Army equipment officials have issued a reminder to soldiers that the service’s authorized protective eyewear list is being updated regularly with high-tech options like lenses that adjust to changing light in the blink of an eye.
The Transition Combat Eye Protection lens features sensors with much greater sensitivity than commercial transitional lenses because they are designed to respond to visible light instead of UV rays, according to a recent Army press release.
“It’s a one-second button,” Capt. Michael McCown, assistant product manager of Head Protection at Program Executive Office Soldier, said in the release. “It’s not like your transition lenses that you get from your doctor that change as you go in and outdoors … it’s electronic.”
The authorized protective eyewear list, or APEL, is updated about every two years and offers a wide range of brands and styles of protective sunglasses and goggles which feature the APEL logo. All of the 27 types of eyewear on the list have been through rigorous ballistic and non-ballistic testing at Aberdeen Proving Ground, Maryland, according to the release.
(U.S. Army photo)
Soldiers who chose to buy non-authorized eyewear run the risk of suffering irreversible injuries, Lt. Col. Ginger Whitehead, the product manager for protective equipment at PEO Soldier, said in the release.
“We have seen some really horrific injuries with roadside bombs,” Whitehead said.
Facial injuries will still occur with authorized eyewear, but there is a chance the soldier’s eyes will be protected, she said in the release.
“The soldier’s face is all chewed up,” Whitehead said. “But when they pull his glasses off, where the skin is intact around their eyes, where you know without a doubt that eyewear saved their eyes.”
Soldiers can check out the Army’s APEL online and buy approved eyewear at most Army and Air Force Exchange Service stores.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
Editor’s note: This is the second in a series of profiles of incredible female veterans that WATM will be presenting in concert with Women’s History Month.
Young Amy Forsythe was champing at the bit to get into the military and continue her family’s tradition of military service. Her grandfather had been a Marine and her grandmother had been an Army nurse, and the two of them met while serving in on the Pacific island of Saipan during World War II.
To please her parents, Forsythe attended junior college for a few years, but she couldn’t suppress her desire to serve. She enlisted in the Marines in 1993 as a combat correspondent and spent her first year as a radio broadcaster stationed at Guantanamo Bay, Cuba.
“I ended up serving about eight years on active duty in the Marine Corps and then I went into the reserves before 9/11,” she explained. “After the attacks, it was inevitable that I would be mobilized.”
She deployed to Kabul, Afghanistan as a public affairs chief with an Army Civil Affairs Task Force in 2002 and 2003, the period when insurgent IED attacks were just starting to heat up. In 2006, she deployed with the 1st Marine Expeditionary Force to Al Anbar province, Iraq.
During the 2006 deployment in Fallujah, things started to really heat up,” Forsythe remembers. “We had a lot of close calls — rocket attacks, mortars — we were moving this huge satellite dish around Ramadi and Fallujah trying to avoid heavy engagements. My boss was also a female Marine, Major Megan McClung, and she was killed in Ramadi, which gives you the sense of what was happening.”
Forsythe saw a lot of women serving in combat zones and fighting alongside their male counterparts, regardless of billet or MOS.
“Women in combat isn’t anything new,” she says. “In the Marines, every Marine is a rifleman at the basic level. During Desert Storm, people said Americans weren’t ready for women to come home in body bags, but every person in a forward deployed area is susceptible to injury or death. Women serve and take just as much risk as men. If women can meet the standards, then everyone else can adjust.”
In 2006, Forsythe and her teammate, then-Cpl. Lynn Murillo took a lot of risks shuttling a satellite dish around Anbar Province, connecting Iraqi military and civic leaders with the pan-Arab media for the first time during the Iraq War. Since much of the success of the American mission in Iraq depended on controlling information, it was a critical mission.
She and Murillo spent most of their time out with Marines on foot patrols covering the Iraqi army training and connecting service members with hometown news stations and national news outlets. After a year in Anbar, she redeployed but was right back there a year later, astonished at the changes in the area.
“I couldn’t believe how things changed in Haditah and Ramadi,” she recalls. “There were still attacks to the base and personnel, but it was amazing to see the improvements to the infrastructure, roads, schools, etc. In 2006, the insurgency was at its worst and out of control. By 2008, Anbar Province was seeing security improvements and new construction underway.”
Her 22-year career spans changes for the U.S. military and for the women who serve. “I’ve seen so many changes through the years, but the wars helped prove women are willing to shoulder the burden of serving in combat zones. After her two tours in Iraq, she returned to Afghanistan in 2012 and also served with U.S. Africa Command based in Stuttgart, Germany, in 2014.
Of all her assignments and risks, one the most harrowing events of her career occurred when she was on temporary duty assigned to the public affairs office at the Washington Navy Yard in September 2013.
“It started like any other ordinary day, until the Navy Yard Shooter put us in lockdown mode,” Forsythe remembers. Our office was next to Building 174, the scene of a mass-shooting incident. “It was surreal, tragic and beyond belief. After surviving four combat tours, there we were in Washington, D.C., losing all those people.”
After her first three combat tours, Forsythe accomplished what she set out to do in the military. Serving about 18 years in the Marines on both active duty and in the reserves, Forsythe was looking forward to retiring from the reserves until the Marine colonel for whom she worked encouraged her to apply for the Navy’s Direct Commission Officer program.
“I didn’t know this program existed,” Forsythe says. “But accepting a commission with the Navy is a continuation of my desire to serve. When you go from enlisted to officer, you can look forward to a 35 or 40-year career and retire at age 60.”
Her education and experience as a military journalist allowed her land a job as a reporter and occasional anchor for a local television station. And these days, when not activated, she runs a media company in the San Diego area.
“I love seeing veterans transition out of the military and end up owning their own businesses,” says Forsythe. “It’s so encouraging to see vetreprenuers who have certain skill sets and want to own their own business. Putting a dollar price on your services isn’t easy. It’s hard to determine your own value because you don’t want to under-sell yourself.”
She doesn’t consider herself special, but makes it a point to inform anyone, especially female service members, that anything is possible if you are aware of your own potential.
“I would tell other female service members and veterans to be curious. Be creative. Be confident. In other words, keep learning and seeking knowledge, use creative problem-solving techniques and believe in yourself.”
Serving as enlisted and as an officer, on active duty and in the reserves, in both the Marines and the Navy, Forsythe encourages others to seek opportunities in the reserves.
“It’s been a struggle to balance a civilian career,” she says. “But it’s like having the best of both worlds. Cutting ties with the military too abruptly can cause regret for some service members. Plus, the extra monthly pay and camaraderie with other ‘weekend warriors’ is a great way to stay connected with others who have similar experiences.”
“I’m sure they’ll have to pry the uniform out of my hands when that retirement day comes,” says Forsythe. “But I will always advocate for veterans. The service has been such a part of my life, I will continue to serve in uniform for as long as I can.”
A 19-year-old participant in Iran’s recent street protests says that while the wave of public demonstrations has subsided, the antiestablishment unrest in December and early January opened many Iranians’ eyes and the underlying anger remains.
“Nothing [the authorities] do will decrease people’s anger and frustration,” Hadi, the son of a working-class family in the northwestern city of Tabriz, told RFE/RL.
Tabriz is one of more than 90 cities and towns where protests were unleashed after a Dec. 28 demonstration in Mashhad, the country’s second-largest city, over rising prices and other grievances.
At least 22 people are thought to have been killed in the unrest, which targeted government policies but also featured chants against Iran’s clerically dominated system and attacks on police and other official institutions.
The demonstrations have tapered off in the past week amid a pushback by authorities that included harsh warnings and a conspicuous show of force by security troops, the blocking of Internet access and social media, and reports of three deaths in custody and thousands of arrests.
Supreme Leader Ayatollah Ali Khamenei and other Iranian officials have blamed the flare-up on foreign “enemies.”
But President Hassan Rohani took a different tack, leaving open the possibility of foreign influence but adding, “We can’t say that whoever who has taken to the street has orders from other countries.” Rohani acknowledged that “people had economic, political, and social demands” and said Iranians “have a legitimate right to demand that we see and hear them and look into their demands.”
Iranian officials were said to have eased some of the price increases stoking some of the protests.
Won’t get ‘fooled’ again
Hadi, who asked RFE/RL not to publish his last name, dismissed that and other steps as mere attempts to ward off public anger in the short term and said he thought such tactics have lost their effectiveness.
“They may decrease the price of eggs, thinking that they can fool people. But people are now very much aware,” Hadi said.
Hadi talked of his own frustration at being accepted into Iran’s Islamic Azad University but being unable to afford the school’s fees.
“My father says [Islamic Republic of Iran founder Ayatollah Ruhollah Khomeini] promised that we won’t even pay for water, [that revolutionaries] said they would give everyone free housing,” he said, adding that four decades later many Iranians struggle to make ends meet.
Hadi said he and dozens of others took to the streets of Tabriz to complain of high prices, poverty, and repression in a country where he says authorities “bully” citizens.
The protests, Iran’s largest since a disputed election sent millions into the streets in 2009, were initially fueled by economic grievances and mostly young citizens frustrated by an ailing economy and a potentially bleak future.
Some Iranians envisaged rising prosperity two years after an international deal traded sanctions relief for checks on Tehran’s nuclear program, and Rohani campaigned for election in 2013 and reelection last year pledging mild reforms and more jobs.
Angry young men
A journalist in Tehran who did not want to be named attributed the protests to “angry young men” disappointed by reformists and conservatives, with no hope in the future.
“They have nothing to lose,” said the reporter, who had witnessed several protests in the Iranian capital.
The demonstrations morphed quickly into protests against the clerical establishment and the country’s leaders. Protesters called for an “Iranian republic” instead of an “Islamic republic,” while some complained that the clerics who have been ruling Iran since the 1979 revolution should “get lost.”
Many demonstrators also complained of Iran’s actions in the Middle East, including its military and other support for Syrian President Bashar al-Assad and aid to militants in the Palestinian territories and in Lebanon. They said Tehran should instead focus its resources on Iranians.
“Where in the world does a government spend its money on another country?” Hadi said. “[Assad] supports Iran because he is investing Iran’s money in his country.”
Hadi said he was frustrated at Rohani for abandoning social and economic promises: “He should take action, not just talk. He made many promises four years ago, but he hasn’t achieved them.”
But Hadi primarily blamed Khamenei — who, as supreme leader, holds the final word on religious and political affairs in Iran — for the state of affairs in the country, including the ailing economy and corruption.
“He is the main culprit, and his establishment,” Hadi said, adding that Iranian leaders “don’t know how to rule.”
Khamenei was the target of some of the chants, with protesters shouting, “Death to the Dictator!” and, “Death to Khamenei!” in many places.
Iran’s powerful Islamic Revolutionary Guards Corps (IRGC) said last week that the people and security forces had ended the unrest, which it said was fomented by Iran’s foreign enemies.
Former student leader Ali Afshari, who has been tortured in an Iranian jail for protesting against the establishment, also warned that there could be more unrest in Iran’s future.
“The forces that took part in these protests are different than those behind other demonstrations we’ve seen in past years,” said Afshari, who now lives in the United States. “They came out because of their basic needs; and since the establishment has serious problems on the economic front, it doesn’t have the ability to respond to these needs.”
Afshari predicted the latest wave of protests would mark a “turning point” in Iran’s modern political history.
“The geographical scope of these protests were unprecedented in Iran’s recent history. Within a week, protests were held spontaneously in 82 cities across Iran.”
Meanwhile in Tabriz, Hadi insisted that the rage that sent him and others into to the streets won’t go away.
“This regime has to go, that’s what I want,” he said. “In Tabriz, we say that now the regime is even afraid or our silence.”
Accounts are just starting to emerge of detainees locked up in connection with the protests, and Iranian officials continue to block many social-media networks and other sources of information, including Western radio and television.
“Even if there are no more protests [right now], it will explode one day,” Hadi said. “This is not the end.”
When ships deploy out to sea, it’s important they bring the fuel and spare parts they need. The ship’s crew also needs to be supplied. While food is often transferred to these ships, there’s also the pressing need for the crew to drink.
Although they’re surrounded by water, the ocean upon which these ships float isn’t exactly the best thing to drink. The National Oceanic and Atmospheric Administration points out that if you drink sea water, you get more dehydrated and, ultimately, dehydration kills people. Drinking seawater brings about other health problems that can cause problems on board ship, specifically the head.
It used to be that ships had to carry water that was safe for drinking. This made crossing oceans difficult to say the least. The sailing frigate USS Constitution (ex-IX 21), one of the original six frigates built for the United States Navy, had a crew of 450. Humans need to drink nearly a gallon of water a day, according to the Mayo Clinic, which, as you can imagine, meant carrying a lot of fresh water as cargo.
Well, today, making sure the sailors have plenty of fresh water for all their needs is much easier. The Navy can do this thanks to the Light Weight Purification System. It just takes one sailor to operate, and it can handle anything from sea water to fresh water. According to a Marine Corps document, this system can purify 75 gallons of water per hour.
The Navy, of course, has other systems that can handle larger amounts, but the Light Weight Purification System is very mobile, which becomes very useful for Marines on the front lines. Learn more about this system in the video below:
Around 2:30 p.m. Friday, the women of Platoon 3241, Lima Company, 3rd Recruit Training Battalion, moved into their squad bay aboard Marine Corps Recruit Depot San Diego and met their drill instructors for the first time.
The recruits of Platoon 3241 are the first women ever trained aboard the West Coast installation, and the day that new recruits move from the receiving barracks to the squad bay they’ll call home is affectionately known as “Black Friday.” Similar to what the Army used to call “Shark Attack,” the baptism in chaos is meant to introduce the recruits to the high-intensity operational tempo that defines entry-level military training.
Previously, all women who enlisted in the Marines trained exclusively at Marine Corps Recruit Depot, Parris Island, South Carolina, at the all-female 4th Recruit Training Battalion, but when Congress passed the 2020 National Defense Authorization Act, it included in the legislation a prohibition against gender-segregated recruit training at both of the Corps’ recruit depots. Until this year, the Marines sent all males west of the Mississippi River to San Diego, and all males east of the river to Parris Island. Congress has given the service until 2025 to fully integrate training at Parris Island, and until 2028 to do the same at MCRD San Diego.
Staff Sgt. Amber Staroscik, senior drill instructor for Platoon 3241, introduced herself and her team Friday and delivered the same speech every Marine recruit receives from their senior drill instructor. Afterward, Staroscik turned things over to her team of drill instructors.
“From then on, it’s chaos for the recruits,” said Staroscik, who completed a tour of duty as a drill instructor aboard Marine Corps Recruit Depot Parris Island, before volunteering for the duty in San Diego. “It’s a lot of movement, setting up the house. They’re doing things they’ve never done before, learning things from the ground up. It’s important for us to be aggressive and demonstrate our authority — to break them down and then build them up from there — because that’s how we show them the structure of how we want things done.”
Coffee or Die Magazine was granted access to Platoon 3241’s Black Friday to capture these historic photos.
Few know mission command better than retired Gen. Carter F. Ham. In the time between his enlistment as an infantryman in 1973 and his retirement as a geographic combatant commander in 2013, Ham experienced the Army from a variety of perspectives, including as the commander of U.S. Army Europe and as the director for operations for the Joint Chiefs of Staff.
As the current president and chief executive officer of the Association of the U.S. Army, Ham continues to make a difference on behalf of the men and women who serve. Here are his insights on mission command as the Army looks to the future.
Q: After having a career that spanned four decades, what does mission command mean to you?
A: When I think of mission command, it is getting the right process by which leaders make decisions to employ their forces from the strategic to tactical levels. It is freedom to act within intent and established parameters, and it’s achieving the right blend of initiative and control.
I’ve thought about this a lot as the Army sometimes has a tendency to rebrand old ideas with new names. The term “mission command” started gaining momentum over “command and control” in the late 2000s, particularly when Gen. Martin Dempsey was at Training and Doctrine Command. A lot of talk within the profession suggested this really wasn’t anything new but, rather, what the Army had always done in terms of mission-type orders and building trust.
General Carter F. Ham.
My sense was that it wasn’t quite the same. The cohort of senior Army officers at the time, myself included, grew up mostly in the Cold War era with very clearly defined boundaries, rear areas, adjacent units, and the like. When that era changed and the Army found itself in highly irregular warfare, leaders recognized command and control wasn’t adequate for the new environment.
The command piece was okay, but the control piece was overly regulated given the circumstances in which the Army was anticipated to operate. It was time for a change, and I think mission command was exactly the right focus. With varying degrees at varying levels, and certainly as circumstances change, we must enable leaders to operate with empowered, disciplined initiative and higher degrees of flexibility.
Q: What were some of the biggest challenges you faced as commander of U.S. Africa Command?
A: Most Americans think of Africa as a single place; it’s not. It is huge; at the very least, Africa is 54 countries with vast geographic differences, linguistic challenges, and economic, cultural, and ethnic diversity. It’s an exceedingly complex area of operations.
When Secretary of Defense Robert Gates told me he intended to recommend the president nominate me for [commanding general of] the Africa Command, I had two feelings simultaneously. First was pure exhilaration: “Holy smokes, you’re going to be a combatant commander! You get your picture hung on the entryway of the Pentagon!”
But instantaneously, the second feeling hit: “You don’t know anything about Africa.” At the time, it was not a part of the world any of us in the military thought much about.
Carter F. Ham as lieutenant colonel commanding U.S. forces in Camp Able Sentry, Macedonia, speaking to Admiral William Owens in 1995.
I was going from a very Europe-centric career — frankly a very comfortable setting for me because I had relationships with many of the senior leaders — to exceeding discomfort in Africa. It was intellectually stimulating, but I just didn’t have that foundational understanding of the area of operations as I did in Europe.
For me, this was mission command in practice at the upper operational and strategic levels. Despite the dispersed nature of U.S. forces, the requirement to work with host-nation forces, and the diversity of missions — ranging from very precise targeted activities and hostage rescue to maritime security, humanitarian assistance, and veterinary teams helping with herds of animals — there was still an expectation from the Secretary of Defense, the chairman of the Joint Chiefs of Staff, and the other service chiefs. They were empowering me to make decisions in this vast and complex area of responsibility.
You can’t do that with a highly structured, highly controlling style of leadership. I had to catch myself sometimes, and my senior enlisted leaders would often remind me, “General, they don’t need you to tell them how many times to turn the screwdriver; they need your intent.”
If you can describe your intent, subordinate leaders will accomplish the mission.
Q: How does mission command need to evolve to maximize readiness for the future operational environment?
A: There is recognition that the Army has to refocus after 15-plus years of irregular warfare and counter-insurgency operations. Gen. [Mark] Milley has it right; we have to get back to preparing for combat operations across all domains against a very capable, state-based adversary. It’s a much more complex environment in which to operate.
The first half of my career was highly structured and very clearly focused on a state-based adversary, the Soviet Union. It was a very dangerous, but also very predictable, period. We knew their doctrine and organizational structure; they knew ours. We knew their equipment and capabilities; they knew ours. Our war plans were incredibly detailed: we knew exactly where we were going to fight and exactly where almost every soldier was going to go in the defense of Western Europe. Control was dominant.
That is not the environment in which the Army will operate in the future. We have to develop leaders who can thrive in the ambiguity that is certain to exist in future combat. Leaders must know how to exercise mission command and make proper decisions without linkages to their higher and adjacent units, or when communications are degraded. That, I think, is the great challenge the Army faces today.
Carter F. Ham speaking to reporters during a press briefing at the Pentagon in October 2005.
Q: Can you discuss the importance of mission command for sustainment formations?
A: I’m not a logistician, but I learned the importance of sustainers early. When I was a division operations officer, I had some great mentoring from my division commander. The simple message was, “The brigades, they’re going to win the fight; you don’t need to spend time mapping things out for them. Your job is to set the conditions for those brigades to operate, and the biggest piece of that is sustainment.”
In the Cold War, sustainment was a complex operation; it’s tenfold more complex today. There are no longer safe rear areas, secure supply routes, or the ability to move “iron mountains” of supplies to the point of need at a moment’s notice.
In my era, sustainment was mostly a math problem: how do you move stuff from point A to point B? Today’s sustainment challenge is much more of an art than it is a science. How will sustainers make sure that dispersed, often separated, units have what they need to fight and win on the future battlefield?
The science is certainly still there; you still have to make sure fuel, water, chow, and ammunition are at the right place at the right time. But now, more than ever, sustainers have to be inside the heads of maneuver commanders, understanding what they want to achieve. That’s where it becomes more of an art, and I think that’s where mission command enters into the realm for sustainment leaders.
Q: How important is training?
A: I’m old enough to have been in the Army before there were combat training centers, and it’s night and day. I was an opposing force guy at the National Training Center in the mid- to late-1980s, and you could see the Army get better. Repetition matters. Complexity matters. The difficulty created in the training base matters.
We want Army leaders to be more challenged in their training than they will be in combat. That’s tough to achieve these days, particularly given multi-domain operations. How do you create that cyber, electronic warfare, or geographic complexity leaders will have to deal with? The more we invest in the rigors of our training, the better off we will be. That certainly applies to the sustainment force.
There are tremendous opportunities in the Synthetic Training Environment that allow for repetition and increased difficulty without great expense. At some point you still have to put Army units in the dirt to train, but it’s the most expensive way to do so. There’s so much you can do prior to that point so that units enter that phase at a much higher level. For all of our forces, the Synthetic Training Environment will yield a stronger Army that is able to train at levels we can’t imagine today.
General Carter F. Ham being sworn into office as the Commanding General, U.S. Army Europe by Cairman of the Joint Chief of Staff, Admiral Michael Mullen on Aug. 28, 2008.
Q: Where does integration with our allies and coalition partners fit into mission command?
A: In our guiding documents, including the National Military Strategy and Army vision, we’ve established a recognition that the Army will always operate with allies and partners. The scale will vary from time to time, but we’re always going to do so in some form. As fast as the Army is changing, we have to be careful we don’t leave our allies and partners out of our modernization efforts.
We also have to become increasingly comfortable with the idea of U.S. maneuver forces being sustained by forces of another country and vice versa. This became almost normal for us when our force presence in Iraq and Afghanistan was very high. Now that force levels are significantly lower, junior leaders have less opportunity to interact with our allies and partners. We have to find a way to replicate those kinds of activities in the training base.
Again, I think it is more art than science. Part of the art is making sure each of the partners has responsibility for support, for sustaining, and for direction in a coalition-type operation. That doesn’t happen by accident. Through the exercise of mission command, we want to create leaders who are comfortable in multinational environments.
Q: How are we doing as an Army when it comes to soldier resilience?
A: When I came home from Iraq, I think like many soldiers, I felt incomplete. I felt I had left soldiers behind; I came home and those I had served with were still there. I came to the Pentagon, the five-sided puzzle palace, and my work just didn’t feel very fulfilling. I had this tremendous longing to go back.
As a one-star general at the time, I don’t pretend I was on patrol facing hard combat every day like a squad leader or platoon sergeant. That’s an extraordinary kind of stress I frankly didn’t see on a daily basis. I think for leaders the effect is a little different; it’s a different kind of stress. Particularly for commanders, when you lose soldiers in combat — soldiers who are wounded or killed executing orders you issued — that stays with you.
When I came home, it was my wife who said, “Hey listen, you’ve changed.” That was important. It was recognition that a normal person can’t be exposed to combat and be unchanged. A lot of soldiers go through combat and deal with it very effectively. They’re resilient, they deal with it openly and confront it, and they continue to move forward. But there’s a spectrum, and on the other end are soldiers who have post-traumatic stress or, in more severe cases, traumatic brain injury. I was one of those who needed a little bit of help; mine came from an Army chaplain.
I’ll confess I was outed publicly. It wasn’t me coming forward; it was someone else talking about it. But as a general officer, my sense was [that] many other soldiers were having the same challenges readjusting to a nondeployed environment. If coming forward publicly would encourage one other soldier to get help and to say, “I’m having a tough time,” to his or her spouse, a chaplain, a social worker, a commander, a first sergeant, to somebody — then my speaking out was worthwhile.
I think the Army is once again leading the nation in matters like this. The senior leadership — the Secretary, Chief of Staff, and Sergeant Major of the Army — are coming forward and saying, “Hey, it is strength to step forward and say I need a little bit of help.”
Carter F. Ham listens to a soldier’s comments during a visit to the headquarters of the U.S. Army Civil Affairs and Psychological Operations Command (Airborne), a major subordinate command of the U.S. Army Reserve.
(Photo by Master Sgt. Mark Bell)
That’s what the Army needs. We need soldiers who can take a blow, whether physical or psychological, recover, and be stronger in continuing their mission.
There’s still a lot of work to be done; we shouldn’t kid ourselves that the stigma is gone. We have to keep it as a frontline Army effort and continue to say, “This can make you stronger; and when you’re stronger, our Army is stronger.” But I’m really proud of our efforts thus far.
Q: You’re one of only a few to rise from private to four-star general. What advice do you have for soldiers today?
A: First, recognize I didn’t go from private to four-star overnight; there were just a few intervening steps along the way. When I was enlisted, I rose to the exalted position of being our battalion command sergeant major’s driver. He was, to me, the model of the noncommissioned officer: mission-focused, hard on soldiers, and always fair. He made me a better soldier. And after all these years, it comes back to one question, “Why do you serve?”
We get so busy sometimes that we forget this. We talk a lot about what we do; we talk less about what we’re for. Whenever I have the opportunity to talk to young leaders, both enlisted and officers, I ask them to think about the oath they took. It is the bond that ties us together, the shared commitment each one of us made to serve the nation.
In my mind, it’s what makes the Army such a unique organization. I have lots of experience as a joint officer, and I truly value the other services. We have the best Marine Corps, the best Navy, and the best Air Force. But of all the services, I think the Army is uniquely of the people. We’re the biggest and most diverse. I think it’s worthwhile to sit back and say, “What is this Army for, and why is it that more than one million women and men have raised their right hand and said I’m willing to do this?”
Every now and then, take time to think about it. Don’t get consumed by it, but take pause and remember why you chose to serve this nation. I found when I did, it caused me to reflect as a professional soldier and “re-green” myself. For any Army leader — enlisted, officer, or civilian — it’s a worthy endeavor to remember why.
Arpi Dilanian is a strategic analyst in the Army G-4’s Logistics Initiatives Group. She holds a bachelor’s degree from American University and a master’s degree from Rensselaer Polytechnic Institute.
Matthew Howard is a strategic analyst in the Army G-4’s Logistics Initiatives Group. He holds bachelor’s and master’s degrees from Georgetown University.
This article was published in the January-March 2019 issue of Army Sustainment.
A U.S. Navy veteran who served in the Pacific during World War II finally received his service medals April 12 at the American Legion in Fort Smith, Arkansas — 71 years to the day from when he honorably discharged.
James Donald Neal Burnett, 91, of Alma was presented several medals, including the World War II Victory Medal, by U.S. Sen. John Boozman.
The senator called Burnett among the “greatest generation” and thanked him for his service.
“It’s a real honor to pat Mr. Burnett on the back and thank him for his service,” Boozman said before a large group of veterans gathered at the American Legion Ellig-Stoufer Post 31. “We do want to thank this special generation that went off and did incredible things, ordinary people who did extraordinary things, came back and just went back to work. They not only rebuilt our country but provided the protection for Europe and much of the rest of the world so they can rebuild. We forget about this sometimes.”
The veterans were there to have a closed-door discussion about their issues with the Veterans Choice health-care program. Boozman is a member of the Senate Veterans Affairs Committee and is hosting a series of listening sessions with Arkansas veterans. Boozman also had listening sessions two other local cities.
Before presenting the medals, Boozman also thanked the veteran’s wife, Imogene Burnett, and their family because “being in the service regardless of how long…is a family affair and we always want to remember the families that sacrificed.”
One of the Burnetts’ sons, James Alan Burnett, gave the ultimate sacrifice in 2002 on the Kate’s Basin fire in Wyoming. He was the first Oklahoma Department of Agriculture, Forestry Services employee to lose his life fighting a fire.
Kathy Watson, constituent services manager for Boozman’s office, said many World War II veterans did not receive medals simply because they went home after the war and did not apply for them. Boozman said his father, a B-17 waist gunner during WWII, also didn’t talk much about the war, and when asked to talk about his experiences would usually only offer a short description: “It was cold.”
James and Imogene Burnett’s son, Bob Burnett, said his father was among those who simply came home after the war and did not request the medals. A relative, state Rep. Rebecca Petty, District 93, “got the ball rolling” on Burnett’s medals after a family visit last year, Bob Burnett said.
In the recent 91st General Assembly, Petty entered House Resolution 1039 to honor Burnett for his service from 1943-1946 as a motor machinist’s mate third class on the USS Oak Hill LSD 7. He entered the Navy a few months after his 18th birthday, Nov. 11, 1943.
Anita Deason, Boozman’s senior military and veterans liaison, read a commendation letter in Burnett’s file for the ship’s crew from Capt. C.A. Peterson, dated June 14, 1945: “At Okinawa, Oak Hill participated in one of the largest and most important amphibious assaults in the history of warfare. Then for a period of 71 days, this vessel shared in the hazards of supporting armed forces on that island, often under continuous attacks by enemy planes. One suicide plane apparently aimed for this ship was splashed by the fire of our gun crews. By the cheerful cooperation of all hands, every mission assigned this ship was successfully carried out.”
The letter goes on to say that “outstanding” work was done in particularly by the repair force in the task of maintaining landing ships and craft in operation condition.
“Higher authority at first considered this job beyond the capacity of this ship, but by efficient administration and hard work it was done and earned high praise for the task force commander,” Peterson wrote.
Burnett, who was born Aug. 31, 1925, at Clayton, Okla., served two years, four months and 25 days in the Navy. He was honorably discharged, coincidentally, on April 12, 1946.
In addition to the WW II Victory Medal, the National Personnel Record Center also authorized Burnett to receive the Combat Action Ribbon, China Service Medal, American Campaign Medal, Asiatic-Pacific Campaign Medal, National Defense Service Medal, Honorable Discharge Button, and Honorable Discharge Lapel Pin.
Burnett is also eligible for the Philippine Liberation Ribbon, a foreign award that is not funded by the Department of Defense.
South Korea’s president said Feb. 26, 2018, that the United States should lower the threshold for talks with North Korea and that the two countries should start a dialogue soon.
President Moon Jae-in made the remarks in a meeting with Chinese Vice Premier Liu Yandong one day after a senior North Korean official told Moon that his country is willing to open talks with the United States.
The officials were in South Korea for the closing ceremony of the Pyeongchang Winter Olympics on Feb. 25, 2018.
According to his office, Moon asked for China’s support for U.S.-North Korea talks, and Liu responded that China would help facilitate them. Moon also said that North Korea should show a commitment to denuclearization, something it has refused to do.
Earlier, the U.S. said the international community needs to maintain maximum pressure on North Korea until it gives up its nuclear weapons development.
“We will see if Pyongyang’s message today, that it is willing to hold talks, represents the first steps along the path to denuclearization,” the White House said in a statement.
Moon met Feb. 25, 2018, with a North Korean delegation led by Kim Yong Chol, a former general whom South Korea has accused of being behind two attacks on the South that killed 50 people in 2010. Kim told Moon that North Korean leader Kim Jong Un wanted to improve ties with Washington and had “ample intentions of holding talks,” according to the South Korean president’s office.
The North Korean delegation met with Moon’s national security chief on Feb. 26, 2018. Moon’s office said the two sides agreed that the Olympics had been a meaningful stepping stone toward restoring inter-Korean ties, and to continue to collaborate to seek a permanent peace on the Korean Peninsula.
South Korean protesters burned a North Korean flag and used a knife to slash a portrait of Kim Jong Un near a hotel where the North Korean delegation was staying.
The Marine Corps’ Joint Light Tactical Vehicle is officially ready to deploy and support missions of the naval expeditionary force-in-readiness worldwide.
Marine Corps Combat Development Command, Combat Development and Integration declared the JLTV program — part of the Light Tactical Vehicle portfolio at Program Executive Officer Land Systems — reached initial operational capability, or IOC, on Aug. 2, 2019, nearly a year ahead of schedule.
“Congratulations to the combined JLTV Team for acting with a sense of urgency and reaching IOC early,” said Assistant Secretary of the Navy for Research, Development and Acquisition James Geurts. “Changing the speed in which we deliver, combined with coming in under cost and meeting all performance requirements, is a fine example of increasing Marine Corps capabilities at the speed of relevance which enables our Marines to compete and win on the modern battlefield.”
The JLTV, a program led by the Army, will fully replace the Corps’ aging High Mobility Multipurpose Wheeled Vehicle fleet. The JLTV family of vehicles comes in different variants with multiple mission package configurations, all providing protected, sustained, networked mobility that balances payload, performance and protection across the full range of military operations.
A Joint Light Tactical Vehicle displays its overall capabilities during a live demonstration at the School of Infantry West, Marine Corps Base Camp Pendleton, California, Feb. 27, 2019.
(U.S. Marine Corps photo by Sgt. Timothy Smithers)
“I’m proud of what our team, in collaboration with the Army, has accomplished. Their commitment to supporting the warfighter delivered an exceptional vehicle, ahead of schedule, that Marines will use to dominate on the battlefield now and well into the future.”
Several elements need to be met before a program can declare IOC of a system, which encompasses more than delivery of the system itself. The program office also had to ensure all the operators were fully trained and maintenance tools and spare parts packages were ready.
“IOC is more than just saying that the schoolhouses and an infantry battalion all have their trucks,” said Eugene Morin, product manager for JLTV at PEO Land Systems. “All of the tools and parts required to support the system need to be in place, the units must have had received sufficient training and each unit commander needs to declare that he is combat-ready.”
For the JLTV, this means the program office had to fully field battle-ready vehicles to the Marine Corps schoolhouses—School of Infantry East at Camp Lejeune, North Carolina; School of Infantry West at Camp Pendleton, California; The Basic School at Quantico, Virginia; and the Motor Transport Maintenance Instruction Course at Camp Johnson, North Carolina—and to an infantry battalion at II Marine Expeditionary Force. The program office started delivering vehicles to the schoolhouses earlier this year and started delivering vehicles to the infantry battalion July 2019.
A Joint Light Tactical Vehicle displays its overall capabilities during a live demonstration at the School of Infantry West, Marine Corps Base Camp Pendleton, California, Feb. 27, 2019.
(U.S. Marine Corps photo by Sgt. Timothy Smithers)
On Aug. 2, 2019, Lt. Col. Neil Berry, the commanding officer for 3rd Battalion, 8th Marines, notified Morin and his team of the unit’s combat readiness with the JLTV. On Aug. 5, 2019, The Director, Ground Combat Element Division at CDI notified PM LTV of its IOC achievement. The JLTV is scheduled to start fielding to I MEF and III MEF before the end of September 2019.
According to LTV Program Manager Andrew Rodgers, during the post-acquisition Milestone C rebaseline of the JLTV schedule in January 2016, IOC was projected to occur by June 2020.
Rodgers says that detailed program scheduling, planning and, most importantly, teamwork with stakeholders across the enterprise enabled the program office to deliver the vehicles and reach IOC ahead of schedule.
The Marine Corps’ Joint Light Tactical Vehicles has achieved initial operational capability.
(U.S. Marine Corps photo by Sgt. Timothy Smithers)
“It was definitely a team effort, and we built up a really great team,” said Rodgers. “In terms of leadership, our product managers’ — both Gene Morin and his predecessor, Dave Bias — detailed focus and ability to track cost, schedule and performance was key. Neal Justis, our deputy program manager, has significant prior military experience working for the Assistant Secretary of the Army for Acquisition, Logistics and Technology, so having him on board knowing how to work the Pentagon network was a huge force multiplier.”
Rodgers is quick to note that, although the team has reached IOC, this is really only the beginning of the JLTV’s future legacy.
“We are really at the starting line right now. Our grandchildren and great-grandchildren will see JLTVs in the DOD,” said Rodgers. “We’ll easily still have these assets somewhere in the DOD in the year 2100. Welcome to the start of many generations of JLTVs.”
This article originally appeared on Marines. Follow @USMC on Twitter.
Arts in the Armed Forces just launched an Action Fund to provide arts and dialogue to the military community in response to disruptive events on base. Every donation will be matched through Labor Day 2020 with the goal of raising $200,000 to help the military community in times of crisis.
Founded by U.S. Marine Adam Driver and Juilliard alumna Joanna Trucker, the mission of the non-profit is to use the powerful shared experience of the arts to start conversations between military service members and civilians in order to bridge the world of the arts and the world of practical action.
After disturbing accounts of violence, sexual assault and suicides on military bases like Fort Hood, this kind of activism can’t come soon enough.[instagram https://www.instagram.com/p/CEcJvDMAXqC/?igshid=1kzuh7yoiacyw expand=1]Login • Instagram
As most people can attest during the lockdowns of the COVID-19 pandemic, in times of crisis, people turn to the arts for entertainment, comfort and inspiration. We learn about our own humanity from storytellers. Organizations like Arts in the Armed Forces have also discovered how therapeutic artistic exploration can be for the warrior community.
Now, through Sept. 7, 2020, every gift up to 0,000 will be matched dollar for dollar by Craig Newmark Philanthropies, so you can double your impact by donating. You can name your gift in honor or memory of a loved one. You can also share your story by tagging @aitaf and #AITAFActionFund on Instagram.
Benefits for service members include film screening and panel tickets as well as other great initiatives like the Bridge Award, which recognizes emerging playwrights (and, recently, screenwriters) of exceptional talent within the United States military. Service members interested in applying can learn more about the Bridge Award here.
To contribute to the Action Fund and help provide morale-boosting experiences to the military and veteran community where and when they are needed most, check out the campaign here.
In the video above, you can learn more about Adam Driver’s service in the Marines, how he turned to the theater to recreate the camaraderie he missed after the military, and how the arts can be used to help returning veterans transition to civilian life.
The US Navy challenged China’s vast claims to the South China Sea on August 10, Navy officials revealed.
The US Navy conducted the third freedom-of-navigation operation under President Donald Trump in the South China Sea on August 10. The Arleigh Burke-class guided-missile destroyer USS John McCain (DDG-56) sailed within 12 nautical miles of Mischief Reef in the Spratly Island chain, according to Fox News.
A Navy P-8 reconnaissance and surveillance aircraft reportedly flew nearby.
The Arleigh Burke-class guided-missile destroyer USS Dewey sailed past Mischief Reef in late May. The Arleigh Burke-class guided-missile destroyer USS Stethem sailed near Triton Island, part of the Paracel Islands, in July.
Over the past year, China has been increasing its military presence in the South China Sea. China has been constructing military outposts in both the Paracels and the Spratlys and equipping them with armaments to protect its claims to the region, discredited by an international tribunal last year, through force.
China has constructed airstrips and hangars and protected harbors for the air and naval units in the Paracel Islands. The military has even deployed surface-to-air missiles. In the Spratly Islands, China has built airstrips and reinforced hangars, possible missile silos, and point defense systems.
The Chinese military has actually armed all seven of its military outposts in the Spratlys, strengthening its stranglehold on the disputed territories.
While the Trump administration was initially hesitant to rile China, which the president believed was an essential ally in addressing the North Korean nuclear crisis, Beijing’s hesitancy to act on the Korean Peninsula has led the administration to target China’s strategic interests.