The two were taken into custody after an investigation by the Navy Criminal Investigative Service’s Carolinas Field Office out of Camp Lejeune. The two were later indicted on charges of conspiring to commit wire fraud, wire fraud, aggravated identity theft, and aiding and abetting.
The Charlotte News and Observer reported that Martin and Tykoski used the social network MeetMe.com to lure the Marines in. Over a two-year period between 2013 and 2015, they hooked several Marines by convincing them they would be moving into to an off-base apartment.
On Jan. 30, Martin pleaded guilty to conspiracy to commit wire fraud and aggravated identity theft, and on March 27 Tykoski pleaded guilty to conspiracy to commit wire fraud. Martin was sentenced to 57 months in prison and five years of supervised release while Tykoski was given five years of probation.
Both were also ordered to make restitution. Martin was ordered to pay $117,306.42m while Tykoski was ordered to pay $42,289.05.
“The U.S. Department of Justice and the U.S. Attorney’s Office in this district treat cases such as this one with high priority,” U.S. Attorney John Stuart Bruce said in the release. “There will continue to be vigorous prosecution of those who commit fraud and cybercrimes targeting members of the armed services and veterans.”
H. Andrew Goodridge, the NCIS Special Agent in Charge of the Carolinas Field Office, added, “This case reminds all of us to remain vigilant about what information we provide to strangers, it also demonstrates that NCIS is committed to pursuing those who exploit US service members.”
The Air Force has officially pushed back the required uniform change for the OCP uniform from today until September 1, because, you know, literally everything that’s going on in the world right now.
That’s awesome for the troops who’ve been preoccupied and a nice pat on the back for the few that actually took the initiative early. But kicking that can down the road just means that there’s still going to be a bunch of E-2’s in three months still showing up to formation with the wrong boots.
Anyway, here are some memes.
(Meme via Army as F*ck)
(Meme via Disgruntled Vets)
(Meme via Call for Fire)
(Meme via Not CID)
(Meme via Infantry Follow Me)
(Meme via The Army’s Fckups)
(Meme via Hooah My Ass Off)
(Meme via US Army WTF Moments Memes)
(Meme via US Space Force WTF Moments)
(Meme via Dank MP Memes)
I’ll defend my answer from the board. There is nothing in the truck of damn near every flagpole. Nothing. Nada. Zilch.
If the “razor, match and bullet” thing were true, you’d think there’d be a single recorded instance of it somewhere in any of the military’s vast catalogue of regulations, documents and photos. And even if it were true, the idea that the bullet is supposed to be used for the pistol also buried somewhere nearby is also extremely counter-productive. But sure. I’m the dumba** for saying it’s nothing because I’m not willing to believe a superstition.
One of the most wide-reaching and significant changes to military pay and benefits over the last 70 years goes into effect Jan. 1 with the implementation of the Uniformed Services Blended Retirement System, known as BRS.
All new entrants into the uniformed services on or after Jan. 1 will be enrolled in this new retirement system, Pentagon officials said. The uniformed services are the Army, Navy, Air Force, Marine Corps, Coast Guard, Public Health Service Commissioned Corps, and the National Oceanic and Atmospheric Administration Commissioned Officer Corps.
Some Can Choose Between Systems
Nearly 1.6 million current service members will have the option to remain in the current legacy “high-3” retirement system or to choose the BRS when the opt-in period for eligible service members opens Jan. 1. Opt-in eligible service members from all seven of the uniformed services will have an entire year to make their retirement system election. The open period for the majority of service members is from Jan. 1 through Dec. 31, 2018.
U.S. Public Health Service personnel should contact the USPHS Compensation Branch.
Service members who believe they are eligible to opt in, but do not see the opt-in option available online should contact their local personnel/human resources office to verify eligibility, officials said.
The decision to opt in is irrevocable, officials emphasized, even if a service member changes his or her mind before the Dec. 31, 2018, deadline. Eligible service members who take no action will remain in the legacy retirement system, they added.
Prior to opting in, officials recommend that service members take advantage of all available resources to assist in making an informed decision on the financial implications specific to their retirement situation. The Defense Department endorses several training and informational tools to support a service member’s decision, including the BRS Opt-In Course, the BRS Comparison Calculator, and numerous online BRS resource materials. Service members can receive no-cost, personal support from an accredited personal financial manager or counselor available at their installation’s military and family support center or by calling Military OneSource at 1-800-342-9647.
North Korea has reportedly started dismantling rocket launching and testing facilities that President Donald Trump has said it agreed to in an off-the-books deal, and it’s a major US victory in what have been fraught, slow-moving talks.
Following the Singapore summit between Trump and North Korean leader Kim Jong Un, the two sides released a joint statement that contained weak and vague language around denuclearization, much to the dismay of North Korea watchers hoping for concrete action.
More than a month since the summit, the US has kept its end of the agreement, but only on July 23, 2018, did the West get any indication that North Korea was holding its end.
Satellite imagery reviewed by 38 North, a website that covers North Korea, suggests North Korea is dismantling key parts of the Sohae Satellite Launching Station, where Kim has presided over the launch of rockets meant to put satellites in orbit.
So far, a rail-based site for transporting the rockets and a vertical engine testing stand have been dismantled, 38 North reports.
In absolute terms, this represents only a tiny fraction of North Korea’s nuclear infrastructure. But the action there has key components that may give cause for hope.
North Korean leader Kim Jong Un visiting the Sohae Space Center for the testing of a new engine for an intercontinental ballistic missile.
These sites are vital
North Korea, in past negotiations with the US, has proved extremely lawyerly and adept at finding loopholes in its agreements.
In 2012, when Kim had just taken power, the US under President Barack Obama negotiated a freeze on North Korean missile testing. Later, North Korea announced it would instead launch a rocket intended to carry a satellite into orbit.
Satellite launch vehicles are not missiles. They deliver a satellite into orbit, rather than an explosive payload to a target.
But both satellite launch vehicles and long-range missiles use rocket engines to propel themselves into space, meaning that working on one is much the same as working on the other.
The US, troubled by this obvious betrayal of the spirit of the agreement, then exited the deal.
By removing the rail infrastructure to set up satellite vehicle launches, North Korea may have signaled it won’t look to exploit the same loopholes that have wrecked past deals.
At Sohae, where cranes have been spotted tearing down an engine testing stand, the North Koreans have previously worked to develop engines for their intercontinental ballistic missiles.
When the B-52 is over 60 years old, and a large number of F-15 Eagles are over 30, it seems surprising that the Air Force is looking to replace a plane that won’t even be in service for twenty years until later this year.
However, according to an Air Force News Service article, the Air Force is looking to replace the E-8 Joint Surveillance Target Attack Radar System, which didn’t achieve its initial operating capability until December 1997 according to an Air Force fact sheet. This plane is an all-seeing eye that looks for and tracks ground targets, using the AN/APY-7, a 24-foot long synthetic aperture radar, according to a Northrop Grumman data sheet.
So, why is this system, which isn’t even old enough to drink, suddenly planned for replacement? The answer is in the airframe.
The E-8, like the E-3 Sentry, is based on the Boeing 707, a jet that first flew just over 59 years ago. With the exception of Omega Aerial Refueling Services, nobody operates this aircraft commercially.
Furthermore, according to a 2015 FlightGlobal.com report, the E-8s were produced by acquiring second-hand 707s. A September 2016 Air Force report noted that those second-hand 707s had as many as 60,000 flight hours before they had been purchased for conversion.
One JSTARS that had to be written off was built in 1967, according to DefenseTech.org.
In other words, these are old airframes and they’ve had a lot of use – even before the Air Force gave the 16-plane fleet over 1 million flight hours collectively (as of this past September). That is an average of 62,500 flight hours per plane — meaning that some of the E-8 aircraft could have in excess of 120,000 total flight hours.
That’s the equivalent of 5,000 days in the air.
What is the Air Force looking towards in replacing the E-8C? The JSTARS recapitalization project is likely to involve a smaller jet. According to a 2014 report by Aviation Week and Space Technology, Northrop Grumman is testing a new JSTARS based off a Gulfstream V business jet.
Boeing’s web site is touting a version of the 737 jet as its entry, attempting to partially piggyback on experience with the Navy’s P-8 Poseidon.
It’s a bitter-sweet day when troops leave the service. It’s fantastic because one book closes and another opens. Yet saying goodbye to the gang you served with is hard. Vets always keep in contact with their guys, but it’s not the same when they’re half way around the country.
Instead, vets have to make new friends in the civilian world. Sure, we make friends with people who’ve never met a veteran before, but we will almost always spot another vet and spark some sort of friendship.
There’s also years of inside jokes that are service wide that civilians just wouldn’t get.
They can relate to our pain
No one leaves the service without having their body aged rapidly. Your “fresh out the dealership” body now has a few dings in it before heading to college.
Civilian classmates just don’t get how lucky they are to have pristine knees and lower back.
They side-eye weakness with us
Military service has taught us to depend on one another in a life or death situation. If you can’t lift something like a sandbag on your own, your weakness will endanger others. If you can’t run a minimum of two miles without tiring, your weakness will endanger others.
The people we meet in the civilian world never got that memo. Together, we’ll cull the herd the best way we know how as veterans — through ridicule. Something only other vets appreciate.
They can keep partying at our level
If there is one constant across all branches, it’s that we all know how to spend our weekends doing crazy, over-the-top things with little to no repercussion.
Civilians just can’t hang with us after we’ve downed a bottle of Jack and they’re sipping shots.
They share our “ride or die” mentality
Veterans don’t really care about pesky things like “norms” if one of our own gets slighted in any way. Some civilian starts talking trash at a bar? Vets are the first to thrown down. Some piece of garbage lays a hand on one of our own? Vets’ fists will be bloodier.
All jokes aside about scuffing up some tool, this doesn’t just lend itself as an outlet for unbridled rage. Back in the service, we all swore to watch each other’s backs on an emotional level too. Your vet friend will always answer the call at three AM if you just can’t sleep.
More than 1500 service members have lost limbs in the wars in Iraq and Afghanistan since 2001.
For those faced with this traumatic injury, the Department of Defense medical system has adapted in the last 20 years to speed up the recovery process and improve prosthetics.
“Our patients have challenged us by wanting more,” said Col. (Dr.) Mark Mavity, Air Force Surgeon General special assistant for Invisible Wounds and Wounded Warrior Program. “One of the unfortunate truths of war is that medicine does advance based on the large numbers of our service members who become injured.”
About 1.8 million Americans are living with amputations. The psychological challenges patients battle every day can be harsh. For most people, losing a limb profoundly impacts every aspect of their life: mentally, physically and spiritually. A strong support system can be vital to recovery and returning to duty.
Capts. Christy Wise and Ryan McGuire can attest to this. Both Wise, a C-130 pilot, and McGuire, a C-17 pilot, lost a limb and credited their support systems with helping them continuing their service and remain flying.
“In April of 2015, I was stationed at Moody Air Force Base, Georgia. I had been flying for a couple years and had just got back from a deployment,” Wise said. “I was in Florida … out on my paddle board, just behind my best friend’s house, and I was hit by a hit-and-run boat driver. My boyfriend at the time used his t-shirt and made a tourniquet to save my life.”
A couple on a fishing boat saw it all happen and transported Wise to medical care. She lost 70 percent of her blood in approximately three minutes.
Lucky to be alive, Wise said she thought about McGuire, who in 2009, while in pilot training at Laughlin AFB, Texas, lost his leg returned to flying C-17s. She remembered him because he was only a year ahead of her in pilot training.
It was Labor Day weekend when McGuire’s accident happened. He and some friends from pilot training were out tubing.
“There was no place to tie the tube into the boat, so we had the tube in the back of the boat, and I was holding the rope,” McGuire said. “The tube caught some air and flew out the back of the boat, and then the rope unraveled, cinched around my leg and pulled me out of the boat, slammed me into the side of the boat on the way out.”
McGuire said he flew over his friends’ heads and landed in the water. The rope then unraveled around his leg and caused traumatic rope-burn damage from his right knee down to his foot.
“I was able to get back into the back ledge of the boat that’s level with the water, and then the pain started setting in, I knew something was really wrong,” he said. “My pelvis had popped open, or fractured, and my hip had dislocated, so I was in an incredible amount of pain.”
After multiple attempts to save his foot and leg, doctors were forced to amputate below the knee.
“That was probably the lowest point of my life, just going through the amputation surgery, and losing my leg for something that seemed like it was so trivial, and not that big of an accident,” McGuire said.
Even at this low point, McGuire never doubted he wanted to return to flying. But for service members to return to duty after accidents such as these, they must be able to prove they can continue to function, while maintaining the safety of those they support.
McGuire’s unit and leadership backed the idea and began the process of returning him to duty.
“One of the things that I insisted on from the beginning, and all the commanders below me and above me insisted on, is if we’re going to do this, this isn’t a [publicity] stunt,” said Brig. Gen. Craig Wills, director of strategy, plans and programs for Pacific Air Forces.
Wills was the operations group commander at Laughlin AFB when the accident happened. He believes McGuire’s character, and the support he received, was the key to his recovery and return to duty.
“I think this story shows that we have great squadron commanders out there, and in my mind, the squadron commanders involved were the key to this thing,” he said. “Because they never stopped believing in [McGuire], they never stopped for one minute trying to think of a way to help this Airman succeed.”
One of the things McGuire had to prove was that he could stop the airplane with a prosthetic leg and that he could control it without any additional risk.
McGuire also appeared before a board. But even here he wasn’t alone. His squadron commanders and some classmates also flew to San Antonio to testify on his behalf.
“It was amazing for me as the group commander to just look around see all these gentlemen that were lining up to support Ryan,” Wills said.
In 2010, McGuire received word from the medical board that he was cleared to return to pilot training.
Now, several years later, Wise was in the back of an ambulance worrying about her Air Force career.
“I remember laying in the back of an ambulance thinking, ‘I can’t feel my leg, this is not good,'” Wise said. “But worst-case scenario, ‘Ryan did it, I can do it.'”
Wise’s injuries were so severe her leg had to be amputated above the knee.
But before she even left the hospital Wise said the support from her unit and other Airmen had already commenced. She even received phone calls from other amputees wanting to help.
“They would say, ‘Hey, when you’re ready to talk, I got back to flying, we’ll tell you the steps, you can do it, don’t doubt it,'” Wise said.
So, like McGuire, Wise put in the work and proved she could still fly.
“And now I’m here, I’m at Davis-Monthan Air Force Base [Arizona] back on flying status, back to my job and loving it,” she said.
McGuire’s injury may have paved the way for Wise to return to duty, but it is not what helped her regain her flying status.
“That’s when I realized how much support I really had from my unit, from the Air Force, from my family, from my friends,” she said. “I mean, half of my base showed up in the hospital room the next day in Florida. So it’s weird, because it’s such a dark chapter, but such a good chapter too.”
A hacker who got ahold of sensitive US military documents tried to sell them on a dark-web forum — only to find there were no buyers. The hacker was forced to lower his price to $150.
After a team of undercover analysts from Recorded Future’s Insikt Group embedded themselves with users from the dark-web forum, they came across the hacker who exploited a simple vulnerability on Netgear-brand routers.
Through this exploit, the hacker gained access to documents belonging to a US Air Force service member stationed at the Creech Air Force Base in Nevada, and documents belonging to another service member believed to be in the US Army.
The sensitive files included a maintenance manual for the MQ-9A Reaper drone, a list of airmen assigned to a Reaper drone unit, manuals on how to suppress improvised explosive devices, and an M1 Abrams tank manual.
Although the materials do not appear to be classified, the information was still prohibited from being “released to another nation without specific authority” and was intended for “military purposes only.”
The hacker also tapped into live footage of surveillance cameras at the US-Mexico border and NASA bases, and an MQ-1 Predator flying over the Gulf of Mexico.
The MQ-9A Reaper
(U.S. Air Force photo)
The hacker claimed to have stolen “classified” information from the Pentagon, but Insikt Group’s analysts say their interactions with the hacker painted a less sophisticated picture. After building a rapport with other users on the dark-web forum, analysts chatted with the hacker and discovered he possessed “above amateur” abilities and may have been part of a group within a larger group.
“I wouldn’t say that they possess skills of highly advanced threat-actors,” Andrei Barysevich, a researcher at Recorded Future, told Business Insider. “They have enough knowledge to realize the potential of a very simple vulnerability and use it consistently.”
Analysts say they have a “good level of confidence” of the hacker’s identity, and are coordinating with Homeland Security officials in their investigation. A DHS representative declined to comment on the matter and the affected Air Force drone unit did not respond to requests for comment.
He didn’t fear the Reaper
The hacker may not have been fully aware of the nature of the information he possessed. At one point, he complained that he was unable to find interested buyers for the files — which he believed were highly valuable. He ultimately lowered his price.
“I expect about 0 or 0 for being classified information” he said, according to a transcript.
In an attempt to make a quick sale, he was also “proactive in giving” samples to analysts, which in turn allowed them to determine whom the documents were stolen from.
“[It] clearly shows he had no knowledge of how much this data may cost and where and whom to sell it to,” analyst Barysevich said. “He was attempting to get rid of it as soon as possible.”
After Barysevich’s team alerted US officials, the vulnerable computers were taken offline. That move ultimately cut off the hacker’s access to the files.
The hacker, who is believed to live in a poverty-stricken country in South America, said his internet connection was slow and that, because his bandwidth was limited, he did not download as much information as he had hoped to, prior to finding a willing buyer.
Instead, he relied on screenshots and shared them with the analysts, who say they believe he was still unable to find a buyer.
A password impasse
The Netgear router vulnerability, which dates back to 2016, allowed hackers to access private files remotely if a user’s password is outdated. Despite several firmware updates and countless news articles on the subject, thousands of routers remain vulnerable.
A simple search on Shodan, a search engine for devices connected to the internet, reveals more than 4,000 routers that are susceptible to the attack.
“We’re literally talking about thousands of systems,” Barysevich said. “And many of them appear to be operated by government employees.”
Hackers, like the one Barysevich’s team encountered, would scan large segments of the internet by country, identify which routers would have a standard port used by private servers, and then use the default password to discover private files.
It’s difficult to match the contents of the files with their owners, but that’s not exactly the point. It’s a brute-force method with only one goal in mind: to find valuable data and exploit it.
“Sadly, very few understand the importance of properly securing wireless access points [WAP], and even fewer use strong passwords and understand how to spot phishing emails,” Recorded Future said in a report.
“The fact that a single hacker with moderate technical skills was able to identify several vulnerable military targets and exfiltrate highly sensitive information in a week’s time is a disturbing preview of what a more determined and organized group with superior technical and financial resources could achieve.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Five al-Qaeda militants hijacked American Airlines flight 77 on Sept. 11, 2001. The plane was on its way from Dulles Airport outside of Washington, D.C., to Los Angeles. The plane made it as far as eastern Kentucky before the terrorists took over the plane and slammed it into the Pentagon.
The FBI added 27 images the agency took on the ground that day to their photo vault, as first responders raced to rescue the wounded and remove the dead from the shell of the nation’s symbol of military power.
Debris from the plane and the building are highlighted in the Mar. 23 release of photos. The attack killed 125 people in the Pentagon, as well as all aboard the flight
The Boeing 757 took off from Dulles ten minutes early.
Some of the passengers were teachers and students on a National Geographic Society field trip.
Authorities estimate the flight was taken over between 8:51 and 8:54 in the morning, as the last communication with the real pilots was at 8:51.
The terrorists were led by a trained pilot, as the other four herded the passengers to the back of the plane to prevent them from re-taking the aircraft.
The hijacker pilot did not respond to any radio calls.
With no transponder signal, the flight could only be found when it passed the path of ground-based radar.
At 9:33 am, the tower at Reagan Airport contacted the Pentagon, saying “an aircraft is coming at you and not talking with us.”
At 9:37:46 am, American Airlines Flight 77 crashed into the Pentagon.
Over the past two decades, the strategic landscape has changed dramatically. While the fundamental nature of war has not changed, the pace of change and modern technology, coupled with shifts in the nature of geopolitical competition, have altered the character of war in the 21st century.
Advancements in space, information systems, cyberspace, electronic warfare, and missile technology have accelerated the speed and complexity of war. As a result, decision space has collapsed, and we can assume that any future conflict will involve all domains and cut across multiple geographic regions.
Today’s strategic landscape is also extraordinarily volatile, and the nation faces threats from an array of state and nonstate actors. Revisionist powers such as China and Russia seek to undermine the credibility of our alliances and limit our ability to project power. North Korea’s efforts to develop a nuclear-capable, intercontinental ballistic missile now threaten the homeland and our allies in the Pacific. Iran routinely destabilizes its neighbors and threatens freedom of navigation while modernizing its maritime, missile, space and cyber capabilities. Violent extremist organizations (VEOs), such as the so-called Islamic State (IS) and al Qaeda, remain a transregional threat to the homeland, our allies and our way of life. These realities are why some have called today’s operating environment the most challenging since World War II.
At the same time, the U.S. military’s long-held competitive advantage has eroded. Our decisive victory in Operation Desert Storm was a wake-up call for our enemies; they observed that our operational source of strength is the ability to project power where and when needed to advance U.S. interests and meet alliance commitments. This spurred dramatic tactical, operational and strategic adaptations and accelerated modernization programs to asymmetrically counter our ability to project power. All the while, budget instability and the challenges of a decades-long campaign against violent extremism adversely affected our own modernization and capability development efforts required to preserve – or in some cases restore – our competitive advantage.
(Air Force photo by Master Sgt. Mark C. Olsen)
Additionally, the Joint Force lacks sufficient capacity to meet combatant command requirements. Over the past 16 years, we made a conscious choice to limit the size of the force to preserve scarce resources necessary for essential investments in immediate upgrades to critical capabilities. And requirements have not abated, as we assumed they would after major combat operations in Iraq and Afghanistan ended. As a result, global demand for forces continues to exceed the inventory.
Finally, as a nation that thinks and acts globally, the United States cannot choose between a force that can address IS and other VEOs and one that can deter and defeat state actors with a full range of capabilities. We require a balanced force that can address the challenges outlined in the recently published National Defense Strategy and has the inherent flexibility to respond to the unexpected.
We must adapt to maintain a competitive advantage
Advances in technology and the changing character of war require that our plans address all-domain, transregional challenges and conflict. In the past, we assumed most crises could be contained to one region. That assumption, in turn, drove regionally focused planning and decision making processes. Today, this assumption no longer holds true. Our planning must adapt to provide a global perspective that views challenges holistically and enables execution of military campaigns with a flexibility and speed that outpaces our adversaries.
We must also be prepared to make decisions at the speed of relevance. While the cost of failure at the outset of conflict has always been high, in past conflicts there were opportunities to absorb costs and recover if something went wrong. Today, that cannot be assumed, and our strategic decision making processes must adapt to keep pace. Senior leaders require routine access to synthesized information and intelligence to ensure their ability to see the fight in real time and seize initiative.
We must manage the force in a manner that allows us to meet day-to-day requirements, while maintaining readiness and the flexibility to respond to major contingencies and the unexpected. To ensure that the Joint Force provides viable options and is in position to execute when called on, our force posture must be optimized to strategic priorities and provide strength, agility and resilience across regions and domains.
To arrest and, in time, reverse the erosion of our competitive advantage, our force development and design processes must deliver a Joint Force capable of competing and winning against any potential adversary. This future force must remain competitive in all domains, deny adversaries’ ability to counter our strengths asymmetrically, and retain the ability to project power at a time and place of our choosing.
Finally, we must further develop leaders capable of thriving at the speed of war – leaders who can adapt to change, drive innovation and thrive in uncertain, chaotic conditions. The nature of war has not changed, and, in a violent clash of wills, it is the human dimension that ultimately determines the success of any campaign.
The “how” of global integration
To address these imperatives, we are adapting our approach to planning, decision-making, force management and force design. These processes are interdependent and mutually reinforcing – intended to drive the changes required to maintain our competitive advantage. Over the past two years, we have made progress in each of these areas, but more work remains.
(DoD photo by Dominique A. Pineiro)
The National Defense Strategy establishes clear priorities for the Department of Defense, and the National Military Strategy is nested within to provide a global framework for the Joint Force to operate across regions, domains and functions. We reoriented the Joint Strategic Capabilities Plan to operationalize the strategy and developed global campaign plans to provide a framework for planning an all-domain, transregional approach to the challenges outlined in the National Defense Strategy. These plans are designed to bring coherence to operations of all functional and geographic combatant commands.
The Joint Force is also improving how it frames decisions for the Secretary of Defense in an all-domain, transregional fight. This begins by developing a common intelligence picture and a shared understanding of global force posture, which then serves as a baseline to test operational plans and concepts through realistic and demanding exercises and wargames. By testing our assumptions and concepts, exercises and wargames provide senior leaders with the “reps-and-sets” necessary to build the implicit communication required to facilitate rapid decision-making in times of crisis.
Our force management processes are evolving to support the objectives laid out in the National Defense Strategy. Setting the globe begins by allocating resources against strategic priorities – optimizing the way we posture capabilities globally to support our strategy, provide strategic flexibility and ensure our ability to respond rapidly to the unexpected. Once the globe is set, we are applying the concept of Dynamic Force Employment to provide proactive and scalable options for priority missions while maintaining readiness to respond to contingencies. In a global environment that demands strategic flexibility and freedom of action, these adaptations enable the Joint Force to seize the initiative rather than react when faced with multiple challenges.
To ensure our competitive advantage, we are implementing a process for force design that provides the secretary with integrated solutions to drive the development of a more lethal force. This process begins by assessing our ability to execute the strategy and compares our capabilities and capacities vis-à-vis our adversaries. Assessment findings shape the development of comprehensive materiel and nonmateriel recommendations that inform the secretary’s priorities for investment, concept development, experimentation and innovation. This approach is designed to provide integrated solutions, across the services, which ensure competitive advantage today and tomorrow.
Finally, we are reinvigorating strategic assessments to support all these efforts. Assessments provide the analytic rigor to inform our ability both to meet the current strategy and to develop a future force that maintains our competitive advantage. A cornerstone of this process is the Chairman’s Risk Assessment, which evaluates our current ability to execute the National Military Strategy and provides a global perspective of risk across the Joint Force. And, in 2016, we published the Joint Military Net Assessment for the first time in 20 years – benchmarking the Joint Force against near-peer adversaries today and comparing our trajectory over the next five years. These assessments are essential to provide an analytic baseline for everything we do, from planning to force management and from exercise development to force design.
There is no preordained right to victory on the battlefield, and today the United States faces an extraordinarily complex and dynamic security environment. To keep pace with the changing character of war, we must globally integrate the way we plan, employ the force, and design the force of the future. If we fail to adapt, the Joint Force will lose the ability to compete.
Video posted on YouTube and numerous social media sites appears to show a Kilo-class attack submarine in very close proximity to a raging fire with thick black smoke.
The footage was filmed in the Pacific port city of Vladivostok, home of the Russian Navy’s Black Sea Fleet. Five submarines and a number of vessels are seen moored in close proximity to one another. Two submarines are very close to the blaze, with the fire possibly touching at least one submarine.
The Pacific Fleet’s press service released a statement saying that the fire was part of “damage control exercises,” which seems unlikely given the intensity of the blaze.
The Kilo-class submarine is one of Russia’s main non-nuclear attack submarines. Designed and first fielded in 1980, the sub has been sold to and is used by a number of countries, including China, India, Iran, and Vietnam.
Kilo-class submarines based out of Russia’s Black Sea Fleet were recently used to launch cruise missiles into Syria.
The Kilos have had a history of accidents, especially in India. In 2013, a fire erupted on the INS Sindhurakshak, which caused an explosion that killed 18 crew members and sank the sub. In 2014, a fire started on the INS Sindhuratna that killed two Indian Navy officers. That fire was blamed on malfunctioning batteries.
The military has very talented photographers in its ranks, and they constantly attempt to capture what life as a service member is like during training and at war. This is the best of what they shot this week:
WATERS NEAR GUAM (Aug. 12, 2015) The Arleigh Burke-class guided-missile destroyer USS Fitzgerald (DDG 62) fires a Harpoon missile during a live-fire drill.
Photo by: Mass Communication Specialist 3rd Class Patrick Dionne/USN
PACIFIC OCEAN (Aug. 11, 2015) An MH-60R Sea Hawk helicopter assigned to the Raptors of Helicopter Maritime Strike Squadron (HSM) 71 prepares to land aboard the aircraft carrier USS John C. Stennis (CVN 74) as the guided-missile destroyer USS Chung Hoon (DDG 93) follows behind during a show of force transit.
Photo by: Mass Communication Specialist 3rd Class Andre T. Richard/USN
SAN DIEGO (Aug. 11, 2015) Aviation Boatswain’s Mate (Fuel) 3rd Class Eric Brown moves his belongings from the aircraft carrier USS George Washington (CVN 76) to the aircraft carrier USS Ronald Reagan (CVN 76).
Photo by: Mass Communication Specialist 3rd Class Ryan McFarlane/USN
A Marine with 15th Marine Expeditionary Unit, engages his target during a deck shoot aboard the amphibious assault ship USS Essex. The Marines practiced shooting from behind a barricade to simulate staying behind cover during a fire fight.
Photo by: Cpl. Elize McKelvey/USMC
Marines with Special-Purpose Marine Air-Ground Task Force Crisis Response-Africa practice clearing a house during a two-week infantry training package, August 4-15, 2015, aboard Naval Station Rota, Spain.
Photo by: Staff Sgt. Vitaliy Rusavskiy/USMC
Staff Sgt. Fred Frizzell, an 823rd Expeditionary RED HORSE Squadron pavements and construction equipment operator, operates a drilling rig at a well site in Brisas del Mar, Honduras.
Photo by: Capt. David J. Murphy/USAF
Maintainers with the 801st Special Operations Aircraft Maintenance Squadron were flown out to Eglin Range Complex, Fla., to perform routine repairs on a CV-22B Osprey.
Photo by: Senior Airman Christopher Callaway/USAF
Soldiers, assigned to 4th Squadron, 2D Cavalry Regiment, paddle across a lake on a water obstacle course, created by Polish soldiers from the 6th Airborne Brigade, during Operation Atlantic Resolve, at the Nowa Deba Training Area, Poland.
Photo by: Spc. Marcus Floyd/US Army
Soldiers, assigned to 1st Brigade Combat Team, 82nd Airborne Division, move through the smoke to clear their next objective during a live-fire exercise at Fort Bragg, N.C.
Photo by: Sgt. Juan F. Jimenez/US Army
Thank you all for following CGC JAMES as we continue on with our inaugural adventure. These past few days have been remarkable and we look forward to continue to honor Joshua James’ memory and legacy.
Photo by: Petty Officer 2nd Class Kelley/USCG
CGC Stratton crewmembers open a semi-submersible in the Eastern Pacific Ocean.
A little over a month after the Helge Ingstad sank after colliding with a tanker in a Norwegian fjord, the Norwegian military has released footage from the submerged frigate.
The warship was rammed by a Malta-flagged tanker in the early morning hours of Nov. 8, 2018, in the port of Sture, north of Bergen, which is Norway’s second-largest city.
The frigate displaces 5,290 tons, and the tanker displaces over 62,500 tons when empty. But when the tanker is fully loaded, as it was at the time of the collision, that jumps to about 113,000 tons, more than an aircraft carrier. The collision tore a large hole in the starboard side of the frigate’s hull, which caused other compartments to flood.
Footage released by the Norwegian military, which you can see below, shows the damage sustained by the frigate.
A Norwegian rescue official said at the time of the collision that the frigate was “taking in more water than they can pump out. There is no control over the leak and the stern is heavily in the sea.”
According to a preliminary report released at the end of November 2018, control of the frigate’s rudder and propulsion systems was lost, which caused the ship to drift toward the shore, where it ran aground about 10 minutes after the collision.
Recovery operations for the Helge Ingstad on Nov. 28, 2018.
(Norwegian armed forces photo)
Running aground prevented it from sinking in the fjord, but later, a wire used to stabilize the sunken vessel snapped, allowing it to sink farther. Only the frigate’s top masts remain above the surface.
In December 2018, Norwegian explosive-ordnance-disposal divers returned to the ship to remove the missile launchers from its foredeck.
Below, you can see footage of them detaching the launchers and floating them to the surface.
“All diving assignments we undertake require detailed planning and thorough preparation. We must be able to solve the assignments we are given, while providing as low a risk as possible,” diving unit leader Bengt Berdal said, according to The Maritime Executive.
“Our biggest concern [during this mission] is any increased movement of the vessel.”
With the missiles off the ship, all its weapons have been removed. Recovery crews are preparing to raise the ship, putting chains under the hull to lift it on a semisubmersible barge that will take it to Haakonsvern naval base.
The frigate will not be raised until after Christmas, according to The Maritime Executive.
Chains being readied aboard the heavy-lift vessel Rambiz to lift the sunken Norwegian frigate Helge Ingstad on Dec. 7, 2018.
(Norwegian armed forces photo by Jakob Østheim)
The oil tanker was not seriously damaged in the incident and didn’t leak any of its cargo. Only eight of the 137 crew aboard the Helge Ingstad were injured, but the multimillion-dollar ship was one of Norway’s five capital Nansen-class frigates and was one of Norway’s most advanced warships. (It also leaked diesel and helicopter fuel, but that was contained and recovered.)
The preliminary report found that the warnings to the frigate, which was headed into the port, went unheeded until too late, allowing the outbound tanker to run into it.
According to the report, the frigate’s automatic identification system was turned off, hindering its recognition by other ships in the area, and there was confusion on its bridge because of a change in watch — both of which contributed to the accident.
The preliminary report also raised questions about other ships in the class and the Spanish shipbuilder that constructed it.
The review board “found safety critical issues relating to the vessel’s watertight compartments. This must be assumed to also apply to the other four Nansen-class frigates,” the report said.
“It cannot be excluded that the same applies to vessels of a similar design delivered by Navantia, or that the design concept continues to be used for similar vessel models.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.