The American Legion has stepped in with offers of limited assistance for Coast Guard personnel working without pay should the partial government shutdown continue.
In a statement on Jan. 7, 2019, Legion National Commander Brett Reistad also called on members of Congress to back the “Pay Our Coast Guard Act” introduced by Sen. John Thune, R-South Dakota.
The bill would exempt the Coast Guard from the shutdown funding cutoff affecting its parent agency, the Department of Homeland Security (DHS).
The proposed exemption would also cover Coast Guard retiree benefits, death gratuities, and other related payouts.
Currently, about 42,000 Coast Guard personnel are working without pay. DHS and the Coast Guard were able to find funding for members’ last paychecks, which went out Dec. 31, 2018. The next paychecks for Coast Guardsmen are due Jan. 15, 2019.
U.S. Coast Guard Petty Officer 2nd Class John Cantu, with the Coast Guard Maritime Safety and Security Team mans a mounted machine gun on a 25-foot Response Boat-Small in front of the Washington Monument in Washington.
(DoD photo by Petty Officer 3rd Class Lisa Ferdinando, U.S. Coast Guard)
Reistad said the Legion backs the Thune bill legislation, “which will guarantee that these heroes who guarantee our safety and security will be paid on time and not miss a single paycheck.”
“Just because a Washington flowchart structures the Coast Guard under Homeland Security does not mean they should not be paid,” he added.
The Legion is prepared to offer financial assistance to some Coast Guardsmen.
“In the event that there is a delay in paying our Coast Guard, I have directed administrators of the American Legion Temporary Financial Assistance program to stand by and quickly administer requests made by active-duty Coast Guard members with children who need help with living expenses,” Reistad said.
However, he noted, “As a nonprofit, the American Legion is not capable of funding the entire Coast Guard payroll.”
The Veterans of Foreign Wars also called Congress to find a way to keep paying Coast Guard personnel.
“Our country needs this Congress and this White House to push through the rhetoric and take care of those who are on the front lines protecting our country,” B.J. Lawrence, VFW national commander, said in a statement. “What the Coast Guard and DHS do daily allows the rest of us to sleep easier at night. No one should ever take that for granted.”
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
Two Russian Tu-142 maritime reconnaissance aircraft lingered in U.S.-Canadian air defense space Monday for hours after being intercepted by fighter jets, defense officials said.
The two Russian planes were intercepted by U.S. Air ForceF-22 Raptors and Royal Canadian Air Force CF-18s, a version of the U.S. Navy’sF/A-18 Hornet, in the Alaskan Air Defense Identification Zone, officials said in a release.
The ADIZ surrounds the United States and Canada, stretching west of Alaska to cover the Semichi Islands, south of Russia. It’s jointly defended by both countries, and foreign aircraft are not permitted to fly alone in ADIZ airspace without authorization.
The F-22s and CF-18s were supported by U.S. KC-135 Stratotanker refueler and E-3 Sentry airborne early warning and control aircraft, officials said.
“[North American Aerospace Defense Command] fighter aircraft escorted the Tu-142s for the duration of their time in the ADIZ,” officials said. “The Russian aircraft remained in international airspace over the Beaufort Sea, and came as close as 50 nautical miles to the Alaskan coast. The Russian aircraft did not enter United States or Canadian sovereign airspace.”
Officials did not say that the Russian planes acted unprofessionally in the space or otherwise presented a threat.
“NORAD continues to operate in the Arctic across multiple domains,” Gen. Terrence J. O’Shaughnessy, NORAD commander, said in a statement. “As we continue to conduct exercises and operations in the north, we are driven by a single unyielding priority: defending the homelands.”
The U.S. Army’s Future Long-Range Assault Aircraft (FLRAA) program passed through the Army Requirements Oversight Council and received preliminary approval to set the capabilities development.
In replacing the UH-60 Blackhawk, the Army looks to modernize its aircrafts vertical lift capability. The idea is to complement the Army’s air assault mission and ability to move tactical level troops into and out of combat.
Brigadier General Wally Rugen told Defense News that, “we really are focused on our air assault mission configuration and what that means for the number of troops that would need to be aboard and what requirements are needed to conduct that mission in darkness. Otherwise, the FLRAA program won’t have a ton of mandatory attributes in order to leave a lot of space for innovation as long as we achieve that air assault mission configuration.”
“[When] it comes to joint when it comes to fires when it comes to the tactical objective, the air movement — which is a bit more administrative in nature and not as intense on the combat scale — when we talk about air assault, we want transformational reach,” Rugen added. “That ability to exploit any penetration and disintegration that the Future Attack Reconnaissance Aircraft ecosystem, along with our joint partners has created.”
The two main competitors for the FLRAA are the Bell V-280 Valor tilt-rotor aircraft and the combination of Sikorsky and Boeing with their SB-1 Defiant coaxial helicopter. Each entry will submit proposals within the first half of next year with eyes toward a contract award in fiscal 2022 for the winning prototype. Prototypes would be delivered in early-to-mid 2026, with production beginning in 2028 and the new aircraft being fielded in 2030.
The Sikorsky-Boeing SB-1 Defiant is a compound helicopter with rigid coaxial rotors. It is powered by two Honeywell T55s, and a pusher propeller in the rear of the aircraft. These give it a 115 mph speed advantage (100 knots) over the conventional helicopters it aims to replace.
Sikorsky is planning on replacing the T55 engines, which power the Chinook helicopters, with the Future Affordable Turbine Engine (FATE) to meet the radius requirement of 264 miles, (424 km). The crew compartment is 50 percent larger than the current Blackhawk helicopters. Recently in a test flight, the aircraft hit a speed of 205 knots, with a planned top speed of 230 knots which is the requirement and even up to 250 knots according to the company.
“Exceeding 200 knots is significant also because it’s beyond any conventional helicopter speed, and we understand that speed and low-level maneuverability is critical to the holistic survivability in a future FVL environment,” Jay Macklin, Sikorsky’s Director of Future Vertical Lift Business Development said back in June.
Bell Helicopter’s V-280 Valor design is designed for a cruising speed of 280 knots (320 mph), hence the name V-280. It can reach a top speed of 300 knots (350 mph).
The maximum range of the V-280 is 2,100 nautical miles (2,400 mi). It has an effective combat range of 500 to 800 nmi (580 to 920 mi), which is nearly 1500 KM.
Unlike the V-22 Osprey tiltrotor aircraft, the engines remain in place while the rotors and drive shafts tilt. A driveshaft runs through the straight wing, allowing both prop rotors to be driven by a single-engine in the event of engine loss.
The V-280 has retractable landing gear, a triple-redundant flyby wire control system, and a V-tail configuration. The wings are made of a single section of carbon fiber reinforced polymer composite thus reducing weight and production costs. Dual cargo hooks will give it a lift capacity to carry a 10,000 lb (4,500 kg) M777A2 Howitzer while flying at a speed of 150 knots (170 mph; 280 km/h). The fuselage is visually similar to that of the UH-60 Black Hawk medium-lift helicopter. The V-280 will have a crew of four and be capable of transporting up to 14 troops. In July, Rolls-Royce confirmed an agreement with Bell to develop a propulsion option for the Bell V-280 Valor tiltrotor program.
A new African military force to counter growing extremism in the Sahel region should see victories “in the first half of 2018,” France’s president said Dec. 13 after hosting a summit to boost support for the five-nation effort.
President Emmanuel Macron announced new pledges for the force known as the G5 Sahel, one from Saudi Arabia of $100 million and another of $30 million from the United Arab Emirates, in a bid to speed up the full deployment of the military effort by Mali, Niger, Burkina Faso, Chad, and Mauritania.
Nearly five years after France intervened to route Islamist extremists in northern Mali, then controlled by an al-Qaeda affiliate, the threat has spread to neighboring countries in the volatile Sahel, the sprawling, largely barren zone south of the Sahara desert. The growing extremism has also spawned new jihadi groups, including one claiming affiliation with the Islamic State group.
In recent months, local security forces and the 12,000-strong United Nations peacekeeping mission in Mali have been prime targets. Attacks often occur in the border regions of Mali, Burkina Faso, and Niger, where four U.S. soldiers were killed earlier this year.
Besides the leaders of the five-nation force, delegations representing Europe, the African Union and international organizations were in attendance.
German Chancellor Angela Merkel stressed the urgency of making the force fully operational.
“Islamic extremism is propagating. We can’t wait,” she said.
The G5 force is expected to grow into a 5,000-strong army by March but needs soldiers, training, operational autonomy, and funding. Macron said he sees it at full strength as planned.
France’s 4,000-strong counterterrorism force in the region since 2014, known as Barkhane, will help the G5 with critical air, intelligence, and other support, Macron said, and “we will win victories in the first half of 2018.”
“We need to win the war against terrorism in the Sahel zone and it’s in full swing,” Macron said. “There are attacks every day.”
The force launched in Mali in July with Macron present. He has taken the lead in persuading partners to help make it viable, arguing that the fate of the Sahel region affects Europe.
“Terrorists, thugs, and assassins” must be eradicated, he said in July.
Mali President Ibrahim Boubacar Keita on Wednesday evoked the possibility that Islamic State group fighters fleeing a collapsed “caliphate” in Iraq and Syria would turn up in the Sahel.
“We know that our time is running out,” Keita said.
The new force carried out a single test operation in early November involving 350 forces from Burkina Faso, 200 from Niger and 200 from Mali, according to the French Defense Ministry.
The budget to launch the force is 250 million euros ($293 million), with 400 million euros ($470 million) needed down the road, French Defense Minister Florence Parly said on RFIradio.
A special funding conference is planned for February. The United States earlier this month said it has pledged $60 million, though the Trump administration has opposed putting in U.N. resources.
French officials estimate that the extremists in the Sahel region number no more than 1,000, compared to several thousand in northern Mali in 2013, when France intervened. But the numbers are deceptive, failing to reflect the danger and difficulty of hunting down an enemy in region the size of Europe.
Moussa Faki Mahamat, chair of the African Union Commission, raised the specter of the chaos in Libya, which has become a base for extremists and a popular route for the trafficking of migrants, many of them coming from the new force’s five member countries.
“This is a fight against terrorism, against trafficking of all kinds, and what happened in Libya is an illustration,” Mahamat said.
Lockheed Martin has developed a new weapons rack meant to give the F-35 Joint Strike Fighter a boost in firepower without sacrificing stealth, the defense contractor announced May 1, 2019.
The fifth-generation stealth fighters today carry four AIM-120 radar-guided air-to-air missiles, but the new weapons rack — Sidekick — will allow the aircraft to hold an additional Advanced Medium-Range Air-to-Air Missile in each of the aircraft’s two internal weapons bays, Lockheed’s F-35 test pilot Tony “Brick” Wilson said at a media briefing, according to Seapower Magazine.
That would raise the number of Amraams the F-35 can carry to six from four, giving the fighter more to throw at an enemy fighter or drone in air combat.
An F-35A Lightning II test aircraft during a live-fire test over an Air Force range in the Gulf of Mexico on June 12, 2018.
(U.S. Air Force photo by Master Sgt. Michael Jackson)
The F-35 stores weapons internally to maintain stealth. Presently, a strictly internal loadout allows the fighter to carry up to 5,700 pounds of ordnance.
Internally, the planes can carry a full set of Amraams or a mixture of air-to-air missiles and air-to-surface Joint Direct Attack Munitions.
The aircraft can also operate in “beast mode,” a combined internal and external loadout that allows the F-35 to fly into battle with up to 22,000 pounds of weaponry — but this configuration degrades the jet’s stealth advantage.
Three F-35C Lightning II aircraft over Eglin Air Force Base in Fort Walton Beach on Feb. 1, 2019.
(U.S. Navy photo by Chief Mass Communication Specialist Shannon E. Renfroe)
Lockheed’s new Sidekick weapons rack will reportedly be available for the Air Force F-35As and Navy F-35Cs but not the Marine Corps F-35Bs. These planes have smaller weapons bays because of a lift fan needed for short takeoff and vertical landing, a requirement for operations aboard US amphibious assault ships.
The F-35 program office first mentioned efforts to add capacity for another Amraam in each weapons bay two years ago. “There’s a lot of engineering work to go with that,” the program’s director explained at the time, according to Air Force Magazine.
Speaking with reporters May 1, 2019, Wilson said the “extra missiles add a little weight but are not adding extra drag.” He also said the F-35 had the ability to eventually carry hypersonic missiles should that capability be necessary.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Surrounded by thousands of racers, Lt. Col. Frederick Moss stood out at the Army Ten Miler.
“I always get the question, ‘Why is this dummy running with this binder? He must be some staff guy that is all about his work.’ You know?” Moss joked, while discussing the annual race.
Indeed, Moss is a staff officer. He works for senior leaders at the U.S. Army Reserve Command headquarters on Fort Bragg, North Carolina. Yet, the binder is not his work.
It’s his duty.
Inside, the pages hold the names of 58,000 American military members who died serving in Vietnam.
Lt. Col. Frederick Moss, a senior staff officer for the U.S. Army Reserve Headquarters at Fort Bragg, North Carolina, stares into the camera for a portrait at the North Carolina Veterans Park in Fayetteville, North Carolina, Sept. 27, 2019.
(Photo by Master Sgt. Michel Sauret)
He carries the white binder on all the military-oriented races. The Marine Corps Marathon. The Army Marathon. The Navy Nautical. Some of these races won’t allow backpacks for security purposes, such as the Army Ten Miler, so he hand-carried the book 10 miles through the streets of Washington, D.C.
“It’s an act of remembrance. It’s an act of appreciation for them and what they’ve done,” Moss said.
He recalled printing the names at home years ago. He walked away from his computer thinking the job would be finished when he returned. Instead, the printer was still spitting out papers.
Lt. Col. Frederick Moss, a senior staff officer for the U.S. Army Reserve Headquarters at Fort Bragg, North Carolina, runs nearby the North Carolina Veterans Park in Fayetteville during a film production Sept. 27, 2019.
(Photo by Sgt. 1st Class Javier Orona)
“Wow, wait a minute. Now this can’t be right. It’s still going,” he said. “It went from 100 to 1,000 to 2,000. And that’s just the letter ‘A’ … 2,000 husbands, wives, uncles, brothers, cousins. They paid the ultimate sacrifice. And that’s really when this thing kind of hit me. This is really big. That’s a lot of people here.”
He originally printed the book to remember his father, Terry Leon Williams, after he died in 2012. Williams had survived Vietnam, but he rarely talked about the war.
“He was a Marine’s Marine. He’s a man’s man. I learned a lot from him, and I owe a lot to him,” said Moss.
Lt. Col. Frederick Moss, a senior staff officer for the U.S. Army Reserve Headquarters at Fort Bragg, North Carolina, looks through the names of the Vietnam Veterans Memorial Wall with his son, Brandon, while visiting Washington, D.C., Oct. 12, 2019.
(Photo by Staff Sgt. Felix Fimbres)
Williams deployed twice, but in spite of his love for the uniform, the Marine didn’t wear it as he returned home from an unpopular war. He faced a country that offered protest, not praise.
“There’s still Vietnam veterans out there who feel some type of way about how they were received when they came back into this country,” Moss said.
That’s a vast difference from how the nation welcomed Moss in 2006. He had deployed to Iraq as a military police officer. When his airplane full of soldiers landed in Atlanta, firetrucks greeted them on the runway by spraying the plane with water.
Lt. Col. Frederick Moss, a senior staff officer for the U.S. Army Reserve Headquarters at Fort Bragg, North Carolina, visits the Vietnam Veterans Memorial Wall with his son, Brandon, and wife, Cherie, in Washington, D.C., Oct. 12, 2019.
(Photo by Staff Sgt. Felix Fimbres)
“We got off the plane … and everybody was hugging and kissing us. It was crazy. Holy smoke! It was hundreds, thousands of soldiers walking through the airport … I thought to myself: my dad and his comrades didn’t get that. It wasn’t America’s finest hour. So, that’s why I chose in my small way to show appreciation, for him and them, for their service to this nation,” Moss said.
The binder is for his father, but also for his uncle, Henry, who returned from Vietnam, yet wasn’t really home.
“He didn’t make it. He came back, but he wasn’t the same. You know, the hidden scars of combat. He ended up committing suicide,” said Moss.
Moss’ father was soft-spoken. He spared few words and rarely squandered those words on comforting his children. During his teenage years, their relationship was horrible, Moss said. A strict father and a rebellious son often at odds, he described.
Lt. Col. Frederick Moss, a senior staff officer for the U.S. Army Reserve Headquarters at Fort Bragg, North Carolina, visits the Vietnam Veterans Memorial Wall with his family in Washington, D.C., Oct. 12, 2019.
(Photo by Sgt. 1st Class Javier Orona)
“If you fell, he wasn’t going to hug you. He was going to tell you, ‘Get up. Dust yourself off. Fight on,'” he said.
He was more interested in teaching his son to defend himself than to show him affection.
“Sometimes, I feel like I’m running from him still,” Moss said, laughing.
His running days began in high school when he joined cross country track. Running calls him out of bed in the morning. He wakes up in the darkest hours and slips out of the house unnoticed. His wife, Cherie, jokingly calls it his “mistress” because she wakes up to an empty bed.
But Moss communes with God during those runs. He prays and listens to gospel music. Time and worry vanish. He might look at his watch at any moment and realize 20 miles have gone by. Just don’t let him sit through a meeting afterward, because he might fall asleep, he jokes.
He has run so many military races that he keeps his medallions in a bag. There’s no room to display them in the house.
Yet, after high school, his running stopped for a while. His first military experience took him off the track and tossed him toward the water.
Lt. Col. Frederick Moss, a senior staff officer for the U.S. Army Reserve Headquarters at Fort Bragg, North Carolina, pages through a binder he printed holding the names from the Vietnam Memorial Wall during a film production day at his home in Spring Lake, North Carolina, Sept. 27, 2019.
(Photo by Master Sgt. Michel Sauret)
“I joined the Navy, and I gained, like, 260 pounds,” he said, exaggerating the weight, with a laugh. He reached 260 pounds, but that’s not how much he had gained.
As he spoke, he pulls out a framed photo of himself in a white Navy uniform. A rounder version of himself looks into the camera, with a mustache hovering above his lips.
“This was pre-Army. I was like the ice cream man, right here. So I lost my love for running at the time because in the Navy, it’s all about systems and ships. Not a lot of room to maneuver to run on the ship,” he said.
He deployed twice with the Navy, to Desert Shield and Desert Storm. Later, Moss joined the Army as a staff sergeant. It was a rude awakening because, suddenly, he was in charge of soldiers without any prior experience in managing people.
“The Navy’s a little bit different. It’s not about people … it was about systems. I was an engineer in the Navy. A boiler technician. You need steam to make the ship go. To turn the turbines. To get power. To drink water. But you flip it, and you go to the Army, and the Army is all about people,” he said.
Lt. Col. Frederick Moss, a senior staff officer for the U.S. Army Reserve Headquarters at Fort Bragg, North Carolina, takes a selfie with Lt. Gen. Charles Luckey, commanding general of the U.S. Army Reserve, while showing him a binder representing the fallen veterans of the Vietnam War during the Army Ten Miler in Washington, D.C., Oct. 13, 2019.
(Photo by Staff Sgt. Felix Fimbres)
Those times in the military made him appreciate his father in ways he never could as a son.
When Moss commissioned as a lieutenant in the Army, his family surrounded him in celebration. He remembers sitting at a large round table with his father and relatives.
“I’ve got something to say,” Williams spoke, stopping the conversation around them.
Moss’ father pointed around the table to those who had served in the military. Four branches were represented there: Army, Navy, Air Force, and Marine Corps.
“My son was enlisted Navy,” Williams said. “But my son did something different. I never thought my son would be a commissioned officer.”
A pause. A quiet befell the table as the family waited to see what might happen next. Williams stood and saluted his son. Moss stood and returned the salute. He could sense people holding their breath. The two men dropped their salutes and sat back down.
Lt. Col. Frederick Moss, a senior staff officer for the U.S. Army Reserve Headquarters at Fort Bragg, North Carolina, runs from his home in Spring Lake during a film production day, Sept. 27, 2019.
(Photo by Master Sgt. Michel Sauret)
Then, just before the conversation could resume, or an applause might follow, Williams spoke again.
“Now, you’re a lieutenant. You’re officially a punk. Nobody likes lieutenants!”
The table broke in laugher, cheering, and the family returned to their celebration. But a moment had caught during the exchange. A shifting in balance – a new respect – occurred as the older saluted the younger. His father had changed.
Serving in the Army had helped Moss see that change, because service was about sacrifice and legacy. Not individual fame, but a legacy carried by the collective. He saw the military as a family who passed traditions from generation to generation.
“That legacy just keeps going on and on. A legacy of war fighters. People who paid the ultimate sacrifice, and you don’t ever want that legacy to be lost. So, one of the things I do, is I carry this book. That book, to me, signifies that you never, ever forget what other people have done for this nation to make sure that we continue to be free,” said Moss.
The Army Ten Miler reminds Moss of that legacy and of his love for people. He calls it a family reunion, where year after year he hugs brothers and sisters in arms who return to D.C. for the run. It’s a small nuisance that backpacks aren’t allowed, but it’s also an honor for Moss to carry his father’s generation of veterans in his hands.
Lt. Col. Frederick Moss, a senior staff officer for the U.S. Army Reserve Headquarters at Fort Bragg, North Carolina, visits the Vietnam Veterans Memorial Wall with his son, Brandon, in Washington, D.C., Oct. 12, 2019.
(Photo by Staff Sgt. Felix Fimbres)
“Sometimes the book is a little cumbersome, but it doesn’t bother me. Because it’s 58,000-plus fallen comrades in that book. What I’m doing for this short period of time is nowhere near the price they had to pay for us,” he said.
He reflects on those names through Washington, D.C., as he runs. He envisions their stories. He mourns with their families. He considers the children who never saw their fathers or mothers come home. Yet, he is grateful for one name who is not in his book. Not on the wall. Not on any official memorial except for the etching of his memories.
Bakka was a military working dog assigned to Korea where he worked with handlers on a U.S. air base, but a leg injury ended his career when he was a 7-year-old, too old to be a good candidate for surgery. So, the Air Force put him in the queue for adoption, and a recent handler stepped up to try and get Bakka to his home in Boise, Idaho.
Air Force Tech. Sgt. Dustin Cain was deployed to Korea for a year and was paired with Bakka, a young German Shepherd. But Cain, knowing that he’d be returning to his family stateside in a year, was apprehensive about developing a deep bond with Bakka as his duties as a handler would be coming to an end.
But it’s hard to keep your distance from a great dog, especially when every work day is focused on conducting missions with the dog and ensuring its welfare. And so the end of Cain’s tour in Korea was bittersweet. He was returning to his family, but he would have to leave Bakka behind. But, Cain explains in the video, he did hold out hope to be reunited with the dog in the future.
And so, when he learned that Bakka was getting a medical retirement and needed a safe home, he cleared it with his family and invited the dog to Idaho, an over 5,000-mile trip. Luckily for the pair, the military is increasingly pushing to pair dogs with their handlers after service, and other organizations like the American Humane Society move mountains to help get the dogs to their new forever homes regardless of distance.
This allows a retired dog to reunite with a handler it’s likely already emotionally bonded to, but it also helps ensure that former military working dogs are cared for by people who understand their needs. The dogs are usually bred for service and trained from youth to perform work and protect their handlers, so not all domestic situations are good for them.
And that’s why it’s so great that Bakka and Cain were able to find each other. Bakka was not only headed to a home with a loving family, but he was greeted by a handler he already knew. He even hopped into the back seat and took the normal position he had held on patrols with Cain.
If you want to help make reunions like this happen, there are all sorts of nonprofits that are working to pair retiring dogs with their former handlers, including the American Human Society which helped get Bakka and Cain together. And they could use your help, because, while military working dog handlers are supposed to get the first chance to adopt working dogs, that doesn’t always happen.
“If your reserve parachute doesn’t work, the procedure is…basically you’re gonna hand salute the world and you’re gonna hit the dirt…because you’re gonna die,” said former Navy SEAL Jocko Willink without much to indicate whether he’s cracking a joke or not.
The retired Lieutenant Commander and recipient of the Silver Star and Bronze Star saw multiple combat deployments, including the Battle of Ramadi in Iraq. After his military career, he created a popular podcast, Jocko Podcast; co-founded Echelon Front, a premier leadership consulting company; and co-authored books like the #1 New York Times bestseller Extreme Ownership: How U.S. Navy SEALs Lead and Win.
He’s nothing if not a commanding presence, which makes his commentary on combat scenes from movies all the more entertaining. Willink doesn’t hold back.
Navy SEAL Jocko Willink Breaks Down Combat Scenes From Movies | GQ
Willink starts by breaking down the HALO (High Altitude Low Open) jump from Navy SEALS. He goes pretty deep into the mechanics of a HALO jump and mission logistics that are worth watching in the video above, but here’s a highlight:
“In all branches of the military, you rely on each other to make sure you’re safe. The guy’s checking the other person’s pins on his rig to make sure they’re going to deploy the parachute properly…and then he’s messing with him, which is pretty normal, too. If you know someone’s scared of parachuting, then he’s gonna get messed with a little bit more. Never let anyone know you’re scared of something. Just keep it to yourself,” Willink shared — and again…if he’s amused, you’ll never know. The guy has a straight-up poker face.
He goes on to describe what happens when a parachute malfunctions.
“There’s a bunch of things that can go wrong with a parachute. I had one malfunction in my career,” Willink reflected. “What do you do when your parachute doesn’t open? You follow procedures. We train really hard to know what the procedures are.”
He shared his own story of cutting away his main chute and pulling his reserve — which is also demonstrated in the Navy SEALs clip in the video above.
Willink moved on to the amphibious operations of Act of Valor.
“Just because you’re on the SEAL Teams does not mean you’re a sniper. Sniper is a specialized school that guys go to. And there’s a bunch of different schools: you could be a communication expert, you could be a medic…” Willink illustrated.
Willink had a few problems.
“Let me pause it right here. It’s just kind of … not realistic at all. I guess they’re trying to make it look cool. It always surprises me a little bit because … it’s the best job in the world. You don’t really need to do anything to make it look cool. It is cool,” he affirmed.
From ghillie suits to breaching operations to catching a target before he hits the water, Willink has something to say — and it’s not always a critique. He has a lot of knowledge and experience, so it’s cool to hear him break down what’s going on in the scene and why the operators are doing what they do.
Check out the video above to see Willink’s thoughts on additional films like American Sniper,Zero Dark Thirty, Captain Phillips and Lone Survivor.
American playwright Arthur Miller once observed that an era has reached its end “when its basic illusions are exhausted.”
Congress, the defense industry, academia, and the U.S. Army all believe the Pentagon must fundamentally change the culture and performance of its acquisition enterprise after decades of tweaks and inertia.
Since Vietnam, the most significant reform to the Defense Department, the United States Army, and Army Acquisition Enterprise was the Goldwater-Nichols DOD Reorganization Act of 1986. It changed who controlled budgets, project management, research and development, and aspects of modernization. Since then, numerous institutional adaptations and reorganizations have been initiated, many of which have led to familiar conditions: cumbersome spans of control; complex communication and procedural (bureaucratic) structures; difficulty prioritizing competitive programs and budget requirements; decreased accountability and effectiveness; and, disconnects between futures and acquisition procurement strategies, to name a few.
For the Army, those conditions materialized into “a lost decade of procurement” marked by, “reductions in modernization, procurement, and RDTE funding”; and a “wave of [OSD] requirements,” according to Lt. Gen. Mike Murray, Army Deputy Chief of Staff (G-8). While the present Army reorganization should address many of these concerns, a critical purpose of any new command, regardless of structure, is to obtain a central authority for translating futures and modernization activities into a smart acquisition strategy; activities that haven’t been under a single command since 1940.
With Futures Command
While the existing structure managed victory on global battlefields from Grenada to present operations, the U.S. Army has determined that long-delayed reforms in acquisitions require the most significant reorganization of modernization functions in 40 years. Because the overmatch our Army has enjoyed for the last 70 years is closing quickly across all domains of warfare, it is clearly understood that early successes are going to be essential for the new Army Futures Command.
While some may think this new command is a strategy of creating a new bureaucracy to address bureaucratic cultural concerns, the new command will be challenged to:
Streamline the requirements process, which averages three to five years, and major weapons systems development, which averages 10 years. A major contributing factor for such lengthy delays is the current command structure requires dozens of flag officer board and committee hearings within multiple multi-star command to approve requirements (if one includes the Joint Capabilities Integration and Development System).
Overcome a risk-averse acquisition culture optimized for individual and organizational outcomes within stove-piped organizations, thus requiring synchronization at HQDA level.
Provide a vision-to-victory or futures strategy that alleviates tensions between present requirements and future readiness.
Improve integration of operational concepts into acquisition strategies, presently determined and developed by multiple disjointed multi-star commands. At present, there is no single point of contact (command) with ownership of futures to formulate consensus on a long-term procurement strategy within the United States Army.
Overcome the stale reforms and existing RD structure by leverage industries leadership of advanced technologies and modernization in order to decrease procurement and acquisition timelines, increase innovation, and, address cultural “contrast in approaches to research and development that differentiates defense firms from their commercial counterparts.”
Improve and balance the research and development strategy; establish conditions for a “succeed-fast” and “fail-fast” strategy throughout the defense acquisition life cycle.
Elevate the confidence of stakeholders, particularly Congress, in our ability to manage major Army defense acquisition programs. For the Army, recent “failures” have cost tax payers billions and are the most obvious reason why oversight and authorities is overly centralized (by Congress). Since 2011 alone, the Army has ended 20 programs, delayed 125 and restructured 124 others.
and, ultimately, establish a wartime acquisition enterprise capable of rapid adaptability to threat capabilities today and in the future.
On this last point, recent acquisition enterprise efforts to synchronize and create a shared visualization stem from a current state assessment that “acquisition’s underlying problems are exacerbated during conflict, when warfighters are in harm’s way. Therefore, the natural tendency has been to work around the system rather than fix it,” according to a previous Army Futures Studies Group cohort. Reflecting on these truths, the Army has determined that now is the time to fix the system, as “wartime adaptation against a peer adversary will require capability generation to be exponentially faster than it was for recent operations”, according to Maj. Hassan Kamara of the Army Future Studies Group.
So the Army has started its most significant organizational redesign in four decades to meet futures and modernization challenges to do its part. Let’s look at how it got here.
A Short History of the Army’s Modernization and Futures Enterprise
Since the dawn of World War II, the Army has maintained a flexible organizational structure to meet significant overseas and continental commitments and challenges. Hundreds of congressional panels, committee hearings, and operational research projects have created new commands to address niche requirements but rarely resulted in the birth of a major command.
Of relevance to the present era, the first significant organizational overhaul was in 1940, when the General Headquarters (GHQ) of the United States Army was established. The GHQ struggled to manage training, support, modernization, and ground combat functions. In 1942, these functions were separated when the War Department reorganized itself and assumed command and control over ground combat troops and formed Army Ground Forces (AGF) command which assumed responsibility for training troops.
At the end of the war Congressional and industrial committees and boards reformed the War Department and the Army. Unfortunately, a mix of incremental and disruptive structural alterations was implemented which left the service with an uncoordinated command structure and in need of significant reorganization by 1955, when the Davies Committee formed the Continental Army Command (CONARC) which assumed command and control of ground forces and training functions.
Almost immediately, various panels recognized CONARCs structural challenges as the Cold War stressed the nation’s resources, but most recommendations went ignored throughout the remainder of the decade. By 1962, following the Hoelscher and Traub Congressional Committees, the Army was thoroughly reorganized. The Technical and Administrative Services; all support functions were centralized under Army Materiel Command; and the Combat Developments Command (CDC) were created under Continental Army Command (CONARC) to support modernization.
Within a decade CONARC’s span of control had become a significant concern and Gen. Creighton Abrams, Army Chief of Staff, initiated Operation STEADFAST under Lt. Gen. William DuPuy to fix it.
Operation STEADFAST led to the creation of Forces Command (FORSCOM) and Training and Doctrine Command (TRADOC), the latter assuming control of training centers, Army schools, and doctrine development and CONARC was abolished. Later that same year, TRADOC assumed the mission for modernization and CDC was deactivated. As a result of this restructuring, similar to today, modernization and research development (RD) activities were scattered among major commands but all other functions were represented by a major command.
While significant structural change has occurred since 1973, they have not fundamentally changed how TRADOC and AMC function.
Key challenges we’re dealing with now, like the construct, function, and institutional integration of Futures Command, which were factors in the failures of structural changes in the past, must be clearly understood. There is never a time in the Army where a need to repair something structural isn’t required. Therefore, considering historical examples above, the question we must ask today is, are we in need of “incremental” or “disruptive” reform? If “disruptive” change is in the cards, the alignment of forces, sustainment, training, and combat developments (or modernization) functions within streamlined commands is one potential course of action. However, what the Army is ready for, what the specific content of the reform will be, and its tolerance levels for disruption while heavily engaged in current operations are yet to be determined. If history is any guide, this will be determined based on whether or not senior defense leaders perceive the current state as one in crisis or this is just an opportune time for reform.
It is clear that any new modernization command must demonstrate value to industry, academia, research and development communities within and external to the U.S. Army, but, even more so to the warfighters whose equipment readiness is one of four pillars of readiness.
The global COVID-19 pandemic has so far dominated the year 2020. The news cycle is filled with statistics, new restrictions, and a suffering economy. The current pandemic is also causing rising symptoms of depression, anxiety, and feelings of hopelessness. A few women decided to change that narrative. They are encouraging others to live in a space of purpose and love.
Victoria Griggs is an active duty Army spouse living in Seattle, Washington – the area of the United States first impacted by the pandemic. She shared that she has a son with a rare blood disorder which requires frequent hospital visits, despite the shelter in place order. Her mom lovingly made her family masks to utilize during their hospital trips. “I took a quick picture and made a Facebook post thanking my mom for the masks and sharing that more could be made for anyone in need. I never dreamed it would turn into what it did,” said Griggs.
Less than 24 hours later, she was fielding hundreds of requests for masks and offers to help make more. She quickly realized that there would need to be a team to make this work and a nonprofit would need to be formed. Marine spouse Jill Campbell and Army spouse Sophia Eng came on board. Then Becky Blank and Ruthi Nguyen, who are civilians, joined in too. All of them realized they had a unique opportunity to make a difference.
Once established as an official nonprofit, they began receiving monetary donations. All of the money raised goes right into the mask making. They are now supporting multiple groups throughout the country with supplies and shipping costs that are sewing masks. They have made over 7,000 masks to date thanks to the efforts of 400 sewers. We Have Masks also has a group volunteering their time working with 3D printers to make tools for mask makers. Every piece that put We Have Masks together is based on a shared devotion to serving others.
Nurses at Kaiser Redwood City with masks generously donated by We Have Masks
On the other side of the country, Megan Brown was doing the same thing.
Her mask making all started as a way to support her fellow Air Force families at her husband’s base in Georgia. Very quickly it morphed into sewing masks for military families and first responders all over the country. Brown was open in sharing that the original idea for Milspo Mask Makers was Sarah Mainwaring’s and she was “lovingly pushed” into doing it alongside her and then eventually leading the cause. They have now made 1,200 masks to date with no end in sight.
“We are challenging the military community to stand in the gap,” Brown said. She went on to explain that her deep faith pushed her to say yes to this. Brown also shared that she couldn’t just organize this, but believed deeply that she had to be making the masks as well. “True leaders do so from the front,” she said. Brown and all of the Milspo Mask Makers are challenging the military community to make 10,000 masks by the time GivingTuesdayNow rolls around on May 5th, 2020.
Back in Seattle, Griggs was watching Brown and her mask makers. She reached out to her on a whim to connect and tell her how much she admired what she was doing. They both discussed their deep desire to bring joy to those in need and a feeling of purpose to those lost. “This is one of the darkest times in our generation. We are all going through what is essentially a group trauma,” Brown shared. Through community building and serving, they both want to help heal that trauma.
So, they’ve joined forces.
We Have Masks will begin to utilize and adopt the hashtag, #MilSpoMaskMakers to help Brown monitor their targeted goal of 10,000 masks. They are actively seeking more people who are willing to sew and support the mask making efforts. Both women encouraged those who can sew to sign up and onboard through the We Have Masks website. Those in need of masks personally or for their community can also utilize the website to request masks. Those who are able to donate to the cause can safely give there as well.
“I can’t wait to model collaboration to this generation of military spouses. It’s about meeting the need together – publicly, lovingly, and well,” said Brown. Griggs echoed that sentiment, explaining that she feels this is such a great space to be in and truly feels like they are making a difference. Together.
In a world currently filled with scenes of loss and unknowns, there can also be deep love and purpose. All it takes is a willingness to serve and the belief in the power of community.
The desert screams by below. The clouds scream by above. Both stretch on into the horizon. It’s deceptively calm in the cockpit. There’s a constant, seemingly discordant stream of chatter coming through his helmet. The digital screens in front of him, along with images projected onto his visor, provide enough information to save lives and take a few as well. In the sky ahead are more than 60 advanced enemy aircraft, flown by some of the best fighter pilots in the world. They are hunting — looking to kill him and his wingmen. He just graduated pilot training. Welcome to Red Flag.
“I haven’t been flying that long. There are things that stand out in my career. My first solo flight, my first F-35 flight and my first Red Flag mission. I don’t think I’ll ever forget those things,” said 1st Lt. Landon Moores, a 388th Fighter Wing, 4th Fighter Squadron, F-35A Lightning II pilot.
Moores is one of a handful of young F-35A pilots who recently graduated their initial training and are currently deployed to Nellis Air Force Base as part of exercise Red-Flag 19-1. Now they are being battle-tested.
An F-35A Lightning II takes off at Nellis Air Force Base, Nev., Feb. 1, 2019.
(U.S. Air Force photo by R. Nial Bradshaw)
“Going from F-35 training a little over a month ago to a large force exercise with dozens of aircraft in the sky is pretty crazy,” Moores said. “For the initial part of the first mission, I was just kind of sitting there listening. I was nervous. I was excited. Then the training kicked in.”
Red Flag is the Air Force’s premier combat training exercise where units from across the Department of Defense join with allied nations in a “blue force” to combat a “red force” in a variety of challenging scenarios over three weeks.
“For us, the biggest difference between this Red Flag and our first with the F-35A two years ago is that we have a lot of pilots on their first assignment,” said Lt. Col. Yosef Morris, 4th FS commander. “Putting them alongside more experienced wingmen is what Red Flag was designed for.”
Combat training has changed dramatically over the years, Morris said.
“When I was a young pilot in the F-16, I had a couple of responsibilities in the cockpit. One, don’t lose sight of my flight lead. Two, keep track of a bunch of green blips on a small screen in front of me, and correlate the blips to what someone is telling me on the radio,” Morris said. “Now, we’re flying miles apart and interpreting and sharing information the jets gather, building a threat and target picture. We’re asking way more of young wingmen, but we’re able to do that because of their training and the capabilities of the jet.”
Capt. James Rosenau flew the A-10 in four previous Red Flags, but he’s brand new to flying the F-35. He graduated from the transition course in December 2018.
Pilots from the 388th Fighter Wing’s 4th Fighter Squadron prepare for launch at Nellis Air Force Base, Nev., Jan. 31, 2019.
(U.S. Air Force photo by R. Nial Bradshaw)
“I loved the A-10 and its mission. It’s like a flying tank. Like Chewbacca with chainsaw arms. A very raw flying experience,” Rosenau said. “Obviously the F-35 is completely different. It’s more like a precision tool. After seeing the F-35 go up against the near-peer threats replicated here at Nellis (AFB), I’m a big believer.”
The two aircraft are similar in one way. They do very specific things other aircraft aren’t asked to do.
“In the A-10, I liked being the guy who was called upon to directly support troops on the ground. To bring that fight to the enemy,” Rosenau said. “Now I like being the guy who can support legacy fighters when they may be struggling to get into a target area because of the threat level. We have more freedom to operate. We have this big radar that can sniff out threats. We can gather all of that and pass it along or potentially take out those threats ourselves.”
The threat level is high at Red Flag. From the skill and size of the aggressor forces in the air to the complexity and diversity of the surface to air threats, there is a real sense of the ‘fog and friction’ of war. The adversary force also uses space and cyber warfare to take out or limit technology that modern warfighters rely on. Cutting through the clutter is a strength of the F-35A.
“One of the jet’s greatest assets is to see things that others can’t, take all the information it’s gathering from the sensors and present them to the pilot,” Moores said. “One of our biggest jobs is learning how to process and prioritize that. For the more experienced pilots it seems like it is second nature. … If we don’t, it’s not like we’re getting killed (in the F-35), but we could be doing more killing.”
The pilots say seeing the F-35A’s capabilities being put to use as part of a larger force has been invaluable.
“When we mission plan with other units, it’s not always about kicking down the door,” Rosenau said. “It may be about looking at what the enemy is presenting and ‘thinking skinny.’ With the F-35, we can think through a mission and choose how we want to attack it to make everyone more survivable.”
Drones are dropping explosives on US soldiers in Syria, and it’s not clear who’s behind the attacks, the head of US Central Command, which is responsible for the region, told lawmakers on Tuesday.
National Public Radio reporter Tom Bowman first reported the attacks on Friday, observing them as he joined a patrol by US soldiers tasked with protecting oil fields in northeast Syria.
“It was a multiday attack on two of the oil fields, the first one since the US mission began last fall to protect the oil fields,” Bowman said on All Things Considered. “There were soldiers from the West Virginia National Guard at one of the fields. And early Wednesday morning, a drone carrying a mortar dropped it near where they were sleeping. No one was injured, and the soldiers quickly drove off the base.”
A drone returned before dawn on Friday and dropped more mortars. “You could see the big circular holes in the ground, pockmarks on the US military trucks and one on one of the oil tanks,” Bowman said.
Sgt. 1st Class Mitch Morgan told Bowman they sprung up when the attack began, mounted their vehicles, and left in two minutes. “As we were going out, they was raining mortars in on top of us,” Morgan said.
Bowman said Army investigators had told him that some of the mortars “were made with 3D printers, which means that obviously someone pretty sophisticated put together these mortars, perhaps a nation-state.”
‘One of my highest priorities’
Questioned on Tuesday about the incidents, US Marine Corps Gen. Kenneth McKenzie, head of Central Command, said there had been attacks by unmanned aerial systems, or UAS, but disputed some of the details.
“We have reports — I don’t think as many as are in the NPR report — but yes … group 1 UAS, which are the small UAS, they’ll try to find a way to carry an explosive and fly it over.”
“The Russians have had some significant casualties in this regard, as have other nations that are operating there,” McKenzie said. “So yes, it is a problem. We look at it very hard. It’s one of my highest priorities.”
McKenzie said his command was still investigating the perpetrator but pointed to ISIS.
“If I had to judge today, I would say possibly ISIS, but [it’s] probably not a state entity operating the drones,” McKenzie told lawmakers.
ISIS has been defeated on the ground in Syria and in Iraq by a US-led international coalition and local partner forces, but it remains in pockets in both countries. ISIS has long used drones for reconnaissance and to drop explosives on opposing forces, often releasing photos and videos of the attacks for propaganda purposes.
The drone attack in Syria highlights the growing threat that small drones pose to US forces.
In early 2019, Marines used their Light Marine Air Defense Integrated System, mounted on an all-terrain vehicle strapped to the deck of the ship carrying them, to down an Iranian drone that flew within 1,000 yards of the them in the Strait of Hormuz.
McKenzie said Tuesday that such drones were a major concern.
“We aggressively pursue anything that will improve the capabilities, particularly against those group 1 and 2 UAS. That is one of the things that worries me the most in the theater every day, is the vulnerability of our forces to those small UAS,” McKenzie said.
Asked about using artificial intelligence and autonomous systems for defense against drones, McKenzie said he was “aware of some experimentation on that” but couldn’t specify.
“We have a very broad set of joint requirements to drive that, so it’s possible there’s something there,” he added.
Counter-drone systems were also included in Central Command’s unfunded priorities list, which contains funding requests not included in the budget request submitted to Congress.
Enemy unmanned aerial systems “have expanded in size, sophistication, range, lethality and numbers” and are being used throughout Central Command’s area of responsibility,” McKenzie wrote in the list, which was obtained by Business Insider.
Their “low velocity and altitude makes them difficult to detect on radar and limited options exist in effectively defeating them,” McKenzie wrote.
The letter requested .6 million for systems to “help counter these airborne IEDs and intelligence gatherers.”
Asked Tuesday if his command’s counter-drone needs were being met, McKenzie said he was “convinced the system is generating as much as it can” and that he had talked to Defense Secretary Mark Esper about the issue.
“I own a lot of the systems that are available across the entire United States inventory,” McKenzie said. “I am not satisfied with where we are, and I believe we are at great risk because of this.”
“We’re open to anything, and a lot of smart people are looking at this,” McKenzie added. “We’re not there yet, but I think the Army, having executive agency for this, will actually help in a lot of ways. It will provide a focus to these efforts. This is a significant threat.”
In a stark assessment, the US Air Force chief-of-staff warned that China’s People’s Liberation Army Air Force (PLAAF) will be poised to overtake the US Air Force by 2030.
On March 2, General Mark Welsh told the House Appropriations Committee’s defense subcommittee that currently it is estimated that the US has a “couple thousand more aircraft” than China, The National Interest reports.
The PLAAF is larger than the US Air Force in terms of personnel, and that size will be represented by the number of aircraft China has in the coming years.
“At the rate they’re building, the models they’re fielding, by 2030 they will have fielded—they will have made up that 2,000 aircraft gap and they will be at least as big—if not bigger—than our air forces,” Welsh told the subcommittee.
More importantly than just the number of aircraft and personnel in the PLAAF, though, is Beijing’s trend of acquiring and successfully fielding more and more advanced weapons systems. This drive by the PLAAF will also shrink the commanding technological advantage that the US currently holds over China.
“We are not keeping up with that kind of technology development,” Welsh said. “We are still in a position of—we will have the best technology in the battlespace especially if we can continue with our current big three modernization programs.”
Welsh also went on to warn that China “will have a lot of technology that’s better than the stuff we’ve had before.”
China is currently constructing prototypes for two different fifth-generation fighters that are specifically tailored to different mission sets. It’s J-20 is thought to be making quick development progress, while it’s J-31 is believed to be the equal of the F-35 due to espionage and Chinese theft of trade secrets.
Additionally, China is also developing a stealth drone as well as seeking to buy Russia’s highly capable Su-35S fighter aircraft.
All these measures taken together will cumulatively make China a significantly more capable military force that could project its will against US protest across East Asia.