Working in a hotel is no joke – those jobs are hard. Think about how hard you worked in basic training under the latrine queen, using a dirty sock to dust the day room, and how clean the barracks had to be to pass a drill sergeant’s inspection. Even if you’re looking to work in management, Hilton hotels host hundreds of thousands of event every year. It’s suddenly your job to manage that. Wherever you’re working in a hotel, it takes grit, organization, and attention to detail.
Do those traits sound familiar? They do to Hilton Hotels.
And to Hilton founder Conrad Hilton, a World War I veteran who served in France.
This might be part of the reason Hilton is all aboard with the mission of hiring 20,000 veterans by 2020. That is a good chunk of the hotel brand’s overall employees. As a matter of fact, when Hilton completes its most current mission, hires from the military-veteran community will comprise more than 17 percent of the company’s overall workforce. It first launched the initiative to hire 10,000 vets and spouses by 2020 but upon completing that mission two years early, Hilton set the goal to hire an additional 20,000 in the same time frame. That’s an astonishing dedication to the community of veterans.
It’s part of an initiative named Operation: Opportunity. The company and its CEO Chris Nassetta believes in what they call “the military skill set.” The hotel chain believes veterans bring incredible assets to their team and are affecting the company culture for the better as a result. So it makes sense for Hilton to hire as many veterans as possible. These skills include discipline, organization, problem solving, and teamwork.
Yeah, vets might know a little something about all that.
The company says hiring veterans is not only the right thing, but is also helping the company achieve its own goals.
“Operation: Opportunity is a shining example of the convergence of doing something that is good for society, good for our business, and good for our culture,” says CEO Chris Nassetta.
Hilton has a long history of supporting veterans, dating back to founder and Army vet Conrad Hilton’s postwar years. The elder Hilton had a knack for hiring vets after World War II, giving Korean War veterans and their families free nights (and spending money!) at some of his most popular hotels. Even during Vietnam, troops could get a free RR stay at the Hiltons in Hawaii.
The decision to hire veterans picks up where Conrad’s legacy left off, ensuring veterans have sustainable employment in a growing industry with one of the world’s top hospitality brands. Hilton is even supporting a number of veteran-related non-profits, no more appropriate than the Military Influencer Conference.
These days, Hilton may not be able to give veterans their own Hilton to run, but they do provide opportunity and training to run their own businesses through donating to events like the Military Influencer Conference. If you’re interested in starting your own business and don’t know where to begin, the Military Influencer Conferences are the perfect place to start. There, you can network with other veteran entrepreneurs while listening to the best speakers and panels the military-veteran community of entrepreneurs can muster. Visit the Military Influencer Conference website for more information.
During his 20 years as a SEAL, Willink writes that he realized that, “Just as discipline and freedom are opposing forces that must be balanced, leadership requires finding the equilibrium in the dichotomy of many seemingly contradictory qualities between one extreme and another.” By being aware of these seeming contradictions, a leader can “more easily balance the opposing forces and lead with maximum effectiveness.”
Here are the 12 main dichotomies of leadership Willink identifies as traits every effective leader should have.
‘A leader must lead but also be ready to follow.’
Willink says a common misconception the public has about the military is that subordinates mindlessly follow every order they’re given. In certain situations, subordinates may have access to information their superiors don’t, or have an insight that would result in a more effective plan than the one their boss proposed.
“Good leaders must welcome this, putting aside ego and personal agendas to ensure that the team has the greatest chance of accomplishing its strategic goals,” Willink writes.
‘A leader must be aggressive but not overbearing.’
As a SEAL officer, Willink needed to be aggressive (“Some may even accuse me of hyperagression,” he says) but he differentiated being a powerful presence to his SEAL team from being an intimidating figure.
He writes that, “I did my utmost to ensure that everyone below me in the chain of command felt comfortable approaching me with concerns, ideas, thoughts, and even disagreements.”
“That being said,” he adds, “my subordinates also knew that if they wanted to complain about the hard work and relentless push to accomplish the mission I expected of them, they best take those thoughts elsewhere.”
‘A leader must be calm but not robotic.’
Willink says that while leaders who lose their tempers lose respect, they also can’t establish a relationship with their team if they never expression anger, sadness, or frustration.
“People do not follow robots,” he writes.
‘A leader must be confident but never cocky.’
Leaders should behave with confidence and instill it in their team members.
“But when it goes too far, overconfidence causes complacency and arrogance, which ultimately set the team up for failure,” Willink writes.
‘A leader must be brave but not foolhardy.’
Whoever’s in charge can’t waste time excessively contemplating a scenario without making a decision. But when it’s time to make that decision, all risk must be as mitigated as possible.
Willink and Babin both write about situations in Ramadi in which delaying an attack until every detail about a target was clarified, even when it frustrated other units they were working with, resulted in avoiding tragic friendly fire.
‘A leader must have a competitive spirit but also be a gracious loser.’
“They must drive competition and push themselves and their teams to perform at the highest level,” Willink writes. “But they must never put their own drive for personal success ahead of overall mission success for the greater team.”
This means that when something does not go according to plan, leaders must set aside their egos and take ownership of the failure before moving forward.
‘A leader must be attentive to details but not obsessed with them.’
The most effective leaders learn how to quickly determine which of their team’s tasks need to be monitored in order for them to progress smoothly, “but cannot get sucked into the details and lose track of the bigger picture,” Willink writes.
‘A leader must be strong but likewise have endurance, not only physically but mentally.’
Leaders need to push themselves and their teams while also recognizing their limits, in order to achieve a suitable pace and avoid burnout.
‘A leader must be humble but not passive; quiet but not silent.’
The best leaders keep their egos in check and their minds open to others, and admit when they’re wrong.
“But a leader must be able to speak up when it matters,” Willink writes. “They must be able to stand up for the team and respectfully push back against a decision, order, or direction that could negatively impact overall mission success.”
‘A leader must be close with subordinates but not too close.’
“The best leaders understand the motivations of their team members and know their people — their lives and their families,” Willink writes. “But a leader must never grow so close to subordinates that one member of the team becomes more important than another, or more important than the mission itself.”
“Leaders must never get so close that the team forgets who is in charge.”
‘A leader must exercise Extreme Ownership. Simultaneously, that leader must employ Decentralized Command.’
“Extreme Ownership” is the fundamental concept of Willink and Babin’s leadership philosophy. It means that for any team or organization, “all responsibility for success and failure rests with the leader,” Willink writes. Even when leaders are not directly responsible for all outcomes, it was their method of communication and guidance, or lack thereof, that led to the results.
That doesn’t mean, however, that leaders should micromanage. It’s why the concept of decentralized command that Willink and Babin used in the battlefield, in which they trusted that their junior officers were able to handle certain tasks without being monitored, translates so well to the business world.
‘A leader has nothing to prove but everything to prove.’
“Since the team understands that the leader is de facto in charge, in that respect, a leader has nothing to prove,” Willink writes. “But in another respect, a leader has everything to prove: Every member of the team must develop the trust and confidence that their leader will exercise good judgment, remain calm, and make the right decisions when it matters most.”
And the only way that can be achieved is through leading by example every day.
The Navy is working to defeat a novel coronavirus outbreak among personnel serving aboard a hospital ship on the West Coast, the service told Insider on Tuesday, confirming earlier reporting by The San Diego Union-Tribune.
Seven members of the medical staff aboard the USNS Mercy, currently pier-side at the Port of Los Angeles, have tested positive for COVID-19, the disease caused by the coronavirus.
USNS Mercy departing San Diego Bay, its home port, in 2008.
All infected personnel have been taken off the ship, as have individuals believed to have come in close contact with them. In addition to the seven who definitely have the coronavirus, another 112 personnel were quarantined ashore as a cautionary measure.
A spokesperson for the Navy’s Third Fleet said that the outbreak has not affected the ship’s operations.
The Navy explained to Insider that the ship is taking precautions to protect the health and safety of the crew, adding that the ship, like hospitals ashore, has infection control procedures.
The Navy’s massive hospital ships, USNS Comfort and USNS Mercy, were deployed to New York City and Los Angeles to relieve the pressure on local hospitals overwhelmed by the coronavirus.
The USNS Mercy left San Diego on March 23 and arrived in Los Angeles a few days later. The USNS Comfort was rushed out of maintenance and sent quickly to New York City on March 28.
Since they arrived at their respective destinations, the two ships have consistently operated under capacity.
The USNS Mercy is presently treating 20 non-coronavirus patients, including one ICU patient. The USNS Comfort, which was retasked to treat both people with the coronavirus and those with other ailments, is currently treating 70 patients, including 34 people who are in intensive care, the Pentagon told Insider.
In total, the USNS Comfort has treated 120 people, 50 of whom have been discharged. About half of the patients treated had the coronavirus.
The USNS Comfort has had four members of its crew test positive for the coronavirus. Three have fully recovered and returned to work, and one is in quarantine.
A United States Navy EP-3E Aries electronic surveillance plane had a near-collision with a Chinese fighter in the East China Sea. The incident is the latest in a series of close calls between Chinese and American military assets.
According to a report by FoxNews.com, a Chinese Chengdu J-10 “Firebird” fighter armed with air-to-air missiles flew under the EP-3 and pulled up about 300 feet in front of the Navy plane, forcing it to make an evasive maneuver to avoid a collision.
The incident reportedly took place in international airspace, about 90 miles from Qingdao, headquarters of China’s North Sea Fleet.
According to GlobalSecurity.org, the North Sea Fleet includes some of China’s most powerful assets, including a number of the nuclear-powered submarines in service with the People’s Liberation Army Navy. The incident came days after Adm. John Richardson, the Chief of Naval Operations, spoke with his Chinese counterpart about North Korea.
The United States and China have been involved in a number of incidents in recent months. This past May, another pair of J-10s had a close encounter with a Navy P-3 Orion maritime patrol aircraft, coming within 200 yards of the plane, and making slow turns in front of the plane.
Also in May, the crew of an Air Force OC-135W Constant Phoenix radiation surveillance plane were on the receiving end of a “Top Gun” intercept that the Department of Defense characterized as “unprofessional.” In 2001, a J-8 “Finback” collided with an EP-3E, killing the Chinese pilot, and forcing the EP-3E to make an emergency landing at a Chinese airfield.
The United States has carried out a number of “freedom of navigation” exercises in the region, including a passage within six miles of Mischief Reef. China has threatened to fine ships that do not obey its maritime edicts in the South China Sea, a major maritime flashpoint.
While not as prominently in the news as the South China Sea, the East China Sea is also the location of territorial disputes, notably the Senkaku Islands, which both Japan and China claim.
Marbleezy asks: How did the ancient Romans manage to build perfectly straight roads hundreds of miles long?
The ancient Romans were a people famed for their architectural prowess, something no better demonstrated than by their ability to build almost perfectly straight and incredibly durable roads spanning expansive distances. For example, in Britain alone, the Romans built well over 50,000 miles of roads with the longest ruler-straight stretch spanning over 50 miles. They did all of this in an era without modern surveying tools, construction equipment, or even very accurate maps of precisely where their destination was for many of the areas. So how did they do it?
To begin with, it’s important to note there were a few different types of roads that were made throughout the Roman Republic and Empire, and exact method and materials used for road construction varied somewhat from region to region and evolved slightly over the centuries.
That caveat out of the way, the three main classification of Roman roads were viae terrenae, essentially dirt roads, often made by people walking and wagons riding over the same path over time; viae glareae, which would be a dirt road that was then graveled; and, finally much more interestingly, viae munita, which were more or less paved roads, some of which have survived through modern times.
Within these types of roads there were further classifications based on who could use them, such as viae publicae (public roads), viae militares (military or state use roads), and viae privatae (private roads, constructed at private expense and for the owners to decide who they allowed access, perhaps the general public or perhaps just a select few).
To help pay for them, roads of all types often had tolls, particularly at locations like bridges and city gates where it would be impractical to avoid the tolling location.
The Appian Way, a road connecting the city of Rome to the southern parts of Italy, remains usable even today.
This brings us to the road construction process itself. As dirt and gravel roads aren’t terribly interesting, we’re going to focus this article on the viae munita. So how did they make these incredibly durable and generally amazingly straight roads? After all, even with modern machinery, constructing and maintaining an expansive road system is an extremely time consuming and labor intensive process.
To start with, a group of surveyors would be sent out to figure out the precise direction connecting the two main points. At the same time, they’d attempt to plan the route as efficiently as possible while accounting for any major obstacles like tall mountains, rivers, etc. When possible, they may attempt to avoid such obstacles, but, particularly in some of the earliest Roman road construction, where it might result in having to take a large detour to get around, say, a mountain, if possible given the terrain, they tended to just build the road to go directly over it or directly through it. For example, the longest tunnel through such a mountain was the Grotta di Cocceio which was excavated from 38 to 36 BCE and is approximately 1 km (.62 miles) long and about 5 meters (5.4 yards) high and wide. Before WWII, it was also still a fully functional and safe to traverse tunnel despite standing about 2,000 years at that point, but was damaged during the war, though there are presently efforts to have it repaired and opened again to the public.
As for going over a mountain, it’s important to note here that we don’t mean they’d use switch backs as is the general method today. No, if at all possible, they’d just build roads straight up a mountain and down the other side, expecting the soldiers and mules and the like to just man up and traverse the steep slopes without complaint.
That said, as the empire matured, it did eventually become apparent that there were economic advantages to slightly longer roads that were easier for draught animals to pull carts over, and thus there was a shift to favoring longer distances but lesser gradients when talking roads for general public use.
A Roman street in Pompeii.
Either way, during the process, the surveyors would setup markers, often at very visible points like on hills, mapping out the optimal path, again trying to ensure the road would be as straight as possible between the start and end point to reduce needed labor, materials, and distance needed to traverse the road once it was complete.
This brings us to how they actually ensured perfectly straight roads between the markers. A key tool here was a device known as a groma. In a nutshell, this was nothing more than a sort of cross with four weights hanging from a string at each end of the cross to function as plumb lines. The whole thing could rotate with degree markers on top. Two of the plumb lines would then be lined up with a marker and then on the other side lined up with the previous marker. Where changes in direction would need to be made, the degrees were marked and ultimately the whole thing drawn up on a central document showing the entire route of the road with each segment.
Once the actual construction was to begin, the groma would once again be used, this time with rods pounded into the ground between markers using the groma to make sure every single rod was perfectly inline in between the markers.
Now, finally, construction of the road would start, usually first done via plows to loosen the soil, this would be followed by legionaries and/or slaves digging the ground out, with depth varying based on conditions. For instance, swampy land would need a lot thicker foundation if it was to have any staying power. For more typical ground, the trench needed would be somewhere in the realm of 3-6 feet (around 1-2 meters) deep. Once dug out, this would then be tamped down to a leveled, compact layer of earth.
From here, exact road composition varied based on available materials in a given region, land composition, and a variety of factors like this.
But typically large stones would be packed as tightly as possible together and into the earth base. Onto this layer would usually be placed smaller stones, sometimes comprising broken concrete or somewhat crushed rock, again packed and smoothed as best as possible. Depending on availability, they would also put a layer of sand on this foundation to make a genuinely perfectly smooth surface.
On top of all of this, at the minimum gravel would be added, packed, and leveled. In some cases, such as near big cities, as described in one manuscript on the construction of roads in Rome itself, paving stones, often flint, lava rock, or marble, would be embedded in cement for the top layer instead. When the road was complete, they are thought to have been quite smooth allowing for relatively bump free travel in carts and the like.
During this whole process, special attention was taken to making the center of the road higher than the sides so that any water would drain off, with the entire road surface itself also elevated above the ground on the sides where drainage ditches would generally be created to help rapidly move water away from the road in times of heavy rains.
Beside the roads were footpaths, sometimes graveled, which were particularly handy in the case of viae militares where only people with proper authorization could use the road itself. Finally, at the very outer edges of the roads, any nearby trees and bushes would be removed to help reduce areas for bandits to hide and surprise anyone with an attack, as well as to help ensure plant growth didn’t overtake the road or tree roots compromise it.
But this wasn’t the end of the construction process. They now needed to know exact distances along the road. It’s not fully clear how they did this, though a device known as the odometer of Vitruvius is mentioned starting around 27 BC and is often claimed to have been used for this purpose. However, whether it was actually ever used for road construction, or even made at all, is up for debate.
A depiction of Vitruvius presenting De Architectura to Augustus.
At a high level, this device used the spinning of a wheel to mark distance. In this case, it was the spinning of a wagon wheel which was in turn hooked up to gears that would drop a pebble into a container every Roman mile (4,841 feet, which is around 1,000 paces of an adult male, with the world “mile” deriving from the Latin milia, meaning, funny enough, 1,000 paces).
For whatever it’s worth, while Leonardo da Vinci tried and failed to make such a device as per outlined, in 1981 one Andre Sleeswyk was successful in building one exactly as described except, unlike da Vinci, he used triangular gear teeth instead of square ones. His justification for this modification being that these same type of gear teeth were used in the Antikythera mechanism, which was created sometime from around 250 BC to 70 BC, with the device itself used to predict various astronomical phenomenon like eclipses. Thus, perhaps if the odometer of Vitruvius was ever actually built and used, maybe it used these too.
There are, of course, many other much less technologically advanced ways they could have measure mile distances easy enough and with extreme accuracy. However they did it, at every mile mark, the law required they place an approximately two ton, 7 foot tall (2 feet in the ground) mile marker, called a miliarium. Helpfully, on this stone would be engraved the names of the locations the road connected and how many miles to each from that respective marker. A master marker, known as the Miliario Aureo or Golden Milestone was also created during Caesar Augustus’ rule and placed in the central Forum of Rome itself. This was the point at which all Roman roads were said to lead. It’s not actually clear what was on this master marker, but it’s been speculated it listed the distances from that point to all major cities under Roman rule.
Whatever the case, like the roads themselves, some of these mile markers are still standing giving archaeologists and historians a valuable snapshot of the past, since they tended to include not just basic geographic information, but information about when the road was built or repaired and by whom.
Next up, it was also required by law that regular way stations be built for official use, generally every 16 to 19 miles apart. These were more or less really nice resting areas providing food and drink and the like for officials. For the general public, inns known as cauponae would tend to pop up near these way stations. On that note, at particularly high trafficked way stations, many other businesses would pop up as well, sometimes leading to the creation of whole towns.
Along these roads you’d also find at similar intervals mutationes, or changing stations, where people could get the services of veterinarians, wheelwrights, etc., as well as potentially find new mounts.
To give you an idea of how fast one could move along these roads with its network of way stations and facilities, it’s noted that Emperor Tiberius once traversed about 200 miles in 24 hours after news that his brother, Drusus Germanicus was dying from gangrene after being seriously injured falling from a horse. A more typical time to traverse for, say, a government mail carrier was usually around 50 miles per day if not in a particular hurry.
But to sum up, it turns out that Roman road construction, amenities and all, wasn’t all that different from modern times, often featuring deep foundations, paved surfaces, proper drainage, landscaping around the roads, sidewalks, toll booths, rest areas, hotels, restaurants, the historic equivalent to gas stations and convenience stores, etc.
The infamous phrase — “Nero fiddled while Rome burned” — has come to mean a person who is neglecting their duties, probably by doing something frivolous. But did Nero actually sit around play music while Rome was burning around him in 64 AD?
To begin there was such a fire, though its extent is unknown. According to Tacitus, the fire lasted for six days and decimated Rome, with only four districts untouched (out of a total of fourteen). He goes on to state that ten of the eleven districts that burned were heavily damaged, with three of those completely destroyed. However, oddly, there is very little documented mention of the fire from those who actually lived through it. The only Roman historian during that period who even mentioned it at all was Pliny the Elder, and even he only briefly referenced it in passing.
Had it been as widespread as Tacitus claimed, one would think the likes of Plutarch, Epictetus, or other such famed Roman historians who lived through the fire would have mentioned such a significant event. And, indeed, we see that perhaps it wasn’t that great of a fire from the only other documented first hand account of the scope of the disaster — a letter from Seneca the Younger to Paul the Apostle, where he explicitly stated that only four blocks of insulae were burned (a type of apartment building), along with 132 private houses damaged (about 7% of the private houses in the city and .009% of the insulae). Not anywhere close to as widespread as Tacitus later claimed, though Seneca did say the fire lasted six days, as Tacitus stated.
As to Nero’s reaction to the fire, the first and biggest flaw in the fiddling story is that the fiddle, or violin, didn’t actually exist in Nero’s time. Historians aren’t able to give an exact date for the invention of the violin, but the viol class of instruments to which the violin belongs wasn’t developed until at least the 11th century. If Nero actually did play a stringed instrument—and there’s no evidence that he did, whether during the burning of Rome or otherwise—it was probably a lyre or cithara.
Okay, so some details can get muddled through history. But did Nero neglect Rome while it burned? Historians argue probably not. Reports do place Nero thirty-five miles away from Rome at the time of the fire, as he was staying in his villa at Antium. However, an account from Tacitus tells us that he returned to Rome immediately when word of the fire reached him in order to begin relief efforts. As the fire raged on, Nero even opened up his own gardens to provide a temporary home for those who were now homeless. He also ordered the construction of emergency accommodation and cut the price of corn, as well as provided food directly, so that people could eat. Besides this, he paid for much of these relief efforts out of his own pocket.
However, Tacitus also tells of the rumour that had spread among the masses: while the flames surged through the city, Nero stood on his private stage and sang about the destruction of Troy in a comparison of the two events. Whether or not the rumour had any evidence to back it up or was just something made up by the unhappy masses, we don’t know, but this and Suetonius’ account are the most likely source of the fiddle story we hear today. Unfortunately for Nero, at least in the context of this story, he did have a reputation for enjoying concerts and participating in music competitions, so the activity itself wasn’t entirely unlikely even if the timing of the act is highly questionable.
Bust of Nero at the Capitoline Museum, Rome.
While Tacitus claims the singing story was a rumour, Suetonius wrote about it with conviction. However, the story could have been an attempt to further mar Nero’s name. Nero faced problems during his reign from the very start, when it was reported that his own mother poisoned his predecessor, Claudius. He was also blamed for the death of Claudius’ son Brittanicus, who was being urged to take his proper place as Emperor by overthrowing Nero. Numerous other deaths were thought to have been committed by Nero’s hand, including one of his wives and his own mother.
As such, Nero was painted as a man who was difficult for the masses to trust. No one knew how the fire started, and many Romans believed that he had started the fire that burned their city. (It likely started in shops containing flammable goods, and was probably an accident rather than any one person’s intentional act.)
With the mob out for blood, Nero was forced to turn to a scapegoat and blamed Christians for starting the fire. There were only a small number of Christians in Rome at the time and they were considered a strange religious sect, so they were an easy target. As Tacitus stated:
Consequently, to get rid of the report, Nero fastened the guilt and inflicted the most exquisite tortures on a class hated for their abominations, called Christians by the populace. Christus, from whom the name had its origin, suffered the extreme penalty during the reign of Tiberius at the hands of one of our procurators, Pontius Pilatus, and a most mischievous superstition, thus checked for the moment, again broke out not only in Judæa, the first source of the evil, but even in Rome, where all things hideous and shameful from every part of the world find their centre and become popular. Accordingly, an arrest was first made of all [Christians] who pleaded guilty [to the fire]; then, upon their information, an immense multitude was convicted, not so much of the crime of firing the city, as of hatred against mankind. Mockery of every sort was added to their deaths. Covered with the skins of beasts, they were torn by dogs and perished, or were nailed to crosses, or were doomed to the flames and burnt, to serve as a nightly illumination, when daylight had expired.
Even finding someone to blame for the fire didn’t help Nero’s plea of innocence. In the wake of the fire, he built a palace on top of some of the land cleared by the flames, which people argued he had been planning from the start, though this is highly unlikely as the place he built the new palace was over a half mile away from where the fire started. In addition to a new palace, Nero did provide for the reconstruction of the city, but rebuilding stretched the limits of Rome’s treasury at the time. He was forced to devalue Roman currency, which wasn’t a popular move.
Nero ended up committing suicide — or at least, begging his secretary to kill him when he lost the nerve to do it himself—four years after the fire. Accounts of his life and of the time of the fire are highly contradictory. Further, Suetonius and Tacitus wrote their histories fifty years after Nero died, and Cassius Dio wrote his 150 years later. Many historians also think it likely that Nero was more popular with the people of Rome than he was with the senators, and as all three of the main sources were from the senatorial class, it’s likely they carry more than a little bias against him, not unlike happened with the popular history of Marie Antoinette who popular history remembers very differently than who the actual woman appeared to be. That being said, Tacitus did state that while Nero’s death was welcomed by senators, the lower classes mourned his passing.
So in the end, the implication that “Nero fiddled while Rome burned” — or played the lyre, sang a song, or neglected his duty in any way — is likely the result of anti-Nero propaganda and an attempt to tarnish his name. The morality of many of his actions during his reign is open to debate, but the fiddling, or playing music, story is almost certainly a myth, unless he was playing to entertain the displaced masses he’d taken in.
This article originally appeared on Today I Found Out. Follow @TodayIFoundOut on Twitter.
Marine Corps Air Station Miramar, California — In a magnificent display of combat power, 3rd Marine Aircraft Wing (MAW) demonstrated its ability to lift a regiment of Marines and their equipment over long distances in a very short period of time in Southern California, Dec. 10, 2019.
Muddy and exhausted with dark clouds looming, the Marines trekked across a rain-soaked field, their footprints embedding into the mud with every weighted step. They marched toward the distant sound of rotor blades.
US Marine Corps CH-53E Super Stallions and MV-22B Ospreys with 3rd MAW waited on the horizon, ready to fulfill their role and extract the warriors following a training event that began with inserting Marines from 1st Marine Division.
Overhead, two UH-1Y Venoms secured an unseen 3-dimensional perimeter, ready to provide support if needed. This is what a regimental air assault looks like.
Four US Marine Corps CH-53E Super Stallions take off during exercise Steel Knight at El Centro, California, December 10, 2019.
(US Marine Corps photo by Lance Cpl. Julian Elliott-Drouin)
“The regimental air assault is part of Steel Knight 20, which is a 1st Marine Division exercise,” explained US Marine Corps Col. William J. Bartolomea, the commanding officer of Marine Aircraft Group (MAG) 39, 3rd MAW.
“But of course, as Marines and as Marine Pilots, we are always supporting our brothers and sisters on the ground. We’re involved because the Marine Air Ground Task Force (MAGTF) is better when all of its elements are put together.”
Helicopter Support Team Marines prepare an M777 Howitzer for external lift during exercise Steel Knight in El Centro, California, December 10, 2019.
(US Marine Corps photo by Lance Cpl. Julian Elliott-Drouin)
The regimental air assault used a variety of 3rd MAW Marines and machines and integrated each of their capabilities into an adaptable aviation maneuver, all working in support of the ground combat element.
“I think more than anything else, it provides versatility and flexibility,” said Bartolomea. “The air assault portion provides the ground element the ability to maneuver in three dimensions and bypass enemy strong points to get at enemy weak points. The flexibility and the range of fire power that 3rd MAW and MAG 39 brings in support of 1st Marine Division is critical to make sure they can achieve their objectives.”
US Marines load onto an MV-22B Osprey for a regimental air assault during exercise Steel Knight at Camp Pendleton, California, December 10, 2019.
(US Marine Corps photo by Warrant Officer Justin M. Pack)
The regimental air assault is one of the many exercises 3rd MAW performs in order to provide realistic and relevant training in support of ground operations.
“Training like this is vital to individual and unit readiness,” said Capt. Valerie Smith, a pilot with Marine Heavy Helicopter Squadron (HMH) 465, MAG-16. “Integrating aviation in the same manner that it would be used in a MAGTF gives the Marines the training they need to remain aggressive, prepared and focused on operational excellence.”
US Marines prepare for a tactical recovery of aircraft and personnel during exercise Steel Knight in El Centro, California, December 10, 2019.
(Photo by US Marine Corps/Lance Cpl. Juan Anaya)
Four MV-22B Ospreys arrive for a regimental air assault during exercise Steel Knight on Marine Corps Air Station Camp Pendleton, California, December 10, 2019.
(US Marine Corps photo by Warrant Officer Justin M. Pack)
“At the end of the day,” said Bartolomea, “this combined effort puts our enemies in a dilemma that gets our ground combat element to the objective they need, giving us a lethal edge on the battle field.”
The Super Stallions and Ospreys lifted off from the rain-soaked field, their precise and graceful movements a visible testament to the rigorous training required of aircrews.
The Marines, loaded in the fuselage, looked back on the landing zone as gusts from the rotors blew away all traces of them ever being there save for the muddied footprints they left behind as a reminder of their presence and the lethal capabilities of the force that moved them.
Air assaults of this magnitude are and will continue to be a vital part of the 3rd MAW’s preparation as they train and focus on naval integration and ship-to-shore transport, connecting the naval force and its warriors. The regimental air assault is but one example of how 3rd MAW supports the Navy-Marine Corps warfighting team.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
A Roman poet named Juvenal is credited with saying; “Quis custodiet ipsos custodes?” –a Latin phrase that means “who will guard the guardians?” Chaplains are often seen as these guardians, someone who looks after those who protect others.
Historically, nearly every unit in the Army has had chaplains assigned to look after the spiritual and/or emotional needs of the force, to include elite units such as U.S. Army Airborne, Rangers, and Special Forces. While many chaplains assigned to these units decide to go through the Basic Airborne Course and Ranger School, which can help them better relate to the soldiers in their care, few have had the opportunity to attend and complete the U.S. Army Special Forces Qualification Course.
“Support soldiers such as the staff judge advocate, surgeons office and chaplains, are a necessity to Special Forces, but they are not required and/or rarely offered the opportunity to attend SFQC, without having to re-class (change their MOS),” said Chaplain (Capt.) Mike Smith, now a Special Forces qualified chaplain with 3rd General Support Aviation Battalion, 82nd Combat Aviation Brigade, 82nd Airborne Division. “Now, since I completed the course and earned the coveted Green Beret, they see me as one of them. I have ‘survived’ the same challenges they had to survive in order to serve in the Special Forces community.”
“To me, it isn’t the fact that I am able to wear the beret as much as it allows me to understand the operators I serve. There is a sense of alienation when a support soldier, including the chaplain, arrives to an SF unit. There is some assessment time where the unit attempts to understand the new chaplain,” said Chaplain (Maj.) Timothy Maracle, a Special Forces qualified chaplain with 10th Special Forces Group (Airborne). “This period of acceptance and access to the unit allows a chaplain the ability to express their identity to the new group of soldiers and operators. On the other side, when the unit finally does accept the chaplain, there is an unbreakable bond. We support one another as if they were our own flesh and blood. The beret is the vehicle of access, but it doesn’t do everything for a chaplain, just provides access.”
Smith recalls some of the challenges he faced through his journey, explaining that a mere week from graduation he was told he may be receiving a certificate of completion rather than actually donning the Green Beret with the rest of his classmates. However, senior SF personnel such as Chaplain (Col.) Keith Croom expressed those chaplains who have met the same standards of SFQC as other candidates should be granted the opportunity to don the Green Beret and thus minister with their SF brethren.
Although these chaplains have met the same standards, been through the same training, and hold the same qualifications as many SF soldiers, they do not consider themselves ‘operators.”
“If there is one thing I learned, it is that I am not an ‘operator.’ I was not and am not called to that role. It’s not to say that I couldn’t take on that role, because I have gone through the training, but it’s more to say that my role is different,” said Chaplain (Maj.) Peter Hofman, a SF Qualified Chaplain and instructor at the U.S. Army Chaplain Center and School, Fort Jackson, South Carolina. “My role is to guard the guardians, to minister to those in the SF community.”
Hofman also recalls a moment during his time at SFQC when he was met with his share of adversity.
After his final patrol in the Small Unit Tactics portion of the course, Hofman notes that he was sitting with the rest of his platoon waiting for a final AAR (after action review), when an instructor walked up to him and said, “What’s your deal man?”, which led him to believe he had done something wrong. The instructor then clarified his initial question by asking why Hofman, as a chaplain, was learning about assaulting objectives and carrying weapons.
“I could tell he was irritated by my presence and after a little back and forth I finally said, ‘Well sergeant, I think the SF motto: ‘De Oppresso Liber’ is an important mission,” he said. “In fact, it is the same mission that Jesus stated was his mission in ‘Luke 4’ quoting from ‘Isaiah, chapter 61′. It’s a mission that I would like to be a part of and the SF community is a brotherhood that I would be honored to serve in’. Apparently, that satisfied him because he walked away. In that moment I became more aware than ever before what a huge responsibility I was being charged with and what a privilege it was to be there and serve with these ‘guardians.'”
Because of the unique situation these chaplains find themselves in (attending SFAS and SFQC as Chaplains), they also share a unique perspective.
“The essence of what SFQC has done for me is knowledge. Knowledge about how much these soldiers have been pushed, pulled, and stressed while going through the course. Knowledge about the way operators think, which assisted me during counselings with their spouse. Knowledge about how important perception is to an operator, as it is the first impression of a person that will assist an operator when he needs it,” said Maracle. “Knowledge about my own weaknesses and how understanding my breaking points, I can understand that in others as well. And finally, knowledge about the bigger picture of what is truly important to an operator and how to support them when they don’t even know they need it.”
According to Maracle, for him and his fellow chaplains, enduring and ultimately graduating this grueling course was never about the glory, but always about the soldiers they would later serve.
“Any time a chaplain can successfully complete challenging courses and become tabbed, I believe it bolsters the reputation of the (Chaplains) Corps,” said Crawley “I am a better man and chaplain for having gone through, and I believe it also gives us a voice in places we may not have without it.”
In 1943 and 1944, specially chosen units of the British Empire were sent into the jungles of Burma on “Chindit” expeditions that went deep behind Japanese lines and assaulted railways, logistic hubs, and bridges to cripple Japanese forces and force them to redirect forces from other fronts. Most soldiers sent into the jungle were wounded, killed, or fell ill, but they made the Japanese pay.
British officers Brig. Gen. Mike Calvert, Lt. Col. Shaw, and Maj James Lumley discuss tactics after the capture of Mogaung in Burma in June 1944 during the second Chindit expedition.
(Imperial War Museums)
The first Chindit expedition, Operation Longcloth, was effected by the 77th Indian Infantry Brigade when they marched into Japanese-occupied Burma in 1943. They attacked Japanese supply depots as well as rail and communication lines.
The unit was made up of multiple infantry regiments, a commando company, eight sections of the Royal Air Force, a signal section, and a mule transport company. Despite the large infantry elements the unit had on paper, they were predominantly a special operations force and they were trained that way, spending months in India working out how to move and live in the jungle with limited resupply or permanent structures.
But the effort was costly. A third of the troops were lost in the jungle or too wounded or sick to march out. The British left them behind. Another 600 were too ill after their return to civilization to fight again, and were sent to hospital until released from service.
Geurilla leaders, including British Maj. Gen. Orde Wingate at center, pose for a photo.
(Imperial War Museums)
Still, the efforts had proved that a single brigade of irregular forces, properly organized and trained, could shift the strategic balance in the jungle. The commander, British Gen. Orde Wingate, proposed a second, larger expedition for deployment in 1944. Prime Minister Winston Churchill readily agreed and assigned six brigades to the task and the American 1st Air Commando Group was assigned to support the operation.
While training the forces for the second Chindit expedition, Wingate took some time to help train America’s 5307th Composite Unit, which would earn fame under the name “Merrill’s Marauders” for operations similar to the Chindits’.
Operation Thursday began with two forces making their way into the country on the ground in the opening weeks of 1944 while four more brigades were to be inserted via glider. The initial glider landings on March 5 were unopposed but still faced major problems. Aerial reconnaissance had failed to spot ditches and trees on the dropzone and glider crashes killed 30 men and wounded 28.
Another 400 men landed safely and improved the runway enough for Dakota aircraft to start ferrying in supplies and additional men. 18,000 troops quickly arrived on the ground with everything they needed to move through the jungle and hunt Japanese soldiers, and more followed over the next few days.
A column of Chindit troops crosses a river in Burma in 1943.
(Imperial War Museums, Public Domain)
Wingate’s orders could be broadly summarized in three points. He was to:
Draw off and break up Japanese forces fighting in the Ledo Sector where Gen. Joe Stilwell was trying to create a road for U.S. resupply,
Prepare the battlefield for the Chinese forces advancing from the east, and
Absolutely destroy every Japanese target that presented itself.
Operation Thursday took place in the middle of Japan’s supply and logistics operations in Burma. Wingate said his force “had been inserted into the enemies’ guts.”
Unlike the 1943 operation, the second expedition relied on some static defenses and bases.
“White City” was constructed on a Japanese railway to control operations there, while a landing site named “Broadway,” one of the three original dropzones, was built into a large and powerful airbase. Other installations included “Aberdeen” and “Blackpool.” Except for the White City and Blackpool, both built on the railroad, Chindit installations were built into the jungle where they were less likely to stumble into Japanese forces.
Chindits prepare a roadblock as a precaution against Japanese attacks.
(Imperial War Museums)
The men were deployed in columns of about 400 men at a time, fighting when they encountered an appropriate enemy force but melting into the jungle and re-forming when faced with a larger Japanese element.
Occasionally, an especially tough target needed to be brought down, and the columns would re-form into battalions or brigades.
The mission achieved its main objectives by the end of March, supporting the efforts of their allies across Burma, but the force stayed in position and continued to hamper Japanese elements.
British Maj. Gen. Orde Wingate died in a plane crash in 1944, causing his force to later fall under direct command of American Gen. Joseph Stilwell who was unpopular for sending the guerrilla force on conventional infantry missions without proper support.
(Imperial War Museums, Public Domain)
On March 24, the mission suffered a major setback when Wingate died in a plane crash. His successor, Brig. Gen. Joseph Lentaigne maintained the Chindits’ mission until ordered in May 1944 to fall in under Stilwell. Stilwell deployed the force like a typical infantry unit for a number of attacks, but failed to provide it with sufficient artillery and air support in some cases.
Stilwell later ordered the 77th to take Myitkyina despite being at only 10 percent strength. The commander turned off his radios and marched out instead.
Chindits prepare tea during a halt in Burma.
(Imperial War Museums)
Eventually, the Japanese forces in Burma began to find and conduct serious assaults on Chindit strongholds, especially White City and Blackpool on the rail networks. White City held out for its entire existence, suffering some penetrations past the wire, but always repelling the enemy force eventually.
Blackpool was not so lucky. Close to Japanese lines, it was eventually isolated thanks to Japanese anti-aircraft guns that prevented aerial resupply. The men were finally forced to fight their way out — 2,000 starving and sick men cutting past the jungle and the Japanese.
The rest of the Chindits, meanwhile, were suffering from the intense fighting, jungle heat and humidity, and disease. By late July, Lentaigne made the decision that the 111th Brigade was no longer fit to fight and withdrew them on his own authority. The rest of the Chindits followed over the next month and the last emerged from the jungle in late August 1944.
British soldiers from the Grenadier Guard shared a video on Twitter showing the excruciating consequences to not having adequate battlefield awareness during training.
In the video, a gaggle of soldiers equipped with SA80 rifles are seen carrying a troop on a litter during a simulated mock casualty evacuation, when one of the soldiers inadvertently walks into a sharp broken branch protruding from the ground.
A groan can be heard as onlookers, including the soldiers providing security, look toward the soldier, who falls backward.
“Maintaining your 360-degree battlefield awareness is essential in the jungle,” the Guard said in the tweet. “You never know what it has in store for you next.”
A British Army spokesperson told Business Insider the soldier in the video was “absolutely fine.”
“Just dented pride,” the spokesperson said. “But he won’t be standing at attention for a while.”
The Grenadier Guards‘ roots dates to 1656, and it’s one of the oldest regiments in the British army.
Soldiers from the Guard have participated in all of the country’s major wars, including current fighting in Afghanistan. In addition to conventional war-fighting capabilities, the Guard says it uses unconventional equipment, such as quad bikes, to mobilize quickly.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
There are certain things that any junior enlisted Marine can expect to find on any Marine Corps base. Morning runs along the fence line, guarded by uniformed men with guns. Hundreds of people standing in lines, mindlessly marching towards the same, processed shelf-stable meat that has been rewarmed and served in precise measurements onto your mechanically-washed lunch tray, used continually since 1978. Daily wake-up times and roll calls. Accountability and uniformity of clothing, housing, grooming, and sanitation alongside weekly white-glove room inspections.
It sounds a lot like prison.
There is an escape, however, and that escape is provided by the United States Air Force. Marine bases are built for efficiency, not comfort, so it comes as a huge surprise for a young jarhead when he breaches the walls of an Air Force base to find all the luxuries of a more refined culture. Here’s what that budding Marine might find:
7. Dorms. They live in dorms.
When I first got to Fleet Marine Force, I was assigned to First Battalion First Marine Division on Camp Horno in a metal squad bay with Vietnam-era graffiti spray-painted on the wall just underneath the “Condemned due to Asbestos” signs.
Imagine a big tin can cut in half, laid cut side down and attached to a community hygiene area that’s void of individual shower stalls and doors for the toilets. Compare that to Air Force dorms: individual rooms with their own bathroom and dining area.
I’ve heard a rumor that they even have laundry services. As in, they have someone who will clean, fold, and return their clothing to them. I have literally had to put hot water and detergent into trash bags with my clothes, twist the end shut, and shake the bag furiously until my uniforms were clean enough for government work. #noexcuses.
6. The food scene is beyond reproach.
Steakhouses, burger joints, sushi restaurants, donut shops, ice cream parlors, and Chinese take-out are all within walking distance of any of the those magical “dorms” in which airmen reside. The real surprise is found in the Air Force “dining facility.” Marines are accustomed to chow halls, the simple, red-headed stepbrother of the proud and capable USAF dining facility. What chow halls lack in variety, they also lack in quality and general palatability.
I was definitely ingesting calories, just not tasty or healthy ones. But Air Force dining facilities provide multiple lines with an assortment of delicious cuisine. Sandwich stations, fresh pizza, and salad bars all complement the hot-line, which has multiple choices of its own. It all balances nicely with an ice cream bar — complete with myriad toppings from which to choose.
When done, you don’t even have to bus your own food tray; they clean up after you.
5. Largest exchanges and MWRs.
Imagine that gas station in the bad part of town where the guy behind the cash register would sell alcohol to the underage you while doing drug deals out the back. Now, picture that place selling PT uniforms and rank insignia. That is your basic Marine Corps Exchange.
The first time I made my way into an Air Force Base Exchange is reminiscent of when Harry Potter wandered through Diagon Alley, shopping for his wand. It was astonishing. It was a mall on steroids, complete with barbers, cars, motorcycles, and gun sales. I felt like I was a kid in a candy store.
Also, there was a candy store!
There are women on an Air Force Base. A solid ratio, too, considering most Marine bases are at around 50-to-1, men-to-women. These numbers are based on personal experience on an infantry base notorious for being in the middle of nowhere and in no way reflects a scientific method of any kind nor census numbers from any reliable source.
It was simply the feeling of a then-twenty-something junior enlisted Marine that the entire Marine base was a giant sausage party, ripe with testosterone. Kadena Air Base however, an Air Force base on Okinawa, was brimming with the fairer sex — a fact all of the Marines on the island are keen to and plan their weekends around.
3. The gym is legit.
Marine gyms are similar to prison weight yards: A bunch of high-protein-diet neanderthals angrily grunting at solid steel weights so old that the numbers have worn off. There is no air-conditioning and the staff is made up of short-term infantry Marines — every one of which know the best way to bulk up, just ask them… or accidentally make eye contact, whichever.
USMC gyms provide only free weights and pull-up bars, so if you want to do cardio, go outside and run. Conversely, Air Force gyms are masterfully designed temples of athletic excellence. All of which come complete with pools, yoga classes, Zumba courses, cardio centers, masseuses, basketball courts, racquetball courts, functional fitness areas, and juice bars!
2. They basically have water parks.
They have indoor pools, outdoor pools, water slides, and lifeguards. Just throw some overpriced hot dog vendors in a USAF water rec center and you’ve got yourself water park. They are open to all active duty service members and their families. Marine bases’ only use for pools is to drown-proof Marines annually… so all this Air Force water fun was crazy to witness.
1. Officers on gate guard duty.
Seeing shiny rank insignia in the Corps is rare at best, and non-existent at the gate. But in the Air Force, you’ll see these young officers leading the charge with regard to showing picture IDs when entering their hallowed ground.
It’s seen as a display of leadership for them to take to the gate on mornings, Fridays, and sometimes even holidays. I’ve never personally been relieved of duty by an officer, it didn’t seem like a thing to hope for, so seeing it from another service — especially the Air Force — brought a single tear to my eye.
Military members tend to make fun of the USAF for their high-maintenance personas, but if you examine the situation further, you may find they’ve earned it. The jokes will continue to fly and Marines will enjoy flaunting their comparative mistreatment, but the reality is that those same Marines know where they’re headed when liberty sounds.
Russia’s media regulator, Roskomnadzor, says it has started checking the legality of the BBC World News channel’s Russian operations and its websites, following a statement by British media watchdog Ofcom that Russia’s RT television channel had violated impartiality rules.
Roskomnadzor said on Dec. 21, 2018, that the goal of the verification is to establish whether the content of the BBC operation is consistent with Russian laws.
The statement comes a day after Ofcom said it was considering sanctioning Russia’s state-financed RT, saying it had broken impartiality rules in seven programs in 2018, including coverage of the poisoning in Britain of former Russian spy Sergei Skripal and his daughter.
Britain blames the Russian government for the poisoning of the Skripals in the city of Salisbury in March 2018.
Russia has repeatedly denied that its agents were behind the poisoning and accused British intelligence agencies of staging the incident to stoke what they called “Russophobia.”
Russian President Vladimir Putin.
The Skripals survived the poisoning, in which a Soviet-made military nerve agent known as Novichok was used.
Two other British citizens were exposed to the same nerve agent in June 2018, apparently by accident; one of them, Dawn Sturgess, died.
Ofcom since 2012 has repeatedly found RT to have breached its rules on impartiality and of broadcasting “materially misleading” content.
Kremlin spokesman Dmitry Peskov told reporters in Moscow on Dec. 21, 2018, that Roskomnadzor’s move was in response to Ofcom’s announced checks of RT operations.
“Many have questions for the BBC regarding its biased coverage of some events, as they are covered not like a media outlet should do but in a preprogrammed and biased way,” Peskov said.
Russian Foreign Ministry spokeswoman Maria Zakharova hailed Roskomnadzor’s move, writing on Facebook that “it is high time to do that.”
“…the British government’s blatant interference in the activities of Russian medias outlets (constant propaganda against the RT channel, attempts to defame our reporters and so on) leave us no choice but to give a tit-for-tat response,” Zakharova wrote.
The BBC said on Dec. 21, 2018, that it worked in full compliance with Russia’s laws and regulations to deliver independent news.
“As everywhere else in the world, the BBC works in Russia in full compliance with the country’s laws and regulations to deliver independent news and information to its audiences,” said a BBC spokesperson.
Paratroopers assigned to Company A, 3rd Battalion, 509th Infantry Regiment prepare to conduct security checks near the Pakistan border at Combat Outpost Dand Patan in Afghanistan’s Paktya province in 2012. | U.S. Army photo by Staff Sgt. Jason Epperson
President Obama once again altered his withdrawal plan for Afghanistan on Thursday, announcing that 8,400 U.S. troops would remain in the country next year rather than the 5,500 he initially authorized.
The announcement by Obama at the White House, with Defense Secretary Ashton Carter and Joint Chiefs Chairman Gen. Joseph Dunford flanking him, left decisions on future U.S. commitments to Afghanistan to the next president and essentially scuttled Obama’s dream of leaving office after ending the wars in Iraq and Afghanistan.
“The decision I’m making today ensures that my successor has a solid foundation for progress in Afghanistan, as well as the flexibility to address the threat of terrorism as it evolves,” Obama said. “I firmly believe the decision I’m announcing is the right thing to do.”
Currently, there are about 9,800 U.S. troops authorized for Afghanistan. Obama had earlier agreed to alter his plan to begin reducing that number to 5,500 by January 2017 by keeping the 9,800 in Afghanistan through the rest of this year, as recommended by his generals.
In a statement, Sen. John McCain, chairman of the Senate Armed Services Committee who just returned from a fact-finding trip to Afghanistan, said “the decision to retain 8,400 U.S. troops in Afghanistan into next year is certainly preferable to cutting those forces by nearly half. That said, when the president himself describes the security situation in Afghanistan as ‘precarious,’ it is difficult to discern any strategic rationale for withdrawing 1,400 U.S. troops by the end of the year.”
The current attacks aimed at retaking ISIS-held areas in Northern Iraq are being supported by U.S. artillery fire on the ground, U.S. Central Command officials said.
Iraqi Security Forces have launched a series of offensive attacks to re-take villages from ISIS in the vicinity of Makhmour, an area south of Mosul where their forces have been preparing, maneuvering and staging weapons for a larger attack.
“The Iraqis have announced an operation in Makhmour to liberate several villages in the vicinity. The coalition is supporting the operation with air power,” Col. Steve Warren, Operation Inherent Resolve spokesman, told Scout Warrior in a written statement.
U.S. Coalition ground artillery and airpower can include a wide range of assets, potentially including 155m Howitzer artillery fire, F-15Es, F-18s, drones and even A-10s, among other assets.
Although its clear the Iraqis do at some point plan to launch a massive attack to take back the ISIS stronghold of Mosul, these attacks may be merely “staging” exercises, one Pentagon official told Scout Warrior.
“Staging” exercises are often used by forces to consolidate power, demonstrate and ability to make gains and solidify preparations for a much larger assault.
“We announced months ago that shaping operations for Mosul have begun. This is part of that effort. The coalition support is focused on helping the Iraqis liberate Mosul and conducted in close coordination with the Government of Iraq,” Pentagon spokesman Maj. Roger M. Cabiness II, told Scout Warrior.
Officials with U.S. Central Command explain that “shaping” exercises for a full offensive into Mosul have been underway for several weeks.
“We began the isolation of Mosul from Raqqa and central Iraq when the Peshmerga took Sinjar and Iraqi Security Forces, retook Tikrit and Bayji. Operations in the Euphrates River valley support the eventual battle inside Mosul by preventing Da’esh (ISIS) from reorienting forces to that fight, and preventing easy resupply of the fighters in Mosul,” U.S. Central Command told Scout Warrior in a written statement.
At the same time, the U.S. military has established a special, separate fire base apart from Iraqi forces in Northern Iraq designed to protect Iraqi Security Forces massing in preparation for an upcoming massive offensive attack on ISIS-held Mosul, officials said.
The outpost, called “Firebase Bell,” includes roughly a company-sized force of several hundred Marines. While U.S. military units have previously established a presence to defend Iraqi troops in other locations throughout Iraq, this firebase marks the first time the U.S. has set up its own separate location from which to operate in support of the Iraqi Security Forces, U.S. officials explained.
Armed with artillery and other weapons to defend Iraqi forces, the U.S. Marines have already exchanged fire with attacking ISIS fighters who have launched rockets at the firebase.
On March 19, ISIS forces launched two rocket attacks at the Marine Corps firebase, killing one U.S. Marine and injuring others, Warren explained while offering condolences to the family of fallen Marine Staff Sgt. Louis Cardin.
U.S. Marine Corps counter-battery fire was unable to destroy the location from which the rockets were launched, as ISIS is known to use mobile launchers and quickly abandon its fire location.
The Marines, who are from the 26th Marine Expeditionary Unit, are armed with 155m artillery weapons able to reach targets at distances greater than 30-kilometers. The weapons are designed to thwart and destroy any approaching ISIS forces hoping to advance upon massing Iraqi forces or launch attacks.
When it comes to the eventual full assault on Mosul, Warren did not deny that U.S. military firepower from “Firebase Bell” might support attacking Iraqi Security Forces with offensive artillery attacks, but did not confirm the possibility either – explaining he did not wish to elaborate on potential future operations.
Overall, there are roughly 3,700 U.S. troops in Iraq, however that number could rise by a thousand or two in coming weeks – depending upon how many U.S. forces are temporarily assigned to the region.