The Department of Veterans Affairs has announced the Post-9/11 GI Bill rates for the 2019-2020 school year. These rates will be effective on Aug. 1, 2019. The Montgomery GI Bill and Dependents’ Education Assistance programs will see a rate change on Oct. 1, 2019.
By law, the GI Bill rate increase is tied to the average cost increase of undergraduate tuition in the U.S. For the 2019-2020 school year, that increase will average 3.4%.
More than 80 percent of those taking advantage of their GI Bill benefits are doing so through the Post-9/11 GI Bill.
Private & foreign school GI Bill rates
Effective Aug. 1, 2019, those using the Post-9/11 GI Bill at a private or foreign school will see their maximum yearly GI Bill rate increase from ,671.94 to ,476.79.
Those who are enrolled in flight schools will see their annual maximum GI Bill benefit increase from ,526.81 to ,986.72.
An F-22 Raptor from the Hawaii Air National Guard’s 199th Fighter Squadron returns to a training mission after refueling March 27, 2012, over the Pacific Ocean near the Hawaiian Islands.
(U.S. Air Force photo by Tech. Sgt. Michael Holzworth)
You can be reimbursed up to ,000 per test for licensing and certification tests. For national testing programs, there is no maximum amount of GI Bill reimbursement. Your entitlement will be charged one month for every ,042.06 spent; currently, that trigger point is id=”listicle-2634152786″,974.91.
You can be reimbursed the actual net costs, not to exceed ,888.70 annually. That’s up from ,497.78 currently.
If you are attending classroom sessions, your housing allowance is based on the ZIP code of the campus location where you attend the majority of your classes.
If you are attending classes at a foreign school, not on a military base, your maximum housing allowance will be id=”listicle-2634152786″,789.00. This is prorated based on the length of your active-duty service and how many classes you are taking.
If you attend all your classes online, your maximum housing allowance will be 4.50. This is also prorated.
Keep up with your education benefits
Whether you need a guide on how to use your GI Bill, want to take advantage of tuition assistance and scholarships, or get the lowdown on education benefits available for your family, Military.com can help. Sign up for a free Military.com membership to have education tips and benefits updates delivered directly to your inbox.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
Weight was the issue. The B-25B, carrying a full combat load, was just too heavy to takeoff from the deck of the USS Hornet.
While the nation was still reeling in the wake of the attack on Pearl Harbor, Gen. Henry “Hap” Arnold, Chief of Staff of the Army Air Force, assigned Lt. Col. James “Jimmy” Doolittle to conduct a bombing mission on Tokyo to disrupt Japanese aggression and momentum and embolden the American public for the task ahead.
A seemingly impossible mission, as the United States had no aircraft with enough range to reach the Japanese home islands from any U.S. or allied nation’s runways.
The attack would have to be launched from the sea. However, carrier-based aircraft could only carry one or two small bombs each and had such short range that one of the U.S.’s precious few carriers would have to approach dangerously close to Japan, making it an easy target. The mission was seemingly over before it began.
Until the airmen examined the problem from a unique perspective – perhaps a longer range B-25B bomber, never designed to launch from an aircraft carrier, could be stripped of enough excess weight to launch at sea, bomb the target and then fly on to friendly airfields in China.
U.S. Army Air Force B-25 Mitchell bombers launch from the deck of the U.S.S. Hornet on April 18, 1942 to bomb the Japanese home islands in what came to be known as the Doolittle Raid.
On April 18, 1942 Doolittle’s Raiders did just that, launching off the deck of the Hornet, with wooden broomsticks in place of machine guns to save weight and extra fuel tanks to make the journey, and successfully completed their mission over Japan.
While bombers haven’t flown off a carrier since, the same spirit of innovation and trust in airmen that made the Doolittle raid possible is still alive and well in today’s Air Force.
Chief of Staff of the Air Force Gen. David Goldfein has challenged leaders across the force to take risks, trust their people and embrace failure as a way to learn and grow.
One unit, the 99th Reconnaissance Squadron, welcomed this idea with open arms.
A mobile chase car driver pursues a U-2 Dragon Lady reconnaissance aircraft during its landing at an undisclosed location in Southwest Asia, Dec. 7, 2015. Mobile chase car drivers act as a second pair of eyes and ears for U-2 pilots during their launch and landings, radioing adjustments to the aircraft to make up for the pilot’s limited sight of the runway. Pilots of the 99th Reconnaissance Squadron have procured GPS-style aviation watches that aid pilots in communicating with ground chase crews and collect inflight data to help with training, tracking physiological aspects of the pilots.
(US Air Force photo by Staff Sgt. Kentavist P. Brackin)
“The path that we’re making for our new initiatives is actually modeled off the Doolittle Raider patch, and we actually look to that for inspiration,” said Capt. Syed, 99th RS pilot. “They achieved something in a moment of national crisis, and really lifted morale and mood of the nation by doing something everybody thought was impossible, and what we’re trying to do in our little squadron with a few people, is to change the make up and the culture, so that when people come into work they’re happy, they feel empowered, and the leadership has enabled that.”
Syed saw a need in the aging U2 and T-38 airframes around him that could be met by using off-the-shelf products. One was a GPS-style aviation watch that would aid pilots and collect inflight data to help with training, tracking physiological aspects of the pilots and, in some instances, aid in safely returning an aircraft when mishaps occur.
“It wasn’t anything that I did, it was really what the culture and the environment of this organization allowed us to do,” Syed said. “We were able to go from thought to having it on our wrist in 100 days. And in other organizations of the Defense Department, I think that’s almost impossible.”
Discover the future: A simple but powerful charge put forth by Lt. Col. Matthew Nussbaum, 99th RS commander, has invigorated his squadron with the willingness and enthusiasm to seek out what is possible within the constraints of the DoD.
Lt. Col. Matthew Nussbaum, 99th Reconnaissance Squadron commander, fosters a command climate that encourages his airmen to start projects without being afraid of failing. Products of his command range from resourcing their own aviation watches to creating software applications built by 99th RS members that can benefit flying squadrons.
(US Air Force photo by Staff Sgt. Marianique Santos)
“There’s those that value initiative, mission command, execution, freedom of maneuver, but there’s a law of physics, so to speak, a law of humanity that bureaucracy grows. In the U.S. military, and the Air Force in particular, that bureaucracy has grown, and slowed us down,” said Nussbaum.
The culture of innovation being developed at the 99th is driving change, agility and initiative while disempowering the bureaucracy and putting the power of decision-making and freedom of maneuver back in its member’s hands, says Nussbaum.
In many ways, the 99th RS is similar to most Air Force squadrons, but what makes it stand out is its quest for information and learning.
“Knowledge is the key to everything,” said Maj. Ray, 99th RS pilot. “For us, in the case of being able to self resource and self heal, we’ve gotten into different areas to which we aren’t familiar like U.S. code, the defense, federal and Air Force acquisition regulation, and all these different entities, and what we’re discovering is that knowledge gives you the freedom to maneuver.”
Members of the 99th Expeditionary Reconnaissance Squadron prepare Lt. Col. Jeff Klosky for a U-2 Dragon Lady mission, April 19, 2014, at an undisclosed location in Southwest Asia.
(US Air Force photo by Tech. Sgt. Russ Scalf)
Ray and Syed credit their leadership with giving them the leniency and the freedom to be able to try and experiment, discover, learn and learn about learning. This symbiotic leader-follower relationship has allowed the team to progress rapidly.
“It’s a dynamic instability, F-16s are agile airplanes because they’re inherently unstable,” Ray said. “We’re not trying to destabilize command and control of the organization, what we’re trying to do is effect that same command and control at the user level – at the level of those who are out fighting and defending their nation. To resource them, and allow them to resource themselves, in ways people previously did not think was possible.”
Maj. Ray and Capt. Syed are 99th Reconnaissance Squadron who took initiative in learning the acquisitions process in order to make sure their squadron is equipped and ready to execute the mission.
(US Air Force photo by Staff Sgt. Marianique Santos)
Freedom of maneuver isn’t without challenges, though. Some of the toughest challenges come from the individuals themselves and learning to work as a team.
Nussbaum cautions people who think the frozen middle is a place that exists in a certain group of people but instead that it is in all of us. A whole team approach is key to mission accomplishment and having the tolerance to let others try problem solving in their own way is vital. Allowing everyone to have a chance to participate and come up with solutions adds a sense of ownership and fun to the process.
Like Doolittle, the 99th and the Air Force face many challenges that require new approaches and open-mindedness. Untethering unit members to give freedom to explore all avenues of problem solving is a progressive way ahead and one the Air Force is taking seriously.
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
The video starts off strong: “What’s a Navy SEAL’s greatest weakness?”
Now, I had the honor of interviewing U.S. Navy SEAL Remi Adeleke when he released his memoir Transformed. This is a hero with an incredibly moving back story that began with upheaval in Africa, then migrated to the streets of New York followed by honorable military service, and finally found him helping underprivileged children here in the States.
He is polished, professional, and inspiring. So his answer was so blunt and surprising and purrrrfect that I spit out my drink when I heard it:
Ah Remi, thank you for getting this ball rolling.
Next question! “Could the entire U.S. military take on a full regiment of Imperial Storm Troopers?”
Fun fact, the Mon Calamari species were named after ‘Star Wars’ creature artist Phil Tippett’s calamari salad he was eating for lunch.
This is where we reveal that we’re all just a bunch of nerds.
Green Berets Chase Millsap and Terry Schappert immediately provide in-depth critiques about insurgency strategies within the Star Wars canon and lay out a plan of attack. Benioff and Weiss might want to reach out when they approach military tactics in their forthcoming scripts…
Infantry soldiers often carry an array of supplies and gear that together can weigh anywhere from 60 to 120 pounds, said Capt. Erika Hanson, the assistant product manager for the Squad Multipurpose Equipment Transport.
But the SMET vehicle, which the Army expects to field in just under three years, “is designed to take the load off the soldier,” Hanson said. “Our directed requirement is to carry 1,000 pounds of the soldier load.”
That 1,000 pounds is not just for one soldier, of course, but for an entire Infantry squad — typically about nine soldiers.
Late May 2018, during a “Close Combat Lethality Tech Day” in the courtyard of the Pentagon, Hanson had with her on display the contenders for the Army’s SMET program: four small vehicles, each designed to follow along behind a squad of infantry soldiers and carry most or all their gear for them, so they can move to where they need to be without being exhausted upon arrival.
“I’m not an infantry soldier,” Hanson said. “But I’ve carried a rucksack — and I can tell you I can move a lot faster without out a rucksack on my back. Not having to carry this load will make the soldier more mobile and more lethal in a deployed environment.”
The four contender vehicles on display at the Pentagon were the MRZR-X system from Polaris Industries Inc., Applied Research Associates Inc. and Neya Systems LLC; the Multi-Utility Tactical Transport from General Dynamics Land Systems; the Hunter Wolf from HDT Global; and the RS2-H1 system from Howe and Howe Technologies. Each was loaded down with gear representative of what they would be expected to carry when one of them is actually fielded to the Army.
(U.S. Army photos)
“Nine ruck sacks, six boxes of MREs and four water cans,” Hanson said. “This is about the equivalent of what a long-range mission for a light Infantry unit would need to carry.”
Hanson said that for actual testing and evaluation purposes, the simulated combat load also includes fuel cans and ammo cans as well, though these items weren’t included in the display at the Pentagon.
These small vehicles, Hanson said, are expected to follow along with a squad of soldiers as they walk to wherever it is they have been directed to go. The requirement for the vehicles is that they be able to travel up to 60 miles over the course of 72 hours, she said.
Three of the vehicles are “pivot steered,” Hanson said, to make it easier for them to maneuver in off-road environments, so that they can follow soldiers even when there isn’t a trail.
One of the contenders for SMET has a steering wheel, with both a driver’s seat and a passenger seat. So if a soldier wanted to drive that vehicle, he could, Hanson said. Still, the Army requirement is that the SMET be able to operate unmanned, and all four vehicles provide that unmanned capability.
All four contenders include a small, simplistic kind of remote control that a soldier can hand-carry to control the vehicle. One of those remotes was just a light-weight hand grip with a tiny thumb-controlled joystick on top. A soldier on patrol could carry the light-weight controller at his side.
More advanced control options are also available for the SMET as well, Hanson said.
“All can be operated with an operator control unit,” she said. “It’s a tele-operation where you have a screen and you can operate the system non-line-of-site via the cameras on the system.”
When soldiers on patrol want the SMET to follow along with them, they can use the very simple controller that puts a low cognitive load on the Soldier. When they want the SMET to operate in locations where they won’t be able to see it, they can use the more advanced controller with the video screen.
Hanson said the Army envisions soldiers might one day use the SMET to do things besides carry a Soldier’s bags.
“It’s for use in operations where some of the payloads are like re-trans and recon payloads in the future,” she said. “In that situation, it would be better for a soldier at a distance to be able to tele-operate the SMET into position.”
(U.S. Army photo by C. Todd Lopez)
The “re-trans” mission, she said, would involve putting radio gear onto the SMET and then using a remote control to put the vehicle out at the farthest edge of where radio communications are able to reach. By doing so, she said, the SMET could then be part of extending that communications range farther onto the battlefield.
One of the vehicles even has an option for a soldier to clip one end of a rope to his belt and the other end to the vehicle — and then the vehicle will just follow him wherever he walks. That’s the tethered “follow-me” option, Hanson said.
In addition to carrying gear for soldiers, the SMET is also expected to provide electric power to soldiers on patrol. She said while the vehicle is moving, for instance, it is required to provide 1 kilowatt of power, and when it’s standing still, it must provide 3 kW.
That power, she said, could be piped into the Army’s “Universal Battery Charger,” which can charge a variety of batteries currently used in soldier products. Vendors of the SMET have each been provided with a UBC so they can figure out how best to incorporate the device into their SMET submissions.
Hanson said the Army hopes that the SMET could include, in some cases, up to five UBCs on board to ensure that no soldier in an Infantry squad is ever without mobile power.
In November 2017, the Army held a “fly-off” at Fort Benning, Georgia, where 10 contenders for the SMET competed with each other. Only the developers of the vehicles were involved in the fly-off.
“From those, we down-selected to these four, based on their performance,” Hanson said.
To make its choice for the down-select, she said the Army looked at things like mobility and durability of the systems.
Now, the Army will do a technology demonstration to down-select to just one vehicle, from the remaining four. To do that, Hanson said, the Army will first provide copies of the competing SMET vehicles to two Army Infantry units, one at Fort Drum, New York, and one at Fort Campbell, Kentucky. Additionally, Marines at Camp Lejeune, North Carolina, will also get a set of the vehicles.
“Over the course of the tech demo, we’ll be getting feedback from the soldiers and the Marines on what systems best fill the need for the infantryman,” she said.
The technology demonstration, she said, will last just one year. And when it’s complete, feedback from soldiers and Marines will be used to down-select to just one system that will then become an Army program of record.
“I think the best part of the program is the innovative approach the team is taking to field them to soldiers before they select the program of record,” Hanson said. “That way, it’s the soldier feedback that drives the requirement, not the other way around.”
Hanson said she expects the program of record to begin in the first quarter of fiscal year 2020, after which the Army will go into low-rate initial production on the SMET. By the second or third quarter of FY 2021, she said, the first Army unit can expect to have the new vehicle fielded to them.
Hanson said the Army has set a base price of $100,000 for the SMET.
In 1942, young Norma Jean Dougherty married Jim Dougherty, a Van Nuys, Calif. factory worker. The next year, her husband enlisted in the Merchant Marine and, by 1944, was sent to the Pacific Theater of World War II. Then just 18 years old, Norma Jean moved in with his parents in Van Nuys and began working at the Radioplane Munitions Factory.
That’s where an Army Air Forces photographer captured some photos of her at work, and her life changed forever.
Norma Jean had a rough life up until that point. Her mother was mentally unstable and she was placed in and out of foster homes and orphanages until she was 16. That’s when she married Jim Dougherty in an effort to avoid being sent back to another orphanage. She became a housewife for a brief time until the Second World War forced her husband to join the Merchant Marine and she was sent to work in a factory.
Norma Jean Dougherty working on a propeller unit at the Radioplane Factory in Van Nuys, Calif., 1944.
(U.S. Army Air Forces)
The photographer, Pvt. David Conover, was sent to the factory by his commander, Capt. Ronald Reagan, who wanted photos of pretty girls hard at work on the homefront for the boys fighting overseas.
“I moved down the assembly line, taking shots of the most attractive employees,” Conover later wrote. “None was especially out of the ordinary. I came to a pretty girl putting on propellers and raised the camera to my eye. She had curly ash blond hair and her face was smudged with dirt. I snapped her picture and walked on. Then I stopped, stunned. She was beautiful. Half child, half woman, her eyes held something that touched and intrigued me.“
One of Norma Jean Dougherty’s first modeling photos.
In the end, Conover didn’t use any of Dougherty’s photos for the work he was assigned to do for the Army that day. He would end up taking leave from the Army Air Corps to spend two weeks shooting Norma Jean and teaching her how to pose for the camera. Eventually, she signed on with the Blue Book Modeling Agency in 1945, sometimes using the name Jean Norman.
The photographer was soon sent off to the Philippines and lost contact with Norma Jean. It wasn’t until 1953, when her career was taking off, that he learned his discovery was the bombshell everyone knew as Marilyn Monroe. She credited this to Conover all her life, and the two were reunited briefly on the set of Gentlemen Prefer Blondes.
Marilyn Monroe and Emmeline Snively on the set of ‘No Business Like Show Business.’
Her first modeling gigs were mostly advertisements and men’s magazines, as she had more of a “pin-up” figure than one of a fashion model, according to her agency. It was the Blue Book Modeling Agency’s founder, Miss Emmeline Snively, who introduced Norma Jean to the movie industry.
One of the most legendary successes of the Royal Air Force in World War II was a bombing raid that was written off for decades as a largely symbolic victory, but was actually a technically challenging operation that choked Nazi industry in 1943 and helped ensure that German factories couldn’t produce the materiel necessary to win.
A Lancaster bomber with the special Upkeep bomb bay and bomb used in Operation Chastise in May, 1943.
(Royal Air Force)
The Dam Busters Raid, officially known as Operation Chastise, was the result of a series of bombing raids that hit target after target in the Ruhr region of Germany, but failed to significantly slow German industrial output. Planners needed a way to cripple German industry, and large-scale bombing wasn’t getting the job done.
So, they presented an alternative: Instead of attacking individual factories and areas, they’d wipe out an entire productive region with the destruction of key infrastructure. Some of the best and most obvious targets were the dams in the Ruhr region.
The dams fulfilled a few key roles. They channeled water to where it was needed, provided hydroelectric power, and kept thousands of acres of farmland protected for regular cultivation.
Workers construct tanks in factories in Germany during World War II. Factories like this one, and the factories that fed them raw materials, were targeted during Operation Chastise, the “Dam Busters Raid.”
Destroying the dam would wreak worse havoc, allowing flood waters to damage dozens of factories essential for everything from coke production to tank assembly as well as additional farmland. The raid would tip the scales of 1943 and 1944 — provided they could figure out how to pull it off.
And figuring it out would prove tough. This was before England’s “earthquake” bombs, so the weapons available at the outset of the raid were basically just normal gravity bombs. But hitting a narrow dam with a bomb is challenging, and even a direct hit on the top of the dam would be unlikely to actually cause any sort of breach.
It would take multiple strikes, potentially dozens, in almost the exact same spot to really break a dam from the top.
An inert, practice bouncing bomb skips along the water in this video still from training drops by the Royal Air Force 617 Squadron. The bomb is one of the “Upkeep” munitions, the barrel-form of the weapon aimed at destroying German dams.
(Imperial War Museums)
But if the bomb could strike the dam, that would be much different. A bomb strike against the air-exposed side of the dam could heavily damage it, and a bomb in the right spot on the water side of the dam would cause the whole thing to shatter under the combined pressure of the blast and the water.
So, Britain went shopping for options, and they found a weapon under development by British engineer Barnes Wallis, who wanted to create a better bomb for taking out destroyers.
His thought was fairly simple: A bomb with the right shape and spin could skip across the water until it struck a ship. Then, the spin would drive the bomb underwater as it basically rolled itself down the outside of the ship. It would explode under the waterline with a payload much larger than a torpedo, dooming the ship. These became known as the “Bouncing Bombs.”
One of the flight crews from the Dam Busters Raid pose in July 1943. Their successful attack made the brand new 617 Squadron world-famous overnight and crippled German infrastructure.
(Royal Air Force)
His weapon was adapted slightly for Operation Chastise. The original “High Ball” design, basically a sphere, evolved into the “Upkeep” bomb, a more barrel-shaped weapon.
The British created an all-new squadron to conduct the mission, the 617. Pilots from across the Western Allies, including U.S., British Canadian, Australian, and Kiwi personnel, were assigned. The plan was for a low-level, nighttime raid targeting three dams in the valley. The squadron began intense training with the special bombs.
The most successful method they found was flying 60 feet above the water at 232 mph ground speed. While this gave the greatest chances of success and minimized the likelihood that surprised, tired anti-aircraft crews would get a shot at them, it also made for spectacularly dangerous and tricky flying.
The dam at Edertalsperre in Germany after the Dam Buster raid. The hole in the dam was estimated to be 230 feet wide and 72 feet high.
At 9:28 p.m. on May 16, 1943, the 133 men took off in 19 bombers aimed at three separate and challenging targets. They flew in three waves and successfully breached two of the dams while damaging the third.
The next morning, the attacks were reported in Germany and England. Germany tried to downplay the results, and Britain played up the success. For a generation, the exact results were in controversy. Even British historians would claim that the attack was over-hyped.
The English King George VI inspects the airmen of the 617 Squadron, the Dambusters, on May 27, 1943, after their widly successful mission.
(Royal Air Force)
The workers had to repair the physical dam before the fall rains or risk the region running low on water and electricity — even after the dam was repaired. They had to repair 100 damaged factories, not counting the 12 factories completely destroyed. Thousands of acres of farmland, necessary to feed the armies on the march, were ruined.
And, all of this came while the German army was desperately trying to stave off Soviet advances and just a year before the Normandy landings, increasing the chances of success there.
In other words, the mission was a stunning success. But it didn’t come without cost. Two bombers were lost on their way to the target. One struck the water’s surface and another hit electrical wires. Eight bombers were shot down.
53 Allied personnel were killed and another three captured.
WATM received this piece from a Marine reader deployed to Almaty, Kazakhstan, who was concerned about the scandal engulfing the Marine Corps over allegedly illegal postings of photos of female Marines on Facebook and other social media outlets. The views expressed in this piece are his own.
My views on the recent scandal are simple: sharing someone else’s nude photo with friends at the barracks is as equally reprehensible as sharing it on social media. There is no honor in either situation. If you justify the first, the latter will shortly follow.
I think the bigger problem here is that we have not done a good enough job fostering a culture of chivalry in the Marine Corps.
While we’ve done exceptionally well with regards to physical fitness, physical appearance, and discipline, we’ve also allowed a culture where “locker room talk” is not only acceptable, but somehow considered “manly” — and that couldn’t be further from the truth.
This issue is neither unique to the Marine Corps nor the military. This behavior plagues our schools and workforces, and is a detriment to our society as whole.
It’s true that we are a product of the society we recruit from, but it is also true that as Marines, we hold ourselves to a higher standard. Making Marines doesn’t simply mean training them for duty, but instilling in them the values and ethics that will in turn mold them into better citizens.
We have a proven record of doing just that, but we regularly fall short with our commitment to female Marines, as evident with recent events.
On March 14, 2017, Gen. Robert B. Neller, the Commandant of the Marine Corps, told Congress he understands this kind of behavior is a problem in the Marine Corps, and he honestly confessed to not having a good answer in regard to how to fix it.
He took full responsibility as the Commandant, and I commend him for it. He didn’t make excuses; he acknowledged the deficiencies and I genuinely believe he is seeking a sustainable solution. That took humility and courage, which are characteristics of exceptional leaders.
To get to that end goal, I think it’s important we start at the beginning.
Men and women from all over the U.S. and our territories flock to Marine Corps Recruit Depots San Diego and Parris Island every year to become Marines. Currently, the requirements to even get accepted to attend Marine Corps recruit training are higher than in that of recent years.
The Marine Corps looks for quality men and women who will add value to our force and while we may come from different backgrounds and walks of life, in the end, we’re all united in our love of Corps and country.
Many of these recruits are fresh out of high school and still in their teens, which means that sex is typically the first and last thing on their mind and a big reason why the Marine Corps has traditionally conducted much of the training separately in order to reduce distractions and make the most out of those twelve weeks.
Male Drill Instructors are known to use sexual innuendos and lewd comments about women to help male recruits remember the skills and knowledge they need to graduate. While this might be an effective way to get the male recruits to absorb the information quickly, it also exacerbates a problem that we’ve already acknowledged takes place in our society, and therefore fosters a culture that is not conducive for chivalry to thrive.
It teaches Marines that disrespecting their female counterparts, by making lewd comments about them, is acceptable.
While this might be a common practice in the civilian sector, we should, and must, hold ourselves to a higher standard.
The Marine Corps’ core values are honor, courage, and commitment. While some Marines may not follow all of these, the truth of the matter is that most do, and it is our responsibility — as noncommissioned officers, staff noncommissioned officers, and officers — to instill these values in all of our Marines by setting the example and holding each other accountable.
I can’t tell you how much I love this organization as we’re perhaps the last real warrior culture that exists today.
We’re known as modern day Spartans, Devil Dogs, etc., but I think that some may have misunderstood what it means to be a warrior. Some equate it to being hostile and irreverent towards women. Some, unfortunately, believe part of being a man means to degrade our female counterparts even though Spartans were known to hold their women in the highest regard and medieval knights were the ones who created the concept of chivalry to begin with.
My hope is that we as Marines can grasp this concept and set the example for the rest. We are known to be “First to Fight,” and it’s a term we’re proud to bear.
We thrive on being known as standard-bearers, and that is a privilege and honor that should, and must, also extend to how we choose to lead.
The battle for Shal Mountain, dubbed “Operation Rugged Sarak,” went from Oct. 8-15, 2011. Shal Mountain sat above Shal Valley and controlled two important supply routes, one vital to coalition forces for resupply and one critical to insurgent smuggling between Pakistan and Afghanistan.
The insurgents controlled the mountain for years, but the men of B Company, 2-27th Infantry Regiment, decided to finally wrest control of it from the Taliban after two U.S. convoys were attacked from there, killing two soldiers. The battle for the summit would rage for eight days.
Specialist Jeffrey Conn was the Army medic who responded to the second convoy attack and was the medic on top of Shal Mountain during the fight for the summit. On the mountaintop, he would earn a Silver Star for saving the lives of at least nine U.S. and Afghan soldiers while also taking the lives of many insurgents — at least 12 in a single attack.
Mylee Cardenas had a plan: stay in the Army until they told her to leave. But her dreams of becoming a career soldier were derailed by cancer. Instead, she found her second wind in life as a model and actress.
Without any money in the family to afford college, Mylee had intended to use the military to become a doctor, joining at seventeen as soon as she finished high school. Once she was in, however, her plan quickly changed to be a career soldier. She deployed to Northern Afghanistan, where her unit was responsible for all nine provinces in the region. However, while she was there, things changed.
When she was diagnosed with Stage III breast cancer, she had every intention of defeating it and throwing herself straight back into the fight. The medical board reviewing her case had other ideas. After a lengthy process, she was declared unfit for duty, and retired due to both the breast cancer and severe combat-related PTSD.
She lost her uniform, which she considered her shield and strength overnight, but she gained so many new opportunities. Through motivational speaking, she was able to inspire people, especially veterans, around the country with her story. She now models, acts, and is a fitness coach on the side while she goes to school in the hopes of becoming a physical therapist.
Although she still comes home with the muscle memory of waiting for a phone call telling her she can return to duty, she now has other plans in place. While her circumstances of leaving the military were sad, she also came out with the feeling of suddenly being free.
Loose lips sink ships, the old saying goes. Nothing could be more true. And the combination of an international audience with highly classified intelligence along with a complete lack of understanding for what’s important and what’s not can be disastrous. It should come to no surprise for anyone reading that a Congressman learned this the hard way.
Back then, at least, it was enough to cost him the next election.
This f*cking guy.
In the early days of World War II, the Japanese didn’t really understand Allied submarine technology. Most importantly, they had no idea American and British submarines could dive so deep. When fighting Allied subs, the Japanese set their depth charge fuses to explode at a depth roughly equivalent to what their submarines could handle, which was a lot more shallow than American and British subs could dive. As a result, the survival rate of Allied submarines encountering Japanese ships was amazingly high.
For the first year or so of the war, the Americans enjoyed this advantage in the Pacific. Japanese anti-submarine warfare was never sophisticated enough to realize its fatal flaws, and American sailors’ lives were saved as a result. Then Kentucky Congressman Andrew J. May made a visit to the Pacific Theater and changed all that.
Droppin’ charges, droppin’ bodies
The Balao-class submarines of the time could dive to depths of some 400 feet, much deeper than the depth Japanese ships set their depth charges to explode. Congressman May was informed of this during his visit, along with a ton of other sensitive war-related information. Upon returning from his junket in the war zone, May held a press conference where he revealed this fact to the world, informing the press wires that American sailors were surviving in incredible numbers because the charges were set too shallow. The press reported his quotes, and eventually, it got back to the Japanese.
Who promptly changed their depth charge fuses.
A depth charge-damaged submarine.
Vice-Admiral Charles Lockwood was understandably livid when he heard the news, not just because a Congressman had leaked sensitive information to the press for seemingly no reason, but because he knew what the tactical outcome of the reveal would be. And Admiral Lockwood was right. When the Japanese changed their fuses, it began to take its toll on American submarines, which might have normally survived such an attack. He estimated the slip cost ten submarines and 800 crewmen killed in action.
“I hear Congressman May said the Jap depth charges are not set deep enough,” Lockwood reportedly told the press. “He would be pleased to know that the Japs set them deeper now.”
When the time came for May’s re-election campaign after the war in 1946, the reveal (which became known as The May Incident) along with corruption allegations became too much for the Kentucky voters, and May lost his seat in the House of Representatives. May served nine months in a federal prison for corruption.
The Air Force’s Special Access Programs is the highest level of top secret USAF funding – and it just put out a juicy new request for proposals. The service wants to spend $4.5 billion and hire 1,000 employees to develop a program that would “provide physical security and cybersecurity services to safeguard its most sensitive information.”
Billions spent just to counter all the Chinese people who have computers. Probably.
Sure, the price tag doesn’t really compare to some of the other Air Force programs out there. The F-35 program cost a whopping id=”listicle-2638759949″.5 trillion over more than a decade. The penetrating counter air program, the F-35 successor, would cost more than three times that. So the Air Force is no stranger to spending tons of cash on secret weapons. This time, the secret is much less public than ever before.
Air Force Special Access Programs were once referred to as the USAF’s “black programs,” clandestine development budgets that few in government were totally informed about and had little Congressional oversight due to the classified nature of their work. This latest program, Security Support Services, falls within that budget.
There is so much money flying around in this photo.
For those who know what working in government programs entails, the job descriptions for the potential hires alone can tell us a lot about the sensitive nature of their impending work. Employees for the new program would have to have an active TS/SCI security clearance (one of the highest in government) with a polygraph examination. Taking a lie detector test is just one of many added security measures that not every Federal employee with a clearance has to do.
But they’ll have to take it to work on USAF Security Support Services. Other duties will include: implement comprehensive security protocols to protect advanced technology programs throughout their life cycles, counterintelligence analysis, training, and investigations, and network monitoring and incident detection, response and remediation.
The Air Force’s final request for proposals will be released on Aug. 8, 2019, – and that’s all anyone needs to know.