withdrawn from in 2005.
In Kaliningrad, an exclave that is home to Russia’s Baltic Fleet, Moscow has deployed new weaponry, including nuclear-capable ballistic missiles, and upgraded facilities, including what appear to be active nuclear-weapon storage bunkers.
Summer 2019, Russia also set up a helicopter base on Gogland, a small island between Finland and Estonia. Estonian officials played down the military significance, but the base is still seen as a Russian move to assert its power in the region and keep its neighbors guessing.
The guided-missile destroyer USS Bainbridge participates in a photo exercise during exercise Baltic Operations (BALTOPS) in the Baltic Sea, June 9, 2018.
(US Navy/Mass Comm. Specialist 1st Class Theron J. Godbold)
NATO countries along the Baltic have sought a more robust presence, and Germany has taken the lead.
Among NATO members, Germany, which has been criticized for the paucity of its defense spending and the quality of its armed forces, has taken the lead and tried to bring NATO and the EU closer together on Baltic security.
Vice Adm. Rainer Brinkmann, deputy chief of the German navy, said in September 2019 that Russia was the “one main challenge” in the Baltic and that Western partners “must take appropriate measures to cope” and “to prevent the Baltic Sea from being a ‘mare clausum,'” or “closed sea.”
Like its neighbors, Russia has legitimate reasons to be in the Baltic, but the number of actors there, each with their own national and commercial interests, make it a delicate situation, according to Christopher Skaluba, director or the Transatlantic Security Initiative at the Atlantic Council.
“I think [the Russians] know that aggressive actions in the Baltic are likely to get the attention, in a way they probably didn’t want, of the NATO nations and Sweden and Finland.”
“The Baltic is pretty small place. There’s a lot of players. That piece of it gets really ugly really quick,” Skaluba told Business Insider in October 2019. “I think for lots of reasons, there are more incentives to avoid [conflict] than there are to … catalyze it.”
An F-35B fighter jet aboard the British aircraft carrier HMS Queen Elizabeth, Oct. 13, 2019.
(LPhot Kyle Heller/UK Ministry of Defence)
A new battle of the Atlantic.
Russia’s navy is increasingly active in the North Atlantic, and though the level of that activity and the size of Russia’s navy don’t appear to reach that of the Cold War, it has set NATO on edge.
Growing tension between NATO members and Russia in the Atlantic has been called “the fourth battle of the Atlantic,” following World War I and II and the Cold War.
The UK in particular has struggled to keep up, calling on NATO allies to help track Russian subs thought to be lurking in and around British waters.
“In 2010, a Royal Navy ship was called on just once to respond to Russian navy ships approaching UK territorial waters. Last year we had to respond 33 times,” the UK’s then-defense minister, Gavin Williamson, said in May 2018.
The Royal Navy has built new aircraft carriers, equipping them with Britain’s first F-35s, and acquired US-made maritime patrol aircraft after scrapping its Nimrod patrol aircraft in 2010.
Royal Navy frigate HMS St Albans is currently the Nations on call warship for escorting foreign warships.
The UK and its allies in Europe want to keep “a critical choke point” between them open.
While any conflict in the Atlantic today is likely to look much different than previous battles, it’s likely to involve the English Channel and waters around it, especially the North Sea — at least that’s the concern of the five European countries who effectively revived the Cold War-era “Channel Committee” November 2019.
The pact signed on Nov. 7, 2019, by senior navy leaders from Germany, France, the UK, Belgium, and the Netherlands pledges to “harmonize” naval purchasing plans, potentially to include common procurement, according to Defense News.
But the countries also want to increase personnel exchanges and joint training and eventually recognize the professional qualifications of service members across the group.
“The Channel area is the front door to Central Europe and an important gate to the Baltic Sea,” the text of the pact says. “It is the critical choke point for the maritime traffic between the United Kingdom and continental Europe.”
The committee is also another military tether between mainland Europe and the UK, whose future relations with the rest of the continent remain in doubt amid the turmoil of Brexit.
The Mediterranean has also become a venue for what the US and others see as an emerging great-power competition.
NATO members in southern Europe have been focused on immigration from the Middle East and North Africa and the threat of terrorism emanating from those regions.
But Russian naval forces are a constant presence in the Mediterranean, traveling to and from Moscow’s bases in the Black Sea and and its base in Tartus, Syria, which is Russia’s only such facility outside the territory of the former Soviet Union.
With the ongoing civil war in Syria, the eastern Mediterranean has also become a venue for military operations, with Russian subs demonstrating their new ability to strike targets on land with missiles.
The Russian presence around the Mediterranean and Black seas, Iran’s presence in Syria, and antagonistic intra-alliance relations with Turkey all present security challenges for NATO, according to a recent Atlantic Council report.
“As the south becomes more congested and contested, and great-power competition intensifies, NATO defense, deterrence, and containment mission in the south is increasingly urgent and more complex,” the report states.
US Navy destroyer USS Carney fires it MK 45 5-inch lightweight gun at night while on patrol in the Mediterranean Sea, Sept. 11, 2016.
(US Navy photo by Mass Comm. Specialist 3rd Class Weston Jones)
The lack of a strategy in the Mediterranean could have more serious consequences for the alliance as a whole, according to one deputy secretary general.
NATO has made a lot progress improving its defense and deterrence against Russia since 2014, “but it was more talk than action when it came to addressing problems in the south,” Alexander Vershbow, a distinguished fellow at the Atlantic Council and coauthor of the report, said during its presentation October 2019.
“This theme figured prominently in my farewell address to the North Atlantic Council three years ago, and unfortunately the situation hasn’t changed all that much since then,” added Vershbow, who was deputy secretary general of NATO and US ambassador to Russia.
According to the report, “many of the conventional defense and deterrence challenges associated with NATO’s east are now reemerging in the south,” including enhanced Russian anti-access/area-denial capabilities, provocative actions in the Black Sea, and hybrid activity on the ground.
Though NATO has taken steps to remedy its shortcomings in the Mediterranean — such as setting up a “hub of the south” at Joint Forces Command in Naples, Italy — establishing a maritime-focused enhanced southern presence there could be a way to counter Russia and sharing the burden of doing so among members, Vershbow said.
“Russia is back with a vengeance in the eastern Mediterranean and in the Black Sea,” which adds a geopolitical dimension to NATO’s need to project stability and bolster defense and deterrence, Vershbow added.
“The lack of an effective southern strategy could put alliance solidarity at risk if the publics in the southern NATO countries see the alliance as failing to address what they consider to be their priority concerns,” Vershbow said. “It could undermine their willingness to share the burdens of collective defense against Russia, and everybody loses in that scenario.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
A surprise maneuver at the end of December 2018 ensured Coast Guardsmen got their final paychecks of 2018, despite the government shutdown that began on Dec. 22, 2018.
But the shutdown has dragged on, and the income for some 50,000 personnel, including 42,000 deemed essential personnel and required to work during the shutdown, remains in doubt as the first payday of 2019 approaches.
Salaries for the Army, Navy, Air Force, and Marine Corps are covered by the Defense Department, which got its full funding the for the fiscal year in the fall of 2018. But while the Coast Guard is a military branch, it is part of the Department of Homeland Security, funding for which had not been approved by the time the shutdown began.
Coast Guard operations have continued, however.
Coast Guard personnel prepare a sling that will hoist a 12,000-pound beached buoy, near Chatham, Massachusetts, May 9, 2017.
(US Coast Guard photo by Petty Officer 3rd Class Andrew Barresi)
On Dec. 23, 2018, Coast Guard crews on training exercises in Hawaii were diverted twice, first to medevac a snorkeler who was having a medical emergency and then to rescue passengers from a capsized vessel. In January 2019, Coast Guard crews in the Pacific have been involved in searches for crew members from two different vessels.
Officials said on Dec. 28, 2018, that the Homeland Security Department had found a way to supply about million needed to cover pay for the Dec. 31, 2018 pay period, but they said they would be unable to repeat it for the Jan. 15, 2019 payday.
There is some money within the Homeland Security Department that has moved around to keep things going, but some activities, like issuing licenses, has been curtailed. Funding for other services, like child-care subsidies, is also running out, further complicating life for service members and their families.
During the first week of January 2019, the Pay Our Coast Guard Act was introduced to the Senate by Republican Sen. John Thune, cosponsored by Republican Sens. Roger Wicker, Susan Collins, Cindy Hyde Smith, and Democratic Sens. Marla Cantwell, Richard Blumenthal, Doug Jones, and Brian Schatz.
A family poses with Jane Coastie at the Intrepid Sea, Air, and Space Museum in New York City, May 29, 2017.
(US Coast Guard photo by Petty Officer 2nd Class Michael Himes)
The bill would pay active, retired, and civilian Coast Guard personnel despite the shutdown. It would also fund benefits for retired members, death gratuities, and other payouts.
Thune’s measure was first introduced in 2015 but died after being referred to the Senate Appropriations Committee. After a grassroots effort generated 141,015 letters to congress members asking for its reintroduced, the bill was resubmitted on Jan. 3, 2019, the first day of the 116th Congress.
“All we know so far, is that if this isn’t resolved by the 10th they will not get paid on the 15th,” Coast Guard spouse Stephanie Lisle told ConnectingVets.com. “Hopefully the bill gets passed.”
The bill garnered support from more than a dozen veterans groups, but it would also have to pass the House of Representatives, which is now controlled by Democrats, and be signed by President Donald Trump.
Early January 2019 Trump said he was prepared to keep the government shut down for “months or even years” after he and Democratic leaders again failed to resolve his demand for billions in funding for a border wall.
“We won’t be opening until it’s solved,” Trump said on Jan. 4, 2019. “I don’t call it a shutdown. I call it doing what you have to do for the benefit and the safety of our country.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Joshua T. asks: What were all those metal things you see on the beaches in pictures of the Omaha landing?
The Normandy Invasions represented one of the single largest military maneuvers in history. Beginning on June 6, 1944, the invasion was the largest amphibious assault of all time and involved what basically amounted to the collective might of a large percentage of the nations in the industrialized world working in tandem to defeat the Nazi war machine. One of the most iconic images of the invasion was that of a French beach covered in oppressive-looking metal crosses. As it turns out, those crosses were merely a small part of an expansive network of sophisticated defences the Allies managed to somehow circumvent in mere hours.
Dubbed “the Atlantic Wall” and constructed under the direct orders of Adolf Hitler himself in his Directive 40, the formidable defences stretched and astounding 2000 miles of the European coast. Intended to ward off an Allied invasion, the Atlantic Wall consisted of endless batteries of guns, an estimated five million mines (of both the sea and land variety) and many thousands of soldiers who occupied heavily fortified bunkers and fortresses along its length.
German soldiers placing landing craft obstructions.
The wall has been described as a “three-tier system of fortifications” where the most valuable and vulnerable locations were the most heavily fortified while positions of lesser importance became known as “resistance points” that were more lightly defended but would still pose an imposing obstacle to any invasion force.
In the rush to create defences, gun batteries were haphazardly thrown together, consisting of basically whatever the Nazis could get their hands on. As a result, everything from heavy machine guns to massive cannons cut from captured French warships were utilized in the construction of fortresses and bunkers. Though they looked threatening, this “confusing mixture of sizes and calibres” proved to be an issue for the Nazis when they couldn’t scrape together the ammunition to arm them all. Still, the guns, in combination with the several other layers of defences, were believed to make the coast of Europe “impregnable”.
The largest of these guns represented the first line of defence of the Atlantic Wall and the Germans spent countless hours practise shelling “designated killing zones” experts predicted Allied ships would most likely use to invade. After this were expansive submarine nets and magnetic mines chained to the ocean floor to deter submarines and ships. In shallower water, the Nazis attached mines to sticks and buried large logs deep in the sand pointed outwards towards the ocean — the idea being boats would either be taken out by the mines or have their bows broken against the poles.
After this was a defensive emplacement known as the Belgian gate which were large heavy fences attached to steel rollers which could be positioned in the shallows. Following this were millions of mines lying just beneath the sands waiting for soldiers who managed to make it ashore.
Along with all of this, there were also those metal cross thingies — or to give them their proper name, Czech hedgehogs.
As the name suggests, the Czech hedgehog was invented in Czechoslovakia and was mostly designed to serve as a deterrent for tanks and other armoured vehicles, as well as in this particular case if the tide was right, approaching ships attempting to land on shore.
Originally designed to sit along the Czechoslovakia-Germany border as part of a massive fortification effort conducted in the 1930s, the hedgehogs never ended up serving their original purpose when the region was annexed by Germany in 1938.
It’s reported that the Czechs originally wanted to build a large wall between the two countries, but a cheaper solution was found in the form of these hedgehogs, which could be mass-produced by simply bolting together beams of steel.
So what purpose did they serve? Put simply, if a tank or other such vehicle tried to drive over one, the result was inevitably it becoming stuck on the thing, and even in some cases having the bottom of the tank pieced by the hedgehog. When used on a beach like this, as previously alluded to, they also had the potential to pierce the hulls of ships approaching the shores if the tide was high at the time.
On top of that, particularly the anchored variety of hedgehogs proved difficult to move quickly as even massive explosions didn’t really do much of anything to them.
Speaking of anchored hedgehogs, it isn’t strictly necessary for the hedgehogs to be anchored to anything normally. It turns out that tanks trying to drive over the unanchored ones had a good chance of getting themselves stuck just the same. In these cases what would usually happen was the hedgehog would roll slightly as the tank tried to power its way over, with then the weight of the tank often causing the steel I-beams to pierce the bottom of the tank, completely immobilizing it. In fact, in testing, unanchored hedgehogs proved slightly more effective than their anchored variety against heavy vehicles.
However, because of the tide issue in this case, to keep the hedgehogs in place, those closest to the water did have thick concrete bases anchoring them in the sand.
Using about a million tons of steel and about 17 million cubic meters of concrete, the broken wall these Czech Hedghogs created was a much more viable option than trying to create a solid wall over such a span, while also not giving the enemy forces too much cover, as a more solid wall would have done.
That said, while initially a deterrent, the hedgehogs ended up helping the Allies after the beaches were secured, as they proved to be a valuable source of steel and concrete that was repurposed for the war effort. For example, almost immediately some of the steel beams were welded to tanks, turning them into very effective mobile battering rams.
Yes you read that correctly — the Allies cut up dedicated anti-tank fortifications and welded them to their tanks to make them even more badass of weapons.
The Soviets also made extensive use of Czech hedgehogs, often using the concrete to literally cement them in place in cities and along bridges to halt German armored divisions in their tracks. As you can imagine, just one of these in a narrow street proved to be an extremely effective barrier that also left the enemy trying to get rid of it open to weapon fire.
While some Czech hedgehogs were constructed to specific factory specifications, which stipulated exact measurements (usually 1.4 meters in height) and materials (anything sturdy enough to survive around 500 tonnes of force), most were made of scavenged materials.
In the end, the hedgehogs along with the countless other fortifications proved to be a formidable, but not impassable obstacle for the Allies. In fact, thanks to a massive, concerted bombardment effort from the naval and air-based forces of the Allies, strategic commando strikes, and the bravery of the hundreds of thousands of troops who physically stormed the beaches all those years ago, all of the defences were bypassed in a matter of hours, though at the cost of several thousand lives on D-Day alone.
Czech hedgehogs are near identical in design (save for their massive size) to caltrops — a tiny metal device designed to always land with a jagged spike pointed straight into the air used extensively throughout history to hinder advancing enemy, particularly effective against horses, camels, and elephants, but also foot soldiers.
This article originally appeared on Today I Found Out. Follow @TodayIFoundOut on Twitter.
The U.S. Embassy in Bosnia-Herzegovina has rejected “appalling accusations” that Washington has sought to interfere in the country’s October 2018 elections, and blasted “irresponsible actors” who are dragging the United States into “conspiracy theories, unfounded accusations, and lies.”
In a statement posted on its website on Sept. 27, 2018, the embassy says the United States does not back any candidate or party, and refuses to be part of a preelection “manipulation.”
During campaigns ahead of the national elections set for Oct. 7, 2018, the public discourse has been “entirely dominated by fear-based rhetoric” that has created a “very poisonous atmosphere,” the statement says.
It criticizes “self-centered politicians” who try to turn the United States and other countries into “adversaries,” instead of addressing the country’s “real enemies” — corruption, unemployment, and poor public services.
The statement did not name any politician or political party, but Bosnian Serb leader Milorad Dodik has accused the United States and Britain of supporting his opponents and seeking to influence the outcome of the upcoming elections.
Dodik, who is running for the Serbs’ seat in Bosnia’s tripartite presidency in the elections, said on Sept. 27, 2018, that Washington and London have secured millions of euros to finance various opposition groups in the country’s predominantly Serbian entity, Republika Srpska.
Russian Foreign Minister Sergei Lavrov.
The pro-Russian president of Republika Srpska in August 2018 accused the United States of using its development agency to interfere in Bosnia’s internal affairs and election process, a charge dismissed by Washington.
Western leaders have also accused Moscow of interfering in the internal affairs of Bosnia and other former Yugoslav republics.
During a visit to Banja Luka, the administrative center of Republika Srpska, Russian Foreign Minister Sergei Lavrov said on Sept. 21, 2018, that Moscow respected Bosnia’s sovereignty and territorial integrity and was not interfering in the country’s elections.
Bosnia is split into two entities: the ethnic Serb-dominated Republika Srpska and the Muslim-Croat Federation of Bosniaks and Croats. The two entities are linked by joint state-level institutions, including a tripartite presidency.
Featured image: Bosnian Serb leader Milorad Dodik.
In October 2018, Airman Magazine sat down for a conversation with Maj. Gen. Robert J. Skinner, Twenty-fourth Air Force commander; Air Forces Cyber commander and Joint Force Headquarters-Cyber commander, Joint Base San Antonio-Lackland, Texas. He is responsible for providing Air Force component and combatant commanders with trained and ready cyber forces to plan, direct and execute global cyberspace operations.
Airman Magazine: In July, the Twenty-fourth AF moved from Air Force Space Command to Air Combat Command. At the same time you moved from AFSPC to ACC. What are the reasons for that restructuring?
Maj. Gen. Skinner: This allows Gen. Raymond, as the Air Force Space Command commander, to truly focus on space operations. The other thing is this brings cyber within Air Combat Command, which has intelligence, surveillance and reconnaissance; command and control and the air domain. Bringing all these forces together under one four-star MAJCOM (major command) commander, Gen. Holmes, allows him some more flexibility to be able to present forces across the spectrum of operations.
The networks for those operations need to be resilient and they need to be protected. When you bring together the ISR, cyber, information operations, electronic warfare and command and control, that’s a lot under one hat. But it allows us greater integration as we move forward. At the end of the day, this is about multi-domain operations and the more we can bring those together, the more successful we’ll be.
Airman Magazine: How are your responsibilities divided between your three commands? It seems that just the information technology portion alone would be a huge demand on your resources.
Maj. Gen. Skinner: Cyber operations have four or five different lines of effort. One is to actually build the networks, build the applications and build the systems.
Another is to operate and maintain the networks, but also secure and protect them from vulnerability to adversaries. We also defend networks for our maneuver forces and then we have full spectrum operations, which is on the offensive side.
We also have combat communications airmen and engineering installation airmen who extend the network out to a multitude of places, whether that’s tactical basing or at the forward battle edge.
With that said, information technology is still a key part of the cyberspace domain and we are moving forward in the Enterprise IT as a service. We are going to utilize things industry does very well as a commodity type of action activity.
We are going to leverage what industry does great, providing some services and network infrastructure, and re-mission our airmen to do core Air Force missions on the defensive and offensive side, while providing assurance for the many missions the Air Force presents to the combatant commanders on the joint side.
The bottom line is we’re in the cyber operations business — information technology, networks, both operating and defending — and we provide full spectrum operations in this thing we call the cyberspace domain.
Tech. Sgt. Wyatt Bloom uses a spectrum analyzer to check television broadcast network routers at the Defense Media Activity, Fort Meade, Md., July 18, 2012. Bloom is a cyber-transport technician assigned to DMA.
Airman Magazine: Would you explain your duties as commander of the Air Force component at Cyber Command? How is that different from the hat you wear as commander of Twenty-fourth AF and Air Force Cyber?
Maj. Gen. Skinner: This could actually be a dissertation. To break it down a little bit, the Twenty-fourth AF is where we organize, train and equip our airmen. The perfect example is we have an organization down at Hurlburt Field — they train almost every cyber professional. Now we do a lot more than that, but that’s one example of the Twenty-fourth AF piece.
In the Air Force cyber piece, I am charged by the Air Force to present forces to Gen. Paul Nakasone, the U.S. Cyber Command commander, for his missions and functions as the combatant commander.
We provide offensive forces and defensive forces, DODIN (Department of Defense Information Networks) ops cyber professionals and ISR professionals to Gen. Nakasone, so he can perform his mission.
Then the third area is the Joint Force Headquarters side. That’s where Gen. Nakasone has asked us to align to three different combatant commanders to provide additional joint support for their missions.
We have planning elements that are aligned to these three combatant commanders, as well as some cyber teams supporting the commanders’ efforts in defense of the mission. Our teams are able to deploy and employ forces against a particular adversary at the time and place of the combatant command commanders’ choosing.
Our job within Twenty-fourth AF, AF Cyber JFHQC and Cyber Command, is to be ready at a moment’s notice to protect our systems and defend the networks and defend the core missions of our military and our joint war fighters. Then deter, disrupt and degrade an enemy’s ability to perform those functions against us. Part of that goes into making sure that we have persistent engagement, a persistent presence, and a persistent innovation as we continue to move forward.
Airman Magazine: Across the Air Force, joint force, partner agencies and nations, do cyber operations equate to kinetic operations or is that a completely different animal?
Maj. Gen. Skinner: I would say it is not a completely different animal. To be successful in cyber operations and have cyberspace superiority at the time and place of our choosing, we need a team of teams that is internal to the Air Force.
Every single airman in our Air Force needs to be a cyber sentinel. We need every airman to be very conscious of cyber security, cyber hygiene and things that are going on within the cyberspace domain.
We have branched out and are part of several joint organizations that perform functions and missions within the cyber domain. The National Security Agency is a huge partner with us as we perform these missions, as well as the Central Intelligence Agency, Defense Information Systems Agency and Department of Homeland Security — a lot of different agencies across the board.
We are also great partners with commercial industry and academia because we’re all in the same field and in the same cyber domain.
Within Twenty-fourth AF, we have a United Kingdom representative and an Australian liaison officer, but most of our allies and partners are really up at the Cyber Command level. We leverage those partners through U.S. Cyber Command, NATO and other organizations.
Capt. Taiwan Veney, cyber warfare operations officer, watches members of the 175th Cyberspace Operations Group, from left, Capt. Adelia McClain, Staff Sgt. Wendell Myler, Senior Airman Paul Pearson and Staff Sgt. Thacious Freeman, analyze log files and provide a cyber threat update utilizing a Kibana visualization on the large data wall in the Hunter’s Den at Warfield Air National Guard Base.
(Photo by J.M. Eddins Jr.)
Airman Magazine: What is it that makes your cyber airmen “cyber warriors”?
Maj. Gen. Skinner: Our airmen are absolutely warriors. We have teams in the fight operating constantly: 7 days a week, 365 days a year, Christmas and New Year’s.
If you’ve heard Gen. Nakasone speak recently you’ve heard him say we’re no longer solely responding to network intrusions, we have cyber forces persistently engaged against state and non-state adversaries, actively identifying and countering threats in the cyber domain.
This achieves several benefits at once: first and foremost, it gives us control over the cyber terrain that serves as the foundation for superiority in cyberspace. It also keeps our operators ready and their skills honed and imposes cost on the adversary so they can no longer operate freely without repercussion. There’s already a massive demand signal for our cyber operators that will only increase, so we have to ensure we’re fielding proficient, ready and lethal operators at scale.
Because of this, we are investing not only the readiness of our mission, but also in the readiness of our people. This means examining everything within our scope of control, including the effect the operational tempo of our 24/7/365 mission has on our operators.
Just like you see within the (remotely piloted aircraft) field, cyber can mean long periods away from the sunlight and abnormal sleep hours, and that can absolutely have an effect on people. Any leader will tell you—if you take care of the people, they will take care of the mission.
Airman Magazine: What part does the total force play in cyber operations and defense?
Maj. Gen. Skinner: I will tell you, we could not do our job on a day-to-day basis without the total force. The majority of the forces within Twenty-fourth AF are guard and reserve components.
Our engineering installation mission is 85 to 90 percent within the guard. More than 50 percent of our combat communications capability, which extends and expands our capabilities to the tactical edge, is in the guard. We have guard organizations up in Washington. We have some in Rhode Island. We have some here in Texas. I will tell you they provide great day-to-day work.
What’s even more important is the expertise that they bring from their civilian jobs. We have vice presidents of some corporations who are part of our total force as well. Bringing that expertise, leadership, things that the public is good at and things that industry is focused on benefits the military and vice versa. They take lessons learned from the military and take it to their company. So it’s a great yin-yang relationship.
Whether it’s an offensive operation or a defensive operation or even DODIN ops, there has to be a tight tie between all of those as we move forward because the defense learns from the offense and the offense learns from the defense. DODIN ops learn from defense to figure it out where we need to be resilient, where some of our mission critical assets are and how to defend them.
All the computer networks, email, applications and systems in the cyberspace domain are what we call the Department of Defense Information Networks. There are pay applications that we have in the Air Force that are part of DODIN. If you get paid electronically within the Air Force that’s part of the DoD information network.
Airman Magazine: Is it an advantage that those reserve and National Guard personnel tend to have long histories with one unit?
Maj. Gen. Skinner: I would say sometimes it’s an advantage and sometimes it’s not. In some places having continuity is good. I would say having too much continuity isn’t necessarily good in cyber because you want some fresh blood, some fresh ideas.
Airman Magazine: Would a technical track for active-duty cyber operators benefit the force?
Maj. Gen. Skinner: Similar to other domains and weapon systems, we have to be proficient to be effective. Since cyber is a technical domain we do need technical expertise.
However as our people gain that expertise and increase in rank and responsibility, we need them to be leaders and lead teams to success while still maintaining credibility in their profession. We, ACC and Headquarters Air Force are working closely together to determine what the right “path to greatness” will look like, in order to build a force that generates maximum lethality.
Cyber warfare operators assigned to the 275th Cyber Operations Squadron of the 175th Cyberspace Operations Group of the Maryland Air National Guard configure a threat intelligence feed for daily watch in the Hunter’s Den at Warfield Air National Guard Base.
(Photo by J.M. Eddins Jr.)
Airman Magazine: As cyber tools and methods seem to change constantly, ow can the acquisitions process be altered to make sure the Air Force has the best technologies and practices in the cyber domain?
Maj. Gen. Skinner: The Air Force and DoD leadership are laser-like focused on our ability to acquire things in a more agile, fast and relevant way. We have leveraging other authorities, like 804 authorities, to bring on the future faster and to bring innovation faster.
As an Air Force we are becoming more of a software force than a hardware force. The ability to bring the new wave of agile software development operations, DevOps, is going to be key in maintaining our superiority and operating within the enemy’s OODA loop (time it takes to observe, orient, decide, and act).
We’re bringing in individuals who understand the old waterfall model is not the right model because by the time that you set the requirements and start developing to those requirements, the environment, threats and priorities have changed.
If you’re spending weeks, months and years identifying and defining hundreds or thousands of requirements, you definitely can’t meet those requirements in a timely manner. So leverage industry, leverage developers who are innovative, define the left and right limits or requirements.
So you get a three to five-page requirements document, which is much better than a 100 to 200-page document. Let them innovate and come back with a solution and in a much more timely manner—days and weeks versus months and years. Then you iterate and you continue to iterate on that minimum viable product.
Then also leverage some of those techniques to buy the right hardware in a timely fashion and focus on the approval top rate process, to reduce the amount of time to approve either software or hardware for connecting to the network. I know that Dr. Roper, Air Force Acquisition and the chief and secretary are very focused on bringing the future faster.
Airman Magazine: The Air Force is considering launching a cyber rapid capabilities office. How would that benefit the Twenty-fourth AF and the cyber community as a whole?
Maj. Gen. Skinner: The traditional slow-and-steady acquisition model is great for buying a fleet of fifth-generation aircraft, but it isn’t ideal for cyberspace where the landscape is changing constantly and where the state-of-the-art is available to anyone interested in buying. We need to get faster.
The DNA of the Air Force RCO brings agility and flexibility, which drives down timelines and increases capability. Right now we can’t say what form a cyber RCO would take, but will benefit us by getting the right capabilities and weapons at the right time to our operators. We need to respond to malicious cyber activity with greater speed and tempo employing a calculated, “spectrum of risk” framework which is properly delegated at echelon to enable responsible and responsive cyberspace operations in support of assigned missions.
The concept of Fusion Warfare gathers all intelligence, surveillance and reconnaissance data across all Air Force platforms into the “combat cloud” through and autonomous process where it’s analyzed and combined to create a real time big picture for commanders.
(Photo by Airman 1st Class Kevin Sommer Giron)
Airman Magazine: What effect will advances in big data research have on cyber operations?
Maj. Gen. Skinner: Data is the game changer in our business. If I own the data battle space, then I will definitely be within the OODA loop of the adversary. Being able to leverage quantum computing, artificial intelligence and analysis of big data platforms is really the future of our mission.
There is so much data out there in today’s environment there is no way that you can get through all of it (manually). So you may miss a key data point that would help you make a decision. In a future conflict, being able to have the right data at the right time analyzed at the right tempo is key to success.
We’re putting a lot of effort into better understanding the data, not just from cyber standpoint, but also in logistics, in intelligence and even in personnel. The more we can analyze the data, the better that we can perform education and training, perform timely logistics, perform ISR operations. Every single Air Force core mission is reliant on data to be more effective, more efficient and more successful.
Airman Magazine: Can you talk about Hack the Air Force and its value to the force?
Maj. Gen. Skinner: The first Hack the Air Force iteration was in late 2017, after the successful Hack the Pentagon initiative by Defense Digital Services. When the first hackathon sprint kicked off it took less than a minute for a hacker to find a valid vulnerability. By the end, over 200 holes in our boundary had been patched—and that was just the first iteration.
Hack the Air Force gets after two important focus areas: first, it builds capacity for the Air Force by leveraging expertise from a multitude of places, and second, it leverages innovative thinking to find vulnerabilities we otherwise might not uncover.
Take, for example, the person who won the first hackathon sprint, a 17-year-old high school student from Chicago. Maybe his path won’t lead him to the Air Force, but we were still able to use his talents to make ourselves more resilient. To me that’s a win.
Quynh Tran, right, a Raytheon Corporation software engineer, talks with Capt. Nick Lundin, Product Management lead, about a software coding project May 30, 2018 at Kessel Run, a program within the Defense Innovation Unit Experimental, a United States Department of Defense organization, in Boston.
(Photo by J.M. Eddins Jr.)
Airman Magazine: What lessons can be learned from commercial companies about practices that enable those fresh ideas to come forward?
Maj. Gen. Skinner: There are a lot of great lessons learned from Silicon Valley and I would offer Silicon Valley has also learned from the Department of Defense.
As I’ve said many times over my 33-year career to date, if I came into the military today, compared with a talent level of the individuals that we have now, I would not be as successful as I have been.
The talent today is amazing and our job as senior leaders is how do we unleash that talent? How do we have the right policies and the right directives leveraging the right acquisition authorities and unleash this talent on the hard problems that our force and our nation face today.
The key is getting the right people in the room to determine how best to provide solutions, whether it’s software development, hardware acquisition or cyberspace operations. It’s getting the right people in the room and getting through the bureaucracy, pushing the bureaucracy to the side and being able to unleash the talent.
Airman Magazine: How can, especially when it comes to the cyber domain, the Air Force compete with civilian industry to attract more STEM (science, technology, engineering and math) talent?
Maj. Gen. Skinner: There was always a competition between academia, research labs, commercial industry and the military. We as a military cannot compete from a dollar standpoint.
But where we can compete is with the great things you can do within the DoD, that you probably can’t do within the commercial world. We have great missions coming from the research we’re doing.
Some of the operations we’re doing on a day-to-day basis, you can’t do that on the commercial side. We have opportunities for individuals at a variety of levels to perform things they couldn’t do outside of the military. That’s our calling card.
Airman Magazine: Peer and near-peer competitors have been going to school on us since World War II; how do we offset that advantage?
Maj. Gen. Skinner: I would say every threat is an opportunity. While we have been focused over the last 10 to 15 years on the violent extremist, the latest National Defense Strategy, National Security Strategy and National Cyber Strategy outline strategic competition, peer competitors, and has turned the focus there.
You’ll hear a lot about readiness. Readiness is very important to our chief, very important to our secretary and very important to the secretary of defense. We need to make sure that we have a lethal force. In order to do that, you need to have a ready force.
In order to be ready, you need to have a disciplined force. Especially when there is strategic competition out there and adversaries who on a day-to-day basis are performing actions and operations that are probably right below the level of conflict.
But, I would not want to go and do a mission against a threat with anyone else but the airmen we have in our service today. Our airmen, with our joint partners in the other services, still have the most critical, credible and lethal force in the world.
Airmen with the 68th Network Warfare Squadron monitor Air Force communications to analyze disclosures of critical information and perform data loss prevention at Joint Base San Antonio-Lackland, Texas, Oct. 25, 2018.
(Photo by J.M. Eddins Jr.)
Airman Magazine: You talked about having a disciplined force in order to be lethal. What constitutes discipline in the cyber world?
Maj. Gen. Skinner: Discipline is key. I’m not talking about discipline from a uniform code of military justice aspect. This is discipline in processes, discipline in procedures and discipline in command and control. We spent a lot of time going back and trying to figure out what happened on something because there was an undisciplined tactic, technique, procedure or process. We’re trying to leverage discipline to make our force more effective and more capable and build capacity.
Then we come to a readiness standpoint. Readiness, as you know, is made up of personnel, equipment, procedures and training. We are continually leveraging our innovative airmen to improve the training they receive, how we purchase equipment, how we educate our airmen.
Part of all this is proficiency. Proficiency against a violent extremist organization is much different than proficiency against strategic competitors. Our focus continues to be how to maintain and improve the readiness and proficiency against strategic competitors.
We are also leveraging our airmen and technology to be more efficient and more effective.
Leveraging artificial intelligence can decrease the amount of time that our airmen spend doing manual work so they can focus on the higher end discussions of cognitive actions and activities.
For example, manually looking through thousands of pages of data takes a very long time. We have airmen who are leveraging technology, whether it’s using keywords or bringing a couple of technologies together, that can take those thousands of documents and run through them in minutes versus hours, days or weeks.
Then taking what the technology has given you and put the human eye on it — are there any other needles in the haystack?
That’s what our airmen are doing on a day-to-day basis. Whether it’s from a data collection standpoint, whether it’s from a cyber operation standpoint, whether it’s looking through logs to see if we have an adversary presence on our networks. Looking through logs to make sure that our user experience is where it needs to be on a daily basis, but leveraging technology to reduce the amount of manual steps.
Airman Magazine: With a kinetic weapon, the effects are apparent and there is an inherent process to be able to determine origin, intent and purpose. The very nature of cyber is to hide the hand that dealt the cards. What kind of challenges does determining attribution pose for a commander?
Maj. Gen. Skinner: So attribution is a very significant challenge. There are not as well defined international norms in the cyberspace domain and therefore a multitude of nations and multitude of criminals and the multitude of other individuals are continuing to push the limits.
It is often very apparent in the other domains, from an effect or an outcome, who the actors are. In the cyber domain, you can have the same type of effects in as in other domains, but it is harder to determine the source, which is really important when you start talking about multi-domain operations.
Cyber is a critical enabler while also a critical operation because cyber can be both supporting and supported within multi-domain operations. As we continue to refine our operations, to refine our tactics, techniques and procedures, we will continue to get better at understanding attribution, understanding the outcomes, and making sure that we refine and define those outcomes and bound the outcomes to meet our mission objectives.
As cyber continues to get more profound and more pronounced in the day-to-day operations, attribution is going to become that much harder.
U.S. Air Force Maj. Gen. Robert Skinner, then Deputy Commander of Air Force Space Command, speaks at the 2018 Rocky Mountain Cyberspace Symposium in Colorado Springs, Colorado, March 6, 2018.
(Photo by Dave Grim)
Airman Magazine: How do you convince people that cyber and space have become foundational to everything that the Air Force, and our society as a whole, does on a daily basis?
Maj. Gen. Skinner: I’ll give you a perfect example, the Global Positioning System is operated by Air Force Space Command: not only for the nation, but the whole world. The U.S. Air Force supplies and supports the system and satellites that enable the GPS navigation we use in our cars and on our phones every day, millions of times around the world.
It also provides timing. Every financial transaction is supported by the GPS system. So when you purchase something and put your credit card into that reader, there’s a timing aspect that is being supported by GPS. So the Air Force is supporting billions of activities and actions all the time.
Airman Magazine: The chief of staff and secretary have made it a priority to push command level decisions down to the lowest level possible. How is that manifested in your command?
Maj. Gen. Skinner: Its not only because the chief and the secretary say they want it done. We have the greatest airmen in the world and we have the greatest commanders in the world—pushing authorities and responsibility down to the lowest level really enables them to unleash the talent around them and enables us to unleash their talent.
You don’t need higher headquarters micromanaging and directing things on a daily basis. Our commanders are boarded. We have a tradition of great commanders in our Air Force and we need to let them run. We need to let them determine how best to run their organizations and how best to be effective. The more that we can push decision authority down, the more bureaucracy we can eliminate and the more agile, lethal and effective we can be as an Air Force.
From a higher headquarters level and higher commander level, our responsibility is to give the left and right limits to those organizations and then let them run.
If we are in a conflict, especially against a peer competitor, the amount of time it would take to micromanage our tactical-level units would not allow us to be inside the OODA loop of our adversary.
We need to allow our commanders, in peacetime, to train like they are going to fight. To have that authority to perform the mission as they see fit. With more guidance, directives and limitations to that commander, there’s going to be some negative learning, first and foremost, but secondly, the safety of our airmen will be put in jeopardy.
Participants in the joint, multinational exercise Cyber Guard 2016 work through a training scenario during the nine-day event in Suffolk, Va., on June 16, 2016.
(Photo by Petty Officer 2nd Class Jesse A. Hyatt)
Airman Magazine: As commander of Joint Force Headquarters Cyber, you’re responsible for cyber affects in campaign plans from U.S. Central Command to U.S. Transportation Command. How does that integration take place?
Maj. Gen. Skinner: Aligned to each of those combatant commanders we have an element called the Cyber Operations Integrated Planning Element. We are just now standing those up and they are at the combatant commanders’ headquarters.
They’re kind of our picture window into that combatant commander to enable cyber operations planning to be part of their overall plan. Each combatant commander has either a function or a region they’re responsible for and they have what we call a scheme of maneuver, which is either day-to-day or in conflict. It is the commander’s plan of how to ensure sure we are successful in that campaign.
These planning elements are aligned there so we can be part of that plan and make sure that cyber isn’t just bolted on, but integrated into that plan. Cyber will be one of the first options that are available to that combatant commander below the level of conflict to make sure that we are meeting our objectives.
Airman Magazine: How do you get everyone with a piece of the huge cyber puzzle speaking the same language? How do you communicate capabilities and vulnerabilities to leadership, agency partners and airmen who are not cyber experts?
Maj. Gen. Skinner: I would say today we have the best understanding and the best alignment from the cyber domain standpoint that we’ve ever had with all the strategy documents – the National Defense Strategy, which is underneath the National Security Strategy, the National Cyber Policy and Strategy, the DoD Cyber Strategy and the Cyber Posture Review.
All of these documents are perfectly aligned and it’s a great understanding of the capabilities that we provide, but also the importance of cyber to the multi-domain operations. The education is continual, but I offer that our Air Force leadership understands the cyber domain. They understand how important the cyber domain is to multi-domain operations.
We continue to educate the entire forest. We’re continuing the education process of all of our airmen, from the highest level to the most junior airman and the joint community, but from a joint standpoint and a national standpoint cyber is more understood than it ever has been.
Proposed content viewing page on the Cyber Education Hub, which is being developed at the Center for Cyberspace Research in the Air Force Institute of Technology, Wright-Patterson Air Force Base, Ohio.
(AFIT CCR photo)
Airman Magazine: Do you see the Continuum of Learning concept and applications like the Cyber Learning Hub being developed by the Center for Cyberspace Research, Air Force Cyber College and U.S Air Force Academy’s CyberWorx, as aiding in that effort?
Maj. Gen. Skinner: There are a lot of great opportunities with that as cyber continues to be more and more integrated into the day-to-day operations.
We currently have the Air Force Warfare Center where we bring a lot of different mission systems together, integrate them, exercise and train and cyber is a significant part of that.
From an education standpoint we send people to the Air Force Institute of Technology. They not only have general education classes, but we they have Cyber 100, Cyber 200, Cyber 300 and Cyber 400 courses.
We have the 39th Information Operations Squadron, which does our cyber training. Keesler Air Force Base has a lot of our cyber courses. Just as Gen. Raymond over the last year has been working with Air University to make sure we have more space in our professional military education, we’re doing the same thing from a cyber standpoint.
We’re working with Gen. Cotton at Air University and Gen. Kwast at Air Education and Training Command to make sure that we continue to improve the amount of cyber and relevant topics in cyber education in basic military training through professional military education and to highlight cyber, both from a professional and a personal standpoint, because it impacts every part of your life.
Airman Magazine: In that vein, what would you like every airman to be aware of in their daily connectivity?
Maj. Gen. Skinner: One of the biggest vectors that our adversaries use to get into our networks is email. It’s called spear phishing. You can get those at your home and at the office. We continue to educate that you should know who the sender of an email is, that you do not click on links that you’re not certain are good links. If it looks too good to be true, it probably is.
If you get an email offering a free vacation, there’s probably not a free vacation. That’s probably someone trying to gain access to your personal information or gain access into our Air Force systems to cause havoc and disrupt our ability to do our missions.
Additionally, be aware that our adversaries can put different pieces of unclassified information together, which in the aggregate actually become classified. So you always have to be careful when you’re outside of work, or even inside work, of what you talk about in the open.
You have to monitor your computer systems. Make sure your systems are patched, especially at home, because that is the quickest way for an adversary to exploit your system. Some vulnerabilities have been out there for years. We find that both on the commercial side and the government side — there are systems out there that have not been patched in a long time, even though a patch has been out there.
We’re continuing to leverage technology to make that a little easier, to make sure that we’re updating and protecting all those systems.
Maj. Gen. Robert J. Skinner, Commander, 24th Air Force; Commander, Air Forces Cyber and Commander, Joint Force Headquarters-Cyber is photographed at his headquarters at Joint Base San Antonio-Lackland, Texas, Oct. 26, 2018.
(Photo by J.M. Eddins Jr.)
Airman Magazine: The Air Force places a premium on building leaders. What twists and turns has your career taken that culminated in command of the Twenty-fourth AF?
Maj. Gen. Skinner: I’ve had multiple mentors who have taken a special interest in my career. They have said you need to go to this position. I questioned it. I didn’t understand it. But it turns out that developed a place in my leadership that was not refined well enough. We spend a lot of time and energy on managing our talent. What differentiates us from other nations and other militaries is our airmen, whether officer, enlisted or civilian.
Our Airmen are our most precious asset. It is our solemn duty to professionally develop our airmen to the best extent possible. We take special interest in placing them where they professionally develop, while making sure our missions continue to be successful.
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
Russia recently summoned Israel’s ambassador to deliver a message: The days of launching air strikes in Syria are over.
According to a Reuters report, the Russians were hopping mad over a recent Israeli air strike in Syria they said was targeting an illegal arms shipment to Hezbollah. The Russians say the strike aided the Islamic State of Iraq and Syria.
At present, Russia has a limited number of aircraft in the region, centered around the Su-24 Fencer strike plane and versions of the Flanker (including the Su-30, Su-34, and Su-35).
The Russians may be small in numbers, but it backs up the Syrian Air Force, which has a substantial number of MiGs – mostly MiG-21 Fishbeds and MiG-23 Floggers, along with about 50 MiG-29 Fulcrums of varying models. Likewise. Russia has deployed the S-400 surface-to-air missile system, but many of the air defenses on the ground are Syrian, and older model missiles.
In essence, the Russian deployment was corseting the Syrians.
The Israeli Air Force is primarily centered on the F-16 Fighting Falcon – FlightGlobal.com reports that Israel has 77 F-16C and 48 F-16D Fighting Falcons on inventory, plus about 100 F-16I Sufa fighters.
Israel also has about 80 F-15A/B/C/D/I fighters as well, according to the Institute for National Security Studies. Many of these planes have been customized with Israeli electronics – and the engineers of Tel Aviv are masters of electronic warfare.
Congratulations! You’ve either finally been pinned or you’ve been laterally transferred to a position where you’re placed over someone else. You’ve either worked your ass off to finally accrue the dreaded 798 promotion points… or you’ve been “hey, you”ed into it. Either way, from here on out, your entire career will change for the better.
You stand now at a crossroads and your very first act as a leader will determine which road you move down.
Some days, you’ll have to be the bad guy. You’ll be responsible for breaking the bad news, like the fact that no one is leaving until those NVGs are found. But on the flip side, there’s no greater feeling than the moment you train a troop up, they achieve a goal once thought to be impossible, and they sincerely thank you for getting them there.
For all you new leaders out there, listen up — these are the lessons you’ll need to learn.
Don’t get that twisted — NCO academies teach you a lot about being an NCO. It’s just that the best way to learn to lead troops is, well, leading troops.
(U.S. Army photo by KATUSA Pvt. Seung Ho Park 2ID/RUCD Public Affairs)
You’ll appreciate everything your previous leaders have done for you
No amount of leadership schools can fully train you for actually leading troops. All of that fancy book-learning will be tossed out the window as soon as you’re signing your first initial counseling statement. There’re just so many minor things that you can’t possible be prepared for — the only reference you’ll have is what your NCO did.
If they were fantastic leaders, emulate them. Take them aside and ask for pointers. There’s no shame in asking for advice, and I’m willing to bet they’d be happy to help you out.
But even bad leaders can teach you something. Mostly, they serve as examples of what not to do. Learn from those that came before you.
How it feels when your toxic leadership calls everyone into the training meeting.
(U.S. Air National Guard photo by Capt. Paul Stennett)
You’ll have to sidestep the pitfalls that every toxic leader has fallen into
As much as it’s painful to admit, there’s toxicity in military leadership. From the bottom of your heart, you should despise each and every one of those so-called “leaders” that give the NCO corps and officers a bad name. Ask anyone who blew off the retention NCO why they’re getting out and you’ll see a staggering amount of outstanding troops leaving the military because of terrible leadership. It sucks, but it’s reality — and it should be a call-to-action for every leader to do their part in weeding out this toxicity.
The first step in not becoming a toxic leader is managing one simple distinction: which is the easy path and which is the right path. It’s hard to jump into the 110 degree Connex and finish a layout when you could more easily hold a clipboard and simply supervise. It’s hard to take an asschewing from higher up when you could just let your troop deal with it. It’s hard to not care about your own ribbon rack when you could recommend others for rightfully earning it.
Unfortunately, the right path is often the hardest path, but it’s the one you must walk.
Now, if only there was a reading list compiled by one of the greatest minds the military has seen in ages… Oh wait, there is.
(DOD photo by U.S. Air Force Staff Sgt. Jette Carr)
You’ll have to study just enough of everything to have (at least) a slight understanding
There is a metric f*ck-ton of regulations that you’ll need to be well-versed in and follow. Not only that, but you’ll also need to make sure that your guys are following them, too. Sure, you’re never going to need to know the Army regulation on non-appropriated contracting funds — until, one day, you do.
You don’t need to know everything about every subject, just enough — or where to find that info. As long as you get the gist of things, like keeping good order, discipline, and appearance down, you can take it from there.
It’s much easier, legally in the clear, and more rewarding if you just invite everyone to go drinking. If the guy that you don’t want to come doesn’t show up, oh well…
(U.S. Army photo by Maj. Matthew Fontaine)
You’ll find the line between friendship and authority
There’s a reason that the “fraternization between the ranks” rule is a thing. Normally, the rule is reserved for people in power that try to sleep with their troops, but it’s also enforced for squad leaders who elect to go to the bar with just one or two of their squad and not everyone.
You can never, ever, ever show any sign of preferential treatment towards any of your guys. That is the single fastest way to immediately lose the respect of everyone else not given said treatment. Every order you’ll give will be met with, “well, why isn’t Specialist So-and-so doing it?”
Your opinion does matter if something makes its way up to a court martial, after all.
(Army National Guard photo by Staff Sgt. Katherine Dowd.)
You’ll learn which rules are worth enforcing
No one wants to drop the hammer of the UCMJ — not even leaders. One day, you may have to counsel your Joe because they got caught doing something you thought you’d never have remind a grown-ass adult not to do. They played stupid games and, surprise, won stupid prizes. (We’re not naming names, but get ready for people to get roaring drunk, rip barracks doors down at 0200, use them as sleds to slide down the company area, and, somehow, manage to hit the staff duty van).
Regardless of their stupidity, you are now going to have to enforce the rules. If what they did warrants needing to put them on the chopping block, so be it. But you don’t always have to bring the ax down — especially if someone was just 2 minutes late to work call and they had a valid excuse.
You can never let them see you hurt. They’ll believe you if you say the impossible is possible.
(U.S. Army photo by Master Sgt. Andrew Kosterman)
You’ll figure out how to hide your faults so no one can ever see them
No one is perfect, but now that you’re a leader, you have seem like it. The slightest mistake will be remembered by your guys from now until the end of time. If they see that you can’t meet the standard or you don’t keep in regulation — neither will they.
This means that there will be days off-duty where you do nothing but train. If you fail a PT test, they won’t take PT seriously. If you don’t know how first aid, they won’t see it as important either. Give everything 110 percent and your troops will subconsciously try to do the same.
We’ll leave this on a quote from the great General Patton. “If you can’t get them to salute when they should salute and wear the clothes you tell them to wear, how are you going to get them to die for their country?”
(U.S. Army photo by Staff Sgt. Candace Mundt)
You’ll place your troops’ needs above your own.
This rule is baked into the Army’s NCO Creed, but it’s something that everyone from every branch has to come to terms with eventually. This is why something as small as, say, letting your Joe’s cut in front of you at the chow hall separates you as a leader from the so-called “bosses.”
Small gestures are important, but the biggest piece of advice I can offer is that you must be the shield when sh*t rolls downhill. Take the brunt of the First Sergeant’s asschewing. Let them focus on the mission while you bounce between the front line and training meetings that the good idea fairy insisted on starting. The best leaders I’ve had the honor of serving under have all shared a single, collective mentality: The only people that should matter in the chain of command are the little guys at the very end. Embody this.
There are few words in the English language that stir up a tornado of hateful emotions in a Marine quite like “stay with the LT,” “the trucks aren’t coming,” and “hike.” There are plenty of mandatory hikes a Marine has to do annually — and command always throws in a few more, just for good measure.
We, the infantry community, can’t drag ass in physical fitness. And if you’re not a grunt, you should at least learn how to hike like one. Why? For bragging rights. It’s all we’ve got, Marines — everyone else has funding.
No gear loss today!
(Breach Bang Clear)
The very first thing you should do is figure out how to pack the gear list in a way that doesn’t resemble a gypsy wagon. Now, I don’t know what kind of gateway-to-Narnia bags they’re using in the S3 to fit all this garbage, but you’re going to have to find a way to make it work.
Pack the heaviest things in the bottom center and fill any empty space with smaller objects. Repeat this process, layer after layer, until you reach the top. Putting the heaviest things on the bottom allows you to maintain a more comfortable center of gravity — your pack should swing with you not against you.
Remember: Pack your socks last and nearest to the top.
Werewolves aren’t the only ones scared of a silver bullet.
(Seymour Johnson Air Force Base)
You’ll often hear people citing some study that claims the human body can re-hydrate within 45 minutes. Well, go tell those people to find you a box of grid squares because you don’t need that negativity in your life.
Before your hike, take a minimum of two days to drink two gallons of water and a Pedialyte. Yes, you read that right: Pedialyte. Baby Gatorade. While you’re at it, put two additional bottles of Pedialyte in your bag. You’ll thank me later.
Sunflower seeds are also good!
Food and snacks
The day before a hike, you should carb load, just like a marathon runner. This will ensure you have enough energy for the journey and a strong finish. Runner’s World has an in-depth guide on how to carb load properly and I highly recommend reading it. Bear in mind that you will have to make some changes to fit the task, but the overall strategy is pretty solid.
Pack some snacks that can be eaten with one hand and are biodegradable. Fruits, such as apples and bananas, are perfect. They’re easy to eat and you can toss the core/peel into the woods. You’re nourishing the earth before we scorch it later!
You’re going to end up with so many of these
(The Marine Shop)
Preparation: The feet are the infantryman’s Cadillac. Take care of your feet. I’ll say it again: Take care of your feet. Clip your nails, wash them every time you take a shower, and change your socks at least once during the day. At night, do not sleep with socks on so they can breathe. Also, moisturize (yes, use that lotion for its intended purpose).
Score bonus points by getting yourself a foot massage or a pedicure once a month. Remember, it’s manly if it’s for the sake of survival.
These puppies are going to get you through this hike, through combat, and through the rest of your life, so take f*cking care of them.
The Hike: During every rest period, change your socks and immediately put your feet back into your boots. If you leave them out too long, the inflammation will set in and it will be more difficult to put your boots on. If you packed intelligently, your socks should be easily accessible.
Tip: Some people wear a pair of dress socks over their boot socks to ease rubbing.
Also, never wear brand new boots on a hike.
This is your life now and there’s no way to go but forward. It’s going to hurt, it’s going suck, but you’re going to crush it. Believe in yourself and keep up the pace.
Can I NJP myself?
Some of the greatest stories I’ve ever heard were told on a hike — sexual conquests, actual conquests, accusations, and confessions. Marines love telling stories and they love hearing them. You’ll hear about that time the lieutenant got ripped off by that stripper or that Staff Sergeant has a weird fetish that involves putting on an animal costume.
A compelling story will help you forget that your feet are bleeding until, suddenly, it’s done.