Late Tuesday, Aug. 21, 2018, U.S. military officials identified the Army helicopter pilot who died on Aug. 20, 2018, as a result of wounds received in a crash in Iraq on Aug. 19, 2018 during an undisclosed operation. Official news releases report three additional wounded U.S. personnel have been evacuated to treatment facilities.
Chief Warrant Officer 3 Taylor J. Galvin, 34, from Spokane, Washington, died Aug. 20, in Baghdad as a result of injuries sustained when his helicopter crashed in Sinjar, Ninevah Province, according to a Department of Defense news release.
CW3 Galvin was assigned to Delta Company, 1st Battalion, 160th SOAR (Special Operations Aviation Regiment) as an MH-60M Blackhawk helicopter pilot. He was flying in support of Operation Inherent Resolve. Galvin was originally from Phoenix, Arizona. He was 34 years old. Galvin was a combat veteran special operations pilot with nine deployments including two during Iraqi Freedom, three in Operation Enduring Freedom and four more during Operation Inherent Resolve. He was the recipient of the U.S. Army Air Medal (C device) and Air Medal (30LC) for heroism or meritorious achievement while flying in addition to numerous other awards.
Chief Warrant Officer 3 Taylor J. Galvin.
In an August 20, 2018 article on Newsweek.com about the fatal crash, journalist James LaPorta reported that, “It is unclear why the MH-60 Blackhawk went down, but U.S. military sources with knowledge of the crash said the helicopter was returning to base after conducting a partnered small-scale raid on Islamic State militants in an undisclosed region as part of ongoing counterterrorism operations.” LaPorta went on to write, “Ten U.S. military personnel were onboard the aircraft being flown by U.S. Army pilots from the elite 160th Special Operations Aviation Regiment, known as the Night Stalkers.”
The region near Sinjar (Shingal), Iraq where the crash occurred had been active in supporting cross-border anti-ISIS operations into neighboring Syria for more than a month until U.S. troops were withdrawn from the area in the middle of July 2018 according to a report by Wladimir van Wilgenburg published in the regional Kurdistan 24 online news source. This is also the region where Iraqi Air Force F-16s have conducted their first airstrikes against insurgents during cross-border strikes into Syria.
The crash was reported to have occurred at approximately 10:00 PM local time (2200 hrs, GMT+3). Sunset in the region on Aug. 19, 2018, the date of the accident, occurred at 6:40 PM local time. Weather in the area was hot, 101 degrees Fahrenheit, with light winds and clear skies. Pentagon spokesman Colonel Robert Manning told reporters that the crash was not caused by enemy fire.
(US Army photo)
Reports about the aircraft and the personnel on board may contradict official assertions that the U.S. role in the region is predominantly in an advisory capacity. The 160th Special Operations Aviation Regiment, the “Night Stalkers”, is a highly-specialized combat aviation unit headquartered at Ft. Campbell, Kentucky that supports elite U.S. and coalition combat units like Army Special Forces, Naval Special Warfare (SEALs) and other special operations units.
The 160th SOAR, the “Night Stalkers”, are most famous for the raid to capture Osama bin Laden, Operation Neptune’s Spear, on May 1, 2011. During that raid, the unit flew a classified, low-observable variant of the Blackhawk helicopter that has since been popularly referred to in speculation as the “MH-X Stealth Black Hawk” or “Silent Hawk”. Images of part of the secret helicopter were seen around the world when one of them crashed inside Bin Laden’s compound during the raid, leaving the tail section visible. Books and media accounts suggest only two of the aircraft were ever produced.
Over the past decade, the U.S. Army has taken steps to fully integrate women into all positions in its formations. Last month, the Army announced female infantry and armor Soldiers will integrate into the last nine brigade combat teams by the end of the year. In light of these initiatives and the open-mindedness of my leadership, I competed for and served as a light infantry brigade assistant S2 and, more importantly, an infantry battalion S2, a position open to women since 2014.
Gender integration has had its challenges but in my experience, leaders at all levels are trying to embrace this evolution. It is not unusual for a group of officers to experience awkward initial counseling sessions with their maneuver commander wherein the commander overemphasizes their support of female integration directly to the one female officer in the room. Although it may seem uncomfortable for all parties involved, these maneuver officers are still learning and while it may not be perfect, at least they’re trying..
However, even with the best of intentions, military leaders occasionally make decisions that inadvertently segregate women, leading to the unintended consequence of isolating them from their units.. This article addresses how a commander’s simple decision on troop billeting can have an adverse impact, and how commanders and leaders can more successfully lead gender-integrated teams.
The female tent: A flawed good intention
When a unit deploys to a Combat Training Center (CTC), Soldiers are housed in “tent city” while conducting Reception, Staging, Onward movement and Integration (RSOI), Leaders are responsible for allocating tents, ensuring they account for all personnel on the ground. Sometimes as an afterthought, someone asks the question “Where is the female tent?”
The idea that women require their own tent is an antiquated tradition that many senior leaders (and often junior leaders) have yet to break from and likely causes more harm than good . This issue may initially seem benign within the context of integrating women into combat arms units. After all, it’s “just” a tent, it is only temporary, and you only go there to sleep and then show up to the next formation. This issue is about much more than a tent. The decisions leaders make can help or hinder their ability to build a cohesive team that sees beyond gender.
The female tent exists mainly as a safety precaution to protect the female Soldier population. Sexual assault and harassment continues to be a large issue in the military. However, as we look deeper into the effects of gender-segregated tents, we will start to identify how our separate treatment of genders only exacerbates the issue. Studies in the past decade, including one conducted on the Norwegian Army’s Unisex living spaces in 2014, concluded that integrating genders for training and in living quarters increased team cohesion between genders by breaking the “us versus them” mentality, decreased sexual harassment and assault claims, and made gender difference less significant. Instead of training separate teams of male and female Soldiers, the integrated training and living arrangements created teams of Soldiers comprised of men and women.
The segregation of women from their platoon, company, or battalion leads to them missing critical events, and team building and bonding built during times of uncertainty when leaders make decisions and plans change. The female tent creates an additional barrier to communication where a portion of the unit does not receive updates on the evolving operational conditions because men and women are hesitant to enter each other’s tent to get information. Women show up to meetings being caught off guard by changes in the plan that were made among the male officers at 2300 but failed to make it back to the female battalion staff lead because they forgot, they figured it could wait, or it was too inconvenient to send a runner to inform them of the change. This communication barrier creates an overall disadvantage to the commander who now has a population in the formation that is unable to inform the decision-making process and in the end hinders the unit in achieving mission success.
More importantly, the female tent denies female Soldiers equal access to the esprit de corps and cohesiveness building reality of shared accommodation, and often imposes a gender divide on teams. In the end, this causes women to miss the stories told in their team, invitations to the gym, and group meals. They miss the inside jokes and become an outsider in their own unit. They struggle to get to know their unit and their unit struggles to bring them into the fold. It becomes a self-perpetuating cycle of damaging isolation that most women do not want, but are forced to endure.
How do we fight the female tent?
1. Prioritize mission success over comfort. Key to mission success is enabling your commander’s ability to exercise command and control over the formation. The female tent takes women of different ranks across the formation and puts them in one tent geographically separated from their organic teams. We, in turn, hindered multiple leaders’ ability to lead effectively by complicating the flow of communication, reducing ability to receive feedback from a select population, and decreasing the flexibility of a unit to rapidly adapt and execute operations. The female tent becomes more unfeasible as we integrate more women into company commander, executive officer, and platoon leader positions in combat arms formations.
As leaders in charge of planning training events, we need to focus on how to enable mission success. In 2018, my light infantry brigade had one battalion commander, one command sergeant major, two brigade staff primaries, five brigade staff senior NCOs, at least one battalion staff primary officer or NCO per battalion, and five company commanders or first sergeants who were women. That equaled 20 leaders at the company level and above that were integral to the brigade’s success at our CTC rotation. Since then, the number of female leaders in today’s brigade combat team continues to increase.
Focusing on mission success means all leaders are able to be with their Soldiers through all aspects of a training environment. Integrated tents allow leaders to better take care of their Soldiers because they are together in one place where they can monitor the well-being of each Soldier as the unit goes through stressful training exercises. It allows leaders to identify and address sexism issues in their ranks because they can monitor the interactions among all of their Soldiers.In a segregated environment, leaders may not be present when their female Soldiers are harassed while they are isolated in separate areas. Integrated tents build better teams that communicate more effectively, provide feedback to their commanders, and react quicker to rapid changes because they are a cohesive unit that treats everyone as a valued member of the team.
2. Use informal leadership. As described in ADP 6-22 Army Leadership, part of informal leadership is taking the initiative to advise formal leaders on decisions based on previous experience or expertise. Informal leadership takes initiative and some courage, because it usually involves an individual speaking up to leaders who outrank them. In one experience at a CTC exercise, my company leadership was trying to remove the female Soldiers from our unit’s tent because the brigade’s designated female tent did not have enough females in it. A female lieutenant I supervised looked at me with disappointment and asked me if there was anything I could do to stop it. I decided to work with another female captain located in our company to make it clear to our leadership that we did not want to leave our sections to live in a separate tent. The company leadership relented but not without some offhand remarks about how we were an inconvenience.
After that experience, the female officers made it a point to teach our staff sections how the separation of women into female tents affects women because our male peers honestly did not understand. How could they? In their military career, they never had to be separated from their team because of their gender. The effort we made to stay in the tent was worth it because our section became a more cohesive team and it was a leadership opportunity that enabled us to discuss a gender issue with our male counterparts that they will never experience firsthand. Informal leadership is a powerful tool that leaders can use to prevent segregation in their units, regardless of gender.
3. Be comfortable asking “What’s best for the team?” You may not know all the right answers when it comes to how best to integrate women and that’s okay. It is a learning process for everyone. What Soldiers do not want to hear is what one of my peers told me as he shrugged his shoulders, “We forgot to account for you guys (for bed space). Sorry, I’m infantry.” Instead, leaders should exercise humility and ask their female peers or subordinates for input. More often than not, they have been through these situations multiple times and they will appreciate your willingness to learn about how best you can assist your formation. It is as simple as something an infantry major once said to me, “I’m new to this. Do I need to make special accommodations for you or do you feel comfortable staying with the unit?” Yes, it can feel awkward to ask, but there is a certain amount of respect you gain when you open yourself up to learning how best to ensure everyone feels like a valued member of the team.
If a living situation is poorly planned or seems like it may be an issue, present the options. “We can let you stay in the open bay with the males and everyone will just use their sleeping bags or the latrines to change, or we can cordon off an area in the bay for privacy so that we can keep you with the team.”
4. Keep everyone in the loop. Sometimes it is inevitable to be forced to split your unit into gender-specific tents, especially while traveling through different locations with transient barracks or if the final decision is made above your level. When this happens, it is important to take steps prior to the unit splitting apart to make sure that the isolated personnel stay in the loop. Leaders should develop a clear communication plan and battle rhythm to distribute information. It is imperative to ensure inclusiveness of the isolated population for both work- and social-related events. If a squad goes to eat together, it is the responsibility of that squad and team leader to include the female squad members. If a platoon is tasked for a working party, the platoon sergeant needs to get everyone involved in helping. If the battalion staff needs to talk through some minor decisions, make the effort to get those female staff officers involved. It can be demoralizing to hear the stories of what someone missed because no one bothered to let her know what the unit was doing.
It’s a learning process
Gender integration will continue to be a learning process for the military. To build better integrated teams, units need to train, eat, and sleep in harsh environments together. As leaders, we are responsible for making decisions that enable mission success, providing feedback on gender integration, and remaining open to new ways to improve integration. No part of ADP 6-0 Mission Command and ADP 6-22 Army Leadership suggests that any type of segregation is good for the Army. Segregation of any type creates resentment, isolation, and ultimately an unsafe environment for everyone. Instead, leaders need to focus on building cohesive teams based on mutual trust, and unit integrity through shared hardship is essential to that cohesion. We should be able to reach solutions that allow all Soldiers, regardless of gender, to feel like an equal member of the team and trust that they can depend on each other for anything.
Captain Ashley Barber is a military intelligence officer currently serving in the 10th Mountain Division G2. She has previously served in MI brigades and IBCTs (LI). She completed her KD time in 2/10 IBCT (LI) as the brigade AS2 and the 2-87 Infantry Battalion S2 through iterations of LTP, JRTC, and a deployment to Afghanistan.
In 1961, 158 Irish soldiers with no combat experience came under determined attack from 3,000-5,000 African rebels and European mercenaries, surviving five days of airstrikes, mortar barrages, and frontal assaults while on a U.N. peacekeeping mission that went horribly wrong.
The men of Company A were sent to the Republic of the Congo shortly after the country received independence from Belgium in June 1960. A wave of violence had swept the country in the weeks and months following independence, and a local politician and businessman saw serious potential.
See, Congo is rich in natural resources, but a lot of those resources are concentrated in the Katanga region in the country’s southeast. Moise Tshombe thought he could cobble together a coalition of local forces from Katanga and mercenaries supported by European companies, and so he got Katanga to secede from the DRC.
Suddenly, the country’s racial and political unrest was a full-on civil war, and the young United Nations resolved to keep the peace. Troops were dispatched, and Congolese leaders were so happy with the first wave of troops that they asked for more, leading to the Irish deployment.
As the Irish got their major weapons systems into operations, they were surprised by an enemy mortar round that shook the buildings. That was when they knew they were outgunned, and it would quickly become apparent that they were outnumbered. There were between 3,000 and 5,000 men attacking the 158 defenders.
Quinlan had ordered his men to stockpile water before the attack, but as the fighting dragged on day after day, it became clear that there wasn’t enough water and ammunition to sustain the defense. And the rebels had taken control of a nearby river crossing, cutting off potential reinforcements or resupply.
One brave helicopter pilot did manage to fly in some water, but it turned out to be contaminated.
So, from Sept. 13-17, the Irish suffered strafing attacks with limited ability to defend themselves, but wreaked havoc on their enemies on the ground, killing 300 of the attackers while suffering zero deaths and only five major injuries.
Yes, outgunned, vastly outnumbered, and under concerted attack, the Irish held their own for five days. But, by Sept. 17, out of water and ammunition, it was clear to Quinlan that the compound was lost. He could order is men to resist with knives as their enemy attacked with machine guns and mortars, or he could surrender.
And so, the Irishmen surrendered and were taken as hostages by the rebels who tried to use them as a bargaining chip with the U.N. in a bid for independence. But the rebels ended up releasing all 158 soldiers just five weeks later.
For decades, the men were treated as cowards and embarrassments, but a 2016 movie named The Siege of Jadotville about the battle treated the men as heroes and has helped cast a light on the men’s heroism. Before the premiere of the movie, the Irish government agreed with lobbying by Quinlan’s son to award a unit citation for Company A and individuals were awarded Jadotville medals until 1917.
The M16A4 was the standard service rifle for the Marine Corps until October, 2015, when it was decided that the M4 Carbine would replace them in infantry battalions. For whatever reason, civilians tend to think the M16A4 is awesome when, in reality, it’s actually despised by a lot of Marines.
Now, the M16A4 is, by far, not the worst weapon, but it didn’t exactly live up to the expectations laid out for it. They’re accurate and the recoil is as soft as being hit in the shoulder with a peanut, so it certainly has its place. But when Marines spend a considerable amount of time in rainy or dusty environments, they’ll find it’s not the most reliable rifle.
Here are some of the major complaints Marines have about the weapon:
Hopefully it isn’t this bad.
They get rusty very easily
For a weapon that’s supposed to be used in “every clime and place,” these rifles seem to get rust like boots get married – way too quickly. This just means that you should carry some CLP and scrub it off regularly — another task to add to the pile.
Find time to clean it when you can.
(U.S. Marine Corps photo by Cpl. Richard Currier)
Cleaning is a headache
Outside of problems with rust, the chamber gets caked with carbon after firing a single magazine. This is yet another thing you’ll have to spend time cleaning. And when you break the rifle down, you’re going to find carbon has found its way into every possible small space.
Again, just keep that chamber as clean as possible.
(U.S. Army photo by Sgt. Ken Scar)
Jams are too common
If there’s a bit of dirt in the chamber, prepare for some double feeds or stove-pipe jams. This might just be the fact that many of these rifles have been worn down from participating in two separate combat theaters, but the fact remains: your gun will jam.
Have fun clearing buildings with these.
(U.S. Marine Corps photo by Sgt. Melanie Wolf)
They’re too long
An M16A4 is nearly 40″ long. For close quarters, these really aren’t the best weapons. You’ll have to find ways to adapt the rifle to the environment but, at the end of the day, it’s a pain in the ass to try and jump through a window with it.
Just take the covers off and put a grip on.
(U.S. Marine Corps photo by Sgt. Dana Beesley)
Rail covers make the hand guards slippery
You could just refrain from using covers, but without them, you run the risk of degrading your rails. With them, you won’t be able to get as steady of a group, which means your per-shot accuracy will go down slightly.
In the Battle of Fallujah, Marines swept in to take the city away from insurgent forces, only to have politicians pull them out — and send them right back in months later. The first and second Battles of Fallujah have entered Marine Corps lore, alongside Iwo Jima and Chapultepec.
But what many don’t know is what happened at the Battle of Najaf, which played out before the 2nd Battle of Fallujah kicked off.
An Najaf is another sacred city in Iraq. It has approximately seven square miles of cemeteries — as above, so below. Under the cemeteries are miles of catacombs, haunting places where enemy fighters could be hiding, concealed in the dark.
A major player in the battle was the insurgent leader, Muqtada al-Sadr, a Shia cleric who brought disgruntled Iraqis together under the idea of an Islamic democracy. To enforce that idea, he created a military wing, Jaysh al-Mahdi, also known as the Mahdi Army. He suddenly turned on the coalition, demanding an immediate withdraw of all coalition forces from Iraq.
Though the mayor of An Najaf brokered a ceasefire between the coalition and the Mahdi Army in June 2004, this only lasted until the end of August. In July of that year, the 11th Marine Expeditionary Unit took over operational command from Task Force Dragon. That’s when the fighting in the city started to escalate.
In August, the Mahdi Army attacked the 1st Battalion 4th Marines, starting a significant battle of the new Iraq War. The next days were long and drawn out, characterized by house-to-house fighting, open-street engagements, and fighting across open farm fields. For eight days, the battle raged through the city.
Much like what happened in Fallujah a few months earlier, Marines and soldiers were taking the fight to insurgents. American troops were surprised by incoming small arms fire and indirect fire. Though the enemy forces were not well trained, there was a lot of them, which compensated for their lack of real infantry tactics.
At one point, the battle swept over the city’s huge cemetery, which was the stage for some of the most intense fighting of the entire Iraq War. Surrounded by the resting dead, Marines fought against extreme numbers and both sides suffered heavy casualties. Fighting on the surface was so brutal that soldiers and Marines were also forced to fight in the catacombs below.
Fallujah was the biggest urban battle since Hue City and An Najaf saw the first tunnel fighting since Vietnam.
The end of the battle brought with it a final tally of dead and wounded. Twelve Americans were killed in action and 94 were wounded. Iraqi soldiers also saw significant losses. The numbers for the Mahdi Army, however, are far greater, with 1,500 killed in action and an unknown number wounded, estimated to be in the thousands.
The battle removed Al-Sadr and most of those loyal to him from the city. Marines began to secure their area of operations and returned to rebuilding Najaf and the surrounding region. However, some of the Mahdi Army’s militiamen stayed in the city, challenging the 1st battalion, 4th Marines at every opportunity.
Instead of their normal black militia uniforms, they now wore street clothing. This allowed them to blend into the local populace. Coalition troops could no longer differentiate between friend or foe when the streets turned to a battlefield.
Marines and soldiers at the Battle of Najaf should be proud of the accomplishment of securing the city. As time passes, they remain hopeful that Americans will know about the heroes that came out of the battle and the ones who fell there — that we never let this battle be lost to history.
It will be remembered, just as much as The Battles of Fallujah.
There’s nothing more debilitating than lower back pain. The grimaces, groans, and feeble feelings one gets from back pain happen because the area is full of nerve endings that react violently to any injury inflicted on them (like a twist while carrying a particularly squirmy kid). If you’ve strained a muscle, there is no real shortcut to healing: You have to rest, ice, and wait it out as your body repairs the microtears. But often, back pain is caused not by tears but by tightness or spasms, and these issues can be addressed through stretching.
These 7 moves are designed to target your lower back. In each case, the stretch should be no deeper than a position you can comfortably hold for at least 30 seconds, and should never be so intense as to cause pain. Slowly ease into each position, and when you reach a point of manageable intensity, focus on breathing in and out deeply for 30 seconds to one minute.
Funny, isn’t it, that a likely source of your back pain is also the name of the exercise to ease it? To perform this yoga-inspired move, start on all fours. Slowly sink your hips back toward your feet, until your butt touches your heels and your chest is pressed against your quads. Extend your arms in front of you and feel the gentle stretch along your back.
2. Cradle pose
Turn over onto your back and bend your knees, feet flat on the floor. Raise your feet and bring your knees toward your chest. Wrap your arms over your shins as if you are giving them a big hug. Gently pull your knees in closer to your spine, raising your head so that your back is rounded.
3. Figure 4
Start facing a chair back, table, or sturdy towel rack. Cross your right foot over your left knee, bending your right knee out to the side so that your legs form the shape of the number “4.” Holding the support in front of you, bend your left knee, stick your butt out, and sink into the stretch, rounding your spine and pulling away from the support to deepen the stretch in your lower back. Repeat on the opposite side.
4. Cat pose
Another yoga classic, start this move on all fours. Drop your head toward the floor and round your back, imagining the center of your spine being lift by a string toward the ceiling.
5. Floor twist
Lie on your back, knees bent, feet flat on the floor. Spread arms out to either side for support. Gently let your knees drop to the right side while you rotate your head and torso to the left. Return to center, repeat the stretch on the opposite side.
Sitting in a chair, cross your right leg over your left. Place your left hand at the outside of your right knee. Gently press against your right knee as you twist your head and torso to the right, letting your legs turn slightly to the left. Return to neutral. Repeat on the opposite side.
7. Runner’s stretch
Sometimes, a tight lower back is exacerbated by even tighter hamstrings. For this stretch, start sitting on the floor, both legs straight in front of you. Turn your right leg out and bend your right knee, sliding your right foot up so it touches the instep of your left knee. Lean forward and grab your left toes with both hands (grasp your left calf if you don’t have the flexibility to reach that far) feeling the stretch down your back. Repeat on the opposite side.
The Pentagon has yet to figure out how to create, organize, and fund the new Space Force that President Donald Trump ordered as a new service branch, Deputy Defense Secretary Patrick Shanahan said Sept. 19, 2018.
“We’re really wrestling with the ‘how,’ ” said Shanahan, the Pentagon’s Space Force point man, in an address to Air Force Association’s Air, Space and Cyber Conference. But he maintained that the commitment is there and the services and combatant commands are falling in line with the president’s directive.
“While there’s plenty of debate about the ‘how,’ we are united by the ‘why’ — protecting our economy and deterring our adversaries,” Shanahan said.
Shanahan, who was known as “Mr. Fix-It” as a top executive and engineer at Boeing, said the first task is to determine what gear and capabilities troops needed to defend U.S. interests in space.
“Once we determine that, we can organize around them,” he said.
The difficulty is that “it’s been thrust upon us” in short order to create a new organization that will become a separate service branch, which hasn’t been done since the Air Force was created in 1947, he said.
Shanahan said his team is in the process of developing doctrines, tactics and techniques that will integrate the new service branch smoothly with the combatant commands and the other services.
U.S. Deputy Secretary of Defense Patrick M. Shanahan speaks to Airmen during the Air Force Association’s Air, Space and Cyber Conference in National Harbor, Md., Sept. 19, 2018.
(U.S. Air Force photo by Anthony Nelson Jr.)
“Along the way, we will do no harm to existing missions, create no seams between the services, and remain laser-focused on our warfighters and the capabilities they need to win,” he pledged.
“There’ll be some arm wrestling and hand-wringing” as the concept for the new Space Force takes shape, Shanahan said, but his intention is to have a plan and a legislative proposal ready February 2019.
He could have a hard sell ahead on the legislative proposal, no matter which party controls the House and Senate when he makes it. His job was made more difficult earlier this week when Air Force Secretary Heather Wilson projected that setting up the Space Force could cost billion.
Wilson and Defense Secretary Jim Mattis initially opposed creation of the Space Force as a new service branch, but they have since come around to support it.
In Congress, Sen. Jim Inhofe, R-Oklahoma, the new chairman of the Senate Armed Services Committee; Sen. Richard Shelby, R-Alabama, chairman of the Appropriations Committee; and other Republicans have expressed varying degrees of skepticism on the Space Force.
On the House side, Rep. Mike Coffman, R-Colorado, chairman of the Military Personnel Subcommittee and a member of the Strategic Forces Subcommittee, is at the forefront of the opposition.
“I strongly disagree with the president that now is the time to create a separate Space Force. Congress is laser-focused on slimming down the bloated bureaucracy at the Pentagon, and creating a new Space Force will inevitably result in more, not less, bureaucracy,” Coffman said in a statement in August 2018.
This Jan. 7, 2018 photo made available by SpaceX shows the launch of the Falcon 9 rocket at Cape Canaveral, Fla., for the “Zuma” U.S. satellite mission.
The Space Force would likely be scuttled if the Democrats win control of either the House or Senate in November 2018 and embark, as might be expected, on an agenda to block all things Trump.
On the “Fox News Sunday” program in August 2018, Sen. Jack Reed of Rhode Island, who would become the Senate Armed Services Committee chairman if the Democrats win the Senate, said that creating a Space Force as “a separate service with all of the infrastructure and the bureaucracy is not the way to go.”
Immediately following Shanahan’s presentation at the AFA, Air Force Gen. John Hyten, commander of U.S. Strategic Command, said creation of the Space Force likely would result in some initial changes to organization and responsibilities for the other services and combatant commands, but the problems would be worked out.
“We’re actually going to explore that” at STRATCOM, he said, adding that the Space Force is “an opportunity to experiment with some different constructs. We’ll walk through how we do that” with the Joint Staff and other commands.
Ultimately, “I think it’s an issue of command relations, authorities and responsibilities,” Hyten said.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
During World War II, more than 425,000 German prisoners of war were held in some 700 camps across the United States. Some of them did their duty to try and escape, but most spent the remainder of their war in these camps, entertaining themselves however possible.
For many POWs, this included the latest in Hollywood cinema, which was, of course, so much propaganda at the time. The Germans enjoyed them anyway. But when the Americans began to show them footage of the Holocaust, the good time suddenly stopped.
Nazi POWs included three admirals and 40 generals.
German prisoners, those who surrendered to the British or Americans, were shipped back to the U.S. on Liberty Ships. Most went quietly, thankful to not be killed – and avoiding capture by the Red Army. The United States followed the Geneva Conventions to the letter, paying Germans for labor and constructing camps equivalent to their own military quarters. For some, their lives as prisoners were better than their lives as civilians back in Germany. This was especially true in passing the time.
The prisoners worked, maintained their own discipline, were provided art supplies and letter writing materials. Many camps even had film projectors, and showed movies provided by the Americans. The U.S. was happy to oblige, as Hollywood films of the era could be a good way to de-program the captured soldiers from the effects of Nazi propaganda. Even War Department films such as Why We Fight were popular.
The movie nights were really popular among many of the camps, no matter what the marquee was showing. It was a great morale booster for many imprisoned so far away. Until one day, it wasn’t. After the Allies began liberating concentration camps, they began showing the footage of those camps to Nazi POWs. The films sparked rage and disbelief among many of them, including one instance where the camp detainees burned their German uniforms.
In a few extreme cases, some POWs held in the United States called on Germany to surrender. But the most stirring moment was a plan devised to create units of German troops who volunteered to fight against their onetime Axis ally, Japan, in the Pacific War.
By war’s end, only the most hardcore Nazi POWs were still against the United States. Many POWs met their wives in the U.S. and settled in the unspoiled land of plenty that had become their new home. While there were many, many resisters throughout the war, there were few incidents of escape or chaos created by the prisoners.
An old Turkish proverb notes that “coffee should be black as hell, strong as death, and sweet as love.” One possible interpretation for this is that you should enjoy your coffee under any circumstance.
Even fighting the Islamic State.
Turkish special forces troops are said to be taking this to the extreme, opening a sort of coffee house on a rooftop overlooking the Syrian city of Al-Bab. The Turks sent their special operators into the area in December, and now the city is said to be surrounded by Turkish forces.
Reddit user “bopollo” posted a few photos of Turkish troops near a sniper overwatch position. While there’s no concrete evidence the photo was taken in Al-Bab, the writing is on the wall.
Bopollo is a frequent commenter and contributor on operations and developments of the Syrian Civil War. The photo above shows directions to both Al-Bab and Kabbasin, both towns in Syria still held by ISIS.
The road between the two cities is also held by the terror organization. It’s fairly common for troops to write graffiti on the walls of buildings they captured and held. It turns out Turkish special operators are no different.
While it’s entirely unlikely that special forces troops opened an actual functioning business, the building is more likely just an area secured by the Su Altı Taarruz, Turkey’s Navy SEALs (you can see the flag with the SAT logo on it above).
But because Turkish people are funny and there are at least 106 Starbucks locations in Istanbul, it’s likely some troops are living it up as best they can on the front lines against ISIS.
Marines and sailors from the 24th Marine Expeditionary Unit participated in exercise Trident Juncture 18 in Iceland and Norway during October and November 2018. Trident Juncture is the largest NATO exercise held since 2002 and allowed for military forces to operate in a collective defense scenario.
Marines initiated the exercise in Iceland where they executed an air assault and conducted cold weather training to prepare for the live exercise in Norway. The cold weather training allowed Marines to rehearse establishing a bivouac location and familiarized them with their gear in Iceland’s high winds and driving rain.
“We need to exercise our capabilities in different locations so we can plan for different variables,” said Lt. Col. Misca Geter, the executive officer with the 24th MEU. “The weather and terrain of Iceland forces us to plan around those factors.”
After Iceland, the 24th MEU moved on to Norway who hosted the live exercise portion of Trident Juncture. Norway provided another challenging environment for Marines to train in that would not otherwise be possible in the United States. The unique climate and terrain allowed the Marines to demonstrate their proficiency in the cold weather, precipitation, and high altitude.
Marines and sailors offload light armored vehicles from a landing craft air cushion on Alvund Beach, Norway during an amphibious landing in support of Trident Juncture 18, Oct. 30, 2018.
(Photo by Lance Cpl. Margaret Gale)
The culminating event for the 24th MEU came Oct. 29-31, 2018, when they executed an amphibious landing and air assault in Alvund and Gjora, Norway, respectively. Eleven amphibious assault vehicles, more than 50 HMMWV’s, and six light armored vehicles were delivered ashore during the amphibious landing. More than 20 other vehicles were moved from ship to shore and approximately 1,000 Marines were transported ashore by surface or air connectors. The air assault saw a company of Marines from Battalion Landing Team 2nd Battalion, 2nd Marines insert into Gjora, secure the landing zone, and set the conditions for follow on operations. While ashore, Marines rehearsed tactics in conjunction with NATO allies to defeat the notional enemy forces.
“The training Trident Juncture 18 provided is important because we have Marines who have never deployed, been on ship or operated in the cold weather environment that Iceland and Norway have,” said Sgt. Maj. Chris Garza, the 24th MEU Sergeant Major. “We had the opportunity to operate with the United Kingdom Royal Marines, who are one of our NATO partners. The Royal Marines have a history much like ours and it has been a great opportunity to train with them. We now know our capabilities with the Royal Marines and look forward to working with them in the future.”
U.S. Marines secure a landing strip after disembarking from Marine Corps CH-53E Super Stallion during air assault training at Keflavik Air Base, Iceland, Oct. 17, 2018, during Exercise Trident Juncture 18.
(Photo by Sgt. Devin Andrews)
The large-scale exercise validated the 24th MEU’s ability to deploy with the Navy, rapidly generate combat power ashore, and set the conditions for offensive operations under challenging conditions. Trident Juncture strengthened the bond between the Navy-Marine Corps team and integrated NATO allies and partners, particularly the United Kingdom’s Royal Marines, who embarked with the 24th MEU in Iceland.
“It’s been interesting to integrate with U.S. Marines,” said Marine Declan Parker, a heavy weapons operator with anti-tanks 3 troop, 45 Commando. “We have had the opportunity to learn about their weapons systems and tactics. This exercise will aid the troops in future deployments”
The Royal Marines, with X-Ray Company, 45 Commando, worked in conjunction with the 24th MEU and assets from Marine Aircraft Group 29 to rehearse their tactical recovery of aircraft and personnel proficiency. During the TRAP, approximately 30 Royal Marines loaded into two CH-53E Super Stallion helicopters from Marine Heavy Helicopter Squadron 366 while two U.S. Marines served as isolated personnel to be recovered. The Royal Marines were attacked by the notional enemy multiple times which allowed them to maneuver on the enemy while a U.S. Marine called for close air support which was delivered by a UH-1Y Venom with Marine Light Attack Helicopter Squadron 269. The effective enemy suppression allowed the Royal Marines to deliver both isolated U.S. Marines safely to the awaiting CH-53.
U.S. Navy pilots land the MH-60S Sea Hawk helicopter during air assault training at Keflavik Air Base, Iceland, Oct. 17, 2018,.during Exercise Trident Juncture 18.
(Photo by Sgt. Devin Andrews)
“The fact that we were able to integrate [the Royal Marines] with Marine Corps aviation is a great training value for both of our forces,” said U.S. Marine Capt. Jacob Yeager, a member of the 24th MEU who was embedded with the Royal Marines during the TRAP. “U.S. Marine Corps aircraft delivered UK Royal Marines into a landing zone to recover two isolated U.S. Marines. That’s significant.”
As the exercise comes to a close, Marines are now more lethal and capable of operating in unique terrain and climate while exposed to the elements that the mountainous terrain presents.
“Trident Juncture has been an extremely beneficial training exercise,” said Cpl. Zachary Zupets, an anti-tank missile gunner with 2nd Battalion, 2nd Marines, 24th MEU. “The cold weather [in Norway and Iceland] is not the same back in North Carolina, it gets cold, but it isn’t the same kind of cold. This exercise has taken us out of our element and forced us to apply the things that we have learned and how to operate in this type of environment. We definitely had some fun out there. I think it was an amazing experience and my guys and I really enjoyed it.”
A special operations airman from the Kentucky Air National Guard will receive the nation’s second-highest medal for combat valor for his actions on an Afghanistan battlefield.
Gen. David L. Goldfein, Air Force chief of staff, will present the Air Force Cross to Tech. Sgt Daniel P. Keller, a combat controller in the Kentucky Air Guard’s 123rd Special Tactics Squadron, in a ceremony Ept. 13, 2019. The award — second only to the Medal of Honor — is given to members of the armed forces who display extraordinary heroism while engaged in action against an enemy of the United States.
Keller earned the Air Force Cross on Aug. 16, 2017, while assigned as a joint terminal attack controller for Combined Joint Special Operations Air Component Afghanistan during Operation Freedom’s Sentinel. Keller was on a clearance mission in Nangarhar Province against 350 Islamic state fighters, according to the award citation. After 15 hours of sustained contact, the assault force struck an improvised explosive device, killing four personnel and wounding 31. Injured and struggling to his feet, Keller executed air-to-ground engagements while returning fire, repulsing an enemy assault less than 150 meters away.
Staff Sgt. Daniel P. Keller, a combat controller in the Kentucky Air Guard’s 123rd Special Tactics Squadron, Friday, Sept. 13, 2019, receives the Air Force Cross, the nation’s second-highest medal for combat valor for his actions on an Afghanistan battlefield.
(Photo by Master Sgt. Vicky Spesard)
Keller then helped move 13 critically wounded casualties to a helicopter landing zone “under a hail of enemy fire,” the citation said. “When medical evacuation helicopters were unable to identify the landing zone, he sprinted to the center of the field, exposing himself to enemy fire in order to marshal in both aircraft and aid in loading causalities.”
As U.S. forces departed, Keller fought off a three-sided enemy attack by returning fire and passing enemy positions on to another joint terminal attack controller.
“His courage, quick actions and tactical expertise … under fire directly contributed to the survival of the 130 members of his assault force, including 31 wounded in action,” the citation concluded.
A Silver Star medal for the same operation was presented at Hurlburt Field, Florida, Sept. 6, 2019, to Air Force Staff Sgt. Pete Dinich, an active-duty pararescueman assigned to the 24th Special Operations Wing.
Special Tactics is the Air Force and Air National Guard’s special operations cadre, leading personnel recovery, global access, precision-strike missions and battlefield medical care.
This article originally appeared on National Guard. Follow @USNationalGuard on Twitter.
If you can squat more than 300 pounds — and then do it again nine more times — the Marine Corps may have an elite job for you.
The Corps is accepting applications to join its legendary cadre of body bearers, a small unit of roughly a dozen men headquartered at Marine Barracks Washington, D.C., whose primary responsibility is to carry the caskets of Marines to their final resting place.
According to a Marine Corps administrative message, the service is looking for Marines who “possess a high degree of maturity, leadership, judgment and professionalism, as well as physical stamina and strength.” To be eligible, Marines must be male, between 70 and 76 inches tall, in the rank of corporal or below, and able to serve 30 months following check-in to ceremonial drill school.
The physical strength requirements are truly daunting. Marines must be able to conduct 10 repetitions of the following exercises:
Bench press 225 lbs.
Military press (a variant on the overhead press) 135 lbs.
Straight bar curl 115 lbs.
Squad 315 lbs.
Body bearers from the Marine Barracks, Washington, D.C. (8th and I), help conduct military funeral honors with funeral escort for Col. Werner Frederick Rebstock in Section 12 of Arlington National Cemetery on Nov. 13, 2019.
(U.S. Army photo by Elizabeth Fraser/Arlington National Cemetery)
Those selected to join the Body Bearers Section can expect to train for up to a year before they’re considered ready to participate in military funerals. Once they join the section, body bearers participate in the funerals of Marines, Marine veterans and family members at Arlington National Cemetery and military cemeteries in the National Capital Region; they may also be asked to travel across the country to conduct funeral honors for former presidents and other senior dignitaries.
There’s no room for error; the word “flawless” is used no fewer than four times on the Body Bearers Section web page. And while other services use eight body bearers to carry coffins, the Marine Corps uses only six.
Marine Corps Body Bearers carry the body of Maj. Gen. Warren R. Johnson Sr. inside the Memorial Chapel at Fort Meyer.
(Photo by Cpl. Bobby J. Yarbrough)
“This billet is not for everyone. Marine Corps Body Bearers serve as a tangible, physical manifestation of the institution that our fallen brothers and sisters have poured their hearts and souls into fortifying,” the page reads. “As such, the mental, emotional, and physical toll this responsibility exacts from the Body Bearers as well as Ceremonial Drill School students is immense. That being said, the honor and pride the Body Bearer Section takes in caring for Marines the way they do is one of the most gratifying experiences of their lives.”
In addition to all the strength requirements, Marines must meet conventional height and weight standards and maintain first-class scores on their physical fitness and combat fitness tests. While the job was once reserved for infantry Marines, it’s now open to all military occupational specialties in the Corps.
Troops who meet eligibility requirements and are interested in the opportunity should contact Company B, Marine Barracks Washington, D.C.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.