The Centers for Disease Control and Prevention, along with the federal agency responsible for investigating environmental threats, will begin assessing residents near eight active and former military bases for exposure to chemicals found in firefighting foam and other products.
The CDC, along with the Agency for Toxic Substances and Disease Registry (ATSDR), will check for exposure to per- and polyfluoroalkyl substances, referred to as PFAS compounds, which have been linked to infertility, immune disorders, developmental delays in children and some cancers.
The compounds are found in nonstick pots and pans; water-repellent and stain-resistant fabrics; and products that repel grease, water and oil. But they are also found, concentrated, in the foam used on military bases and at airports for fighting aviation fires.
A C-130H Hercules drops a line of fire retardant.
(U.S. Air Force photo by Staff Sgt. Eric Harris)
Research is ongoing into the public health consequences of PFAS compounds, but the Defense Department has identified 401 active and former bases where they are known to have been released into the environment.
It also found 564 public or private drinking water systems off installations that tested above the EPA’s accepted limits.
The DoD is currently working to determine whether area residents were exposed and, if so, to switch to a clean water source and initiate cleanup. The CDC and ATSDR, meanwhile, are studying the extent of exposure and plan to launch studies to understand the relationship between PFAS compounds and health conditions.
The eight communities the agencies will examine this year are: Eielson Air Force Base, Alaska; Peterson Air Force Base, Colorado; New Castle Air National Guard Base, Delaware; Barnes Air National Guard Base, Massachusetts; Stewart Air National Guard Base, New York; Reese Technology Center, Texas; Fairchild Air Force Base, Washington; and Shepherd Field Air National Guard Base, West Virginia.
The investigations follow exposure assessments conducted in Bucks and Montgomery counties, Pennsylvania, near the former Naval Air Station Joint Reserve Base Willow Grove, and the Francis S. Gabreski Air National Guard Base in Westhampton, N.Y.
Firefighters train during an exercise at Francis S. Gabreski Air National Guard Base.
(DoD photo by Senior Airman Christopher Muncy)
CDC officials said the primary goal of the research is to “provide information to communities about levels of the contaminants in their bodies.” This information will help the communities understand the extent of exposure, they added.
“The lessons learned can also be applied to communities facing similar PFAS drinking water exposures. This will serve as a foundation for future studies evaluating the impact of PFAS exposure on human health,” said Patrick Breysse, director of the CDC’s National Center for Environmental Health and ATSDR.
In addition to the contamination of some base drinking water supply systems, DoD investigations found that the groundwater at some facilities contained PFAS compounds.
According to the DoD, as of August 2017, nine Army bases, 40 Navy and Marine Corps bases, 39 Air Force bases and two Defense Logistics Agency sites had groundwater levels of PFAS higher than EPA limits. The DoD tested a total of 2,668 groundwater wells for contamination, finding more than 60 percent above the EPA’s accepted limit.
According to the CDC, the community assessments will include randomly selecting residents to provide blood and urine samples to check PFAS levels. The exposure assessments will use statistically based sampling.
In May 2018, the Environmental Working Group, a non-profit organization that supports research and education on public health concerns related to environmental exposures, released an estimate that as many as 110 million Americans may have PFAS compounds in their drinking water.
A 2018 ATSDR draft toxicology report has associated PFAS compounds with ulcerative colitis, thyroid disease and high blood pressure in pregnant women. In addition, the most commonly used PFAS compounds have been linked to testicular and kidney cancer.
The Air Force in 2018 announced that it had completely transitioned its firefighting services to use foam considered safer to the environment than the original aqueous firefighting foam.
The Army also plans to replace its stockpiles and to incinerate the PFAS-containing foams.
In 2016, the Navy announced a policy to stop releasing foam at its shore facilities except in emergencies and had a plan to dispose of its excess foam. It also announced plans to dispose and replace all shore systems and fire trucks that use the PFAS-containing foam.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
President Donald Trump gave a timeline for the upcoming summit with North Korean leader Kim Jong Un, and appeared to be optimistic for a positive outcome.
“We’ll be meeting with them sometime in May or early June 2018, and I think there’ll be great respect paid by both parties and hopefully we’ll be able to make a deal on the de-nuking of North Korea,” Trump said on April 9, 2018, according to Reuters.
“They’ve said so. We’ve said so,” Trump continued. “Hopefully, it’ll be a relationship that’s much different than it’s been for many, many years.”
On April 8, 2018, a US official confirmed that North Korea was willing to discuss the subject of denuclearizing the Korean Peninsula.
The CIA has reportedly been in communication with representatives from North Korea, setting up backchannels, according to multiple news reports. Officials from the two countries were reportedly communicating with the intent to establish an appropriate venue for the talks and other details ahead of the summit.
Trump’s statement comes amid North Korean state-sponsored media’s acknowledgement of the bilateral talks.
The two Korean leaders are set to hold their own historic summit on April 27, 2018, the first in 11 years, between South Korean President Moon Jae-in and Kim.
NASA astronaut Jeanette Epps may finally be traveling to space.
The agency said Tuesday that it has assigned the 49-year-old rookie astronaut to Boeing’s Starliner-1 mission, slated to launch sometime in 2021.
The mission is actually the second that NASA picked Epps to fly. But she never made the first one, a Russian Soyuz flight that lifted off in June 2018, because the agency abruptly bumped her from the crew about five months ahead of launch.
“I don’t know where the decision came from and how it was made, in detail, or at what level,” Epps said during a conference in 2018 conference, but noted it was not medically related. “There were Russians, several of them, who defended me in the sense that it’s not safe to really remove someone from a crew that has trained together for years.”
NASA told Business Insider in a statement that a “number of factors are considered when making flight assignments,” adding that “decisions are personnel matters for which NASA doesn’t provide information.”
Despite the disappointing turn of events, Epps kept her composure over the years.
“Sometimes things don’t go the way that you planned,” she told “Business Insider Today” in 2019. “But I’m still in the astronaut corps.”
With her fresh assignment, Epps is once again poised to make history. The mission is to scheduled to be the first operational flight of Boeing’s CST-100 Starliner spacecraft, which should follow an uncrewed launch (possibly later this year) and a crewed flight test in 2021.
Epps will live and work aboard the space station for half a year
NASA selected Epps, an aerospace engineer, to be an astronaut in 2009. Prior to that, she worked at Ford Motor Company as a research scientist before moving on to the Central Intelligence Agency, where she was as a technical intelligence officer for more than seven years, according to her biography.
The Starliner-1 mission’s destination is the International Space Station, a facility that orbits 250 miles above Earth, and which people have inhabited continuously for 20 years. During her new upcoming mission, Epps will live and work aboard the 0 billion, football field-size laboratory for about six months.
Epps has not yet flown to space. She will join fellow spaceflight rookie Josh Cassada and veteran Sunita Williams. Williams, the Starliner-1 mission’s commander, has worked with Boeing and SpaceX over the past six years on the design and functionality of their new spaceships through NASA’s Commercial Crew Program.
“I can’t wait for her to join our crew,” Williams said in a video she tweeted on Tuesday.
Cassada tweeted a humorous video congratulating Epps, who grew up in Michigan, on her crew assignment.
“Just a couple of things I think we need to get sorted out. I know we both claim Michigan, I’m not going to arm-wrestle you for it — I’ve seen you in the gym. So maybe we can split it?” Cassada said. “The only other thing we need to get sorted out is, on the Starliner, I call shotgun.”
Starliner launched and landed on its first uncrewed mission, called Orbital Flight Test, in December 2019. However, the spacecraft experienced two “high visibility close calls” that might have resulted in the loss of the spacecraft, NASA said earlier this year.
The Boeing CST-100 Starliner spacecraft is seen after it landed in White Sands, New Mexico, on December 22, 2019. Bill Ingalls/NASA
Boeing is now fixing its software, systems, and procedures to rectify the problems, and — at a cost of 0 million to the company — plans to refly the mission later this year. Assuming there are no further issues, veteran astronaut Mike Fincke, retired astronaut Chris Ferguson, and rookie astronaut Nicole Mann will fly the first experimental crewed flight in 2021.
NASA appears unfazed by a small air leak aboard the ISS, which a three-person crew is currently helping root out and repair.
Had NASA allowed Epps to fly on the 2018 Soyuz mission, she would have been the first Black astronaut to live and work aboard the ISS for an extended amount of time. However, that honor will likely go to Victor Glover, who’s slated to fly NASA’s next commercial mission with people, called Crew-1. (SpaceX successfullylaunched and returned its first astronaut crew on an experimental flight earlier this year.)
Similar to Starliner-1, the Crew-1 mission will be SpaceX’s first operational flight of its commercial spaceship, called Crew Dragon. That mission is slated to fly to the space station as soon as October 23, and Glover will launch with fellow astronauts Shannon Walker and Mike Hopkins, as well as JAXA (Japan Aerospace Exploration Agency) astronaut Soichi Noguchi.
The Starliner-1 mission could prove especially important to Epps’ career, in that she is one of 16 active female astronauts in NASA’s corps who may return humans to the moon. Jim Bridenstine, the agency’s administrator, has repeatedly said NASA’s Artemis program will fly the first woman and the next man to the lunar surface in 2024.
“Business Insider Today” asked Epps about that possibility during a 2019 interview.
“It’s mind-blowing to think about being the first [woman] to step on this object that you see in the night sky,” she said. “I would hope that my mission would inspire the next generation of women, of all engineers and all scientists to kind of propel us forward, even beyond Mars.”
It’s the summer of 1968 in Vietnam, a sergeant with Company K, 3rd Battalion, 7th Marines was forced into a position he never could have imagined. He had to lead his entire company through a deadly enemy ambush after the company commander, platoon commander and senior enlisted leadership were wounded in the fight.
These were the circumstances of Retired Marine 1st Sgt. John J. Lord, over half a century ago, during the Vietnam War.
Lord was awarded the Navy Cross, the nation’s second highest award for combat bravery, during a ceremony at the Marine Corps Birthday Ball celebration in Vancouver, Washington on November 17. The Navy Cross award was an upgrade from a Bronze Star that Lord received in 1975, seven years after he put himself in the crosshairs of the North Vietnamese Army when rescuing his fellow Marines who were wounded.
Lord took over command of the entire company and located one of the only working radios and then started directing air support against the enemy.
Vietnam veteran receives Navy Cross at Marine Corps Ball
The day immediately following the battle, now Retired Lt. Col. Michael Sweeney began pushing for Lord to be awarded the Navy Cross for his heroism and valor during the fight. Even after the Bronze Star was awarded, Sweeney continued to push for the Navy Cross. Finally, forty-three years later, Sweeney’s efforts bore fruit.
According to his citation, Lord’s actions helped turned the tide of the battle. However, he always stayed true to his men and their efforts during the fight.
“Everything on that citation is true except one thing they left off,” Lord said. “They left off the Marines who served with me that day.”
Four of his fellow unit members were in attendance the night of the ceremony, and stood at Lord’s behest to receive a standing ovation from all who were in attendance just like they did for Lord just moments prior. Lord proclaimed how honored he was to serve with these Marines and how important they are to the mission.
“I can only stand here and say how proud I am to have served with you Marines — and corpsman, I won’t forget you too,” Lord said. “I am honored to call you brothers in arms.”
It’s Monday. I’ve been awake since 6am and I’m sipping on hot coffee – a rare treat in my house, since my kids are still asleep – and looking at my weekly planner. I see that I have another full week of appointments and social gatherings.
Seems pretty normal, right?
For any other person, this looks like a normal week. As for me, this looks like a million things to do and I start thinking of all the ways any of these can go wrong. I quickly become overwhelmed, and then, anxious. I try to gain some control by using my husband as a soundboard to discuss everything coming up, and we formulate a plan together. His reassurance is what helps me overcome the anxiety and get things done.
Then, he calls me and tells me he has a last-minute TDY, and he leaves this weekend. Once again, the military has thrown a wrench in our plans, and I am expected to pick up the slack and adapt.
For some, this last part is just par for the course, and they manage just fine despite the difficulties ahead. For me, my anxiety is now in full swing. How will I get through this?
This is just one example of how my anxiety used to affect my daily life as a military spouse. My anxiety also had control over other aspects, such as:
Making friends at a new place (because I feared I wouldn’t be accepted by them)
My spouse’s work schedule changes
As military spouses, the expectations placed on us to be strong can be difficult even without anxiety. With anxiety, those expectations are even harder to meet – including the ability to quickly adapt to situations and do things on our own while our spouses are gone. It is really hard to ask for help because we don’t want to be a burden, and as a result, we often feel more alone than we actually are.
If any of this sounds like what you are experiencing, I want you to know that you are not alone! Your friends, key spouse, and even mental health professionals are there to assist you when you are struggling, and it is okay to ask them for help. Asking for help is the best thing I ever did, and if I can do it, you can, too!
In perhaps one of the oddest British strategies against Nazi Germany, British troops launched almost 100,000 hydrogen-filled latex balloons into Nazi-controlled territory to set fires and short out power wires as part of Operation Outward.
Women’s Auxiliary Air Force members recover a kite balloon.
(Royal Air Force)
Operation Outward was the result of an accident. Barrage and observation balloons in World War I got more coverage than in World War II, but the floating sacks of hydrogen were widely used in both conflicts. You can actually spot them in some of the more famous D-Day photos from later in the day or over the days and weeks that followed.
(The 320th Barrage Balloon Battalion was the only Black combat unit that came ashore on D-Day, though plenty of Black logistic and engineer units were there on June 6.)
But when it happened in the Scandinavian countries in 1940, the Brits were all, “Wait, what’s bad for the goose is bad for the gander, so let’s apologize to Scandinavia but then do the same thing, on purpose, to Hitler’s Third Reich. Screw those guys.”
The British relied on a couple infrastructure advantages for this plan. Britain’s electrical grid was more developed, and therefore more susceptible to disruption, but it also featured faster circuit breakers. This meant that Britain’s grid, if hit with balloons trailing wires, would suffer relatively little damage. Germany’s, with slower breakers, had a real risk of losing entire sections of the grid or even power plants to balloon disruptions.
So, even if it led to a balloon trading war, Britain could expect to hold the upper hand. And so weather balloons were filled with hydrogen, fitted with either spools of wire or incendiary devices, and floated over the channel into Germany.
An “incendiary sock” like those used to burn German towns.
(UK National Archives)
The wires were relatively thin. Experimentation showed the designers that they didn’t need the thick steel of normal tethers to short lines, cause electrical arcs, and damage German power distribution. The electrical arcs were the real killer, draining power from the grid, overworking the components of the power generation, and weakening the transmission lines so they would later break in high winds.
Both types were made to fly over the channel at a little over 20,000 feet, then descend to 1,000 feet and do their work. They needed winds of about 10 mph or more to be as effective as possible.
And they worked, well. The idea wasn’t to cripple Germany in a single blow, but to cost them more in economic damage and defensive requirements than it cost Britain to deploy them. And, thanks to the low-cost materials Britain used, Britain only had to pay around the U.S.equivalent of .50 per balloon. Shooting a balloon down could cost much more than that in ammo, and that was if it was shot down by air defenders. If fighters had to launch, the fuel and maintenance would be astronomical.
Assessments found during and after the war painted a picture of constant disruption on the German side. In occupied France, there were 4,946 power interruptions during the program, most of them caused by the balloons. In 11 months from early 1942 to early 1943, Germany had 520 major disruptions of high-voltage lines.
And at a cost of .50 a balloon plus the wages of balloon launchers, mostly members of the Women’s Royal Navy Service, the more than 99,000 balloons launched were a hell of a deal.
IWA International is a company based out of Miami, FL that specializes in importing unique tactical gear from all around the world. We recently got a chance to play with a couple of their latest releases — civilian-legal flashbang grenades.
Actual flashbangs produced for military and law enforcement use are classified as destructive devices by the ATF and are not available on the commercial market. They typically consist of an explosive charge and fuse mechanism inside a steel or aluminum grenade body. We have seen simulators and training aids available for unrestricted purchase that use shotgun blanks or even CO2 cartridges to create the bang, popular for use in airsoft and paintball matches.
But the IWA bangs are a little different. They consist of a small charge inside a cardboard tube. The design actually reminds us of some of the first-generation concussion grenades that used a similar cardboard or paper body. The IWA grenades are classified as pyrotechnics and are governed by the same restrictions that apply to fireworks. Because of this, shipping is limited to ground-transport only which means only those in the Lower 48 will be able to purchase them, state and local laws notwithstanding.
There are currently three models available from IWA – the M11 multi-burst, the M12 Distraction Device, and the M13 Thermobaric Canister. The M11 gives off a single loud bang followed by two smaller bangs. The M12 is a single charge, and the M13 Thermobaric produces a single loud bang and a “mild overpressure” as described by the folks at IWA. Fortunately, they sent us a couple of each for testing. All three models sport OD green cardboard bodies and pull-ring fuses with a safety spoon that flies free when the safety ring is pulled. Each grenade is individually labeled and, though the bodies look identical, the labels are large and clearly marked so you know what you’re getting when you pull the pin. They are roughly the same size as an actual flashbang and seem to fit in most nylon pouches made for the real deal.
There are, of course, some differences between the IWA products and the real thing. The biggest difference is sound output. The products made by DefTec and ALS produce about 175 decibels on detonation. The IWA grenades are rated for 125 decibels. The other major difference is time delay. Tactical-grade flashbangs usually have a 1.5-second delay, while the IWA versions are currently advertised at 2.5 seconds. They tell us they are working on an improved fuse that will bring the delay down to 2 seconds or less.
The folks we spoke to at IWA say that these are meant primarily for training and simulation purposes. Not to mention the obvious f*ck-yeah-factor of getting to toss grenades for whatever special occasion you can come up with. The lower sound output makes them a more akin to a sophisticated M80 than a tool for post-apocalyptic home defense, but we don’t think there’s anything wrong with that. Who needs a reason to set off explosives? All three versions of the IWA flashbang are available for .99 each, with bulk pricing available.
The photos here will have to hold you over for now but stay tuned to RecoilWeb and RecoilTV for video of our tests of these unique products. In the meantime, check out iwainternationalinc.com and pick up one or two for yourself.
This article originally appeared on Recoilweb. Follow @RecoilMag on Twitter.
The Army’s 1st Special Forces Operational Detachment – Delta — or “Delta Force” or CAG (for Combat Applications Group) or whatever its latest code name might be — is one of the best door kicking-units in the world.
From raining hell on al Qaeda in the early days of the war in Afghanistan to going after the “deck of cards” in Iraq, the super-secretive counterterrorism unit knows how to dispatch America’s top targets.
But during the wars after 9/11, Delta’s brethren in the Army Special Forces were tasked with many similar missions, going after top targets and kicking in a few doors for themselves. And Delta has a lot of former Special Forces soldiers in its ranks, so their cultures became even more closely aligned.
That’s why it’s not surprising that some might be a bit confused on who does what and how each of the units is separate and distinct from one another.
In fact, as America’s involvement in Iraq started to wind down, the new commander of the Army Special Warfare Center and School — the place where all SF soldiers are trained — made it a point to draw the distinction between his former teammates in Delta and the warriors of the Green Berets.
“I hate analogies like the ‘pointy end of the spear,’ ” said then school chief Maj. Gen. Bennett Sacolick.
“We’re not designed to hunt people down and kill them,” Sacolick said. “We have that capability and we have forces that specialize in that. But ultimately what we do that nobody else does is work with our indigenous partner nations.”
So, in case you were among the confused, here are four key differences between Delta and Special Forces:
1. Delta, what Delta?
With the modern media market, blogs, 24-hour news cycles and social media streams where everyone’s an expert, it’s tough to keep a secret these days. And particularly after 9/11 with the insatiable appetite for news and information on the war against al Qaeda, it was going to be hard to keep “Delta Force” from becoming a household name.
The dam actually broke with Mark Bowden’s seminal work on a night of pitched fighting in Mogadishu, Somalia, in 1993, which later became the book “Black Hawk Down.” Delta figured prominently in that work — and the movie that followed.
Previously, Delta Force had been deemed secret, it’s members signing legally-binding agreements that subjected them to prison if they spoke about “The Unit.” Known as a “Tier 1” special operations unit, Delta, along with SEAL Team 6, are supposed to remain “black” and unknown to the public.
Special Forces, on the other hand, are considered Tier 2 or “white SOF,” with many missions that are known to the public and even encourage media coverage. Sure, the Green Berets often operate in secret, but unlike Delta, their existence isn’t one.
2. Building guerrilla armies.
This is where the Special Forces differs from every other unit in the U.S. military. When the Green Berets were established in the 1950s, Army leaders recognized that the fight against Soviet Communism would involve counter insurgencies and guerrilla warfare fought in the shadows rather than armored divisions rolling across the Fulda Gap.
So the Army Special Forces, later known as the Green Berets, were created with the primary mission of what would later be called “unconventional warfare” — the covert assistance of foreign resistance forces and subversion of local governments.
“Unconventional warfare missions allow U.S. Army soldiers to enter a country covertly and build relationships with local militia,” the Army says. “Operatives train the militia in a variety of tactics, including subversion, sabotage, intelligence collection and unconventional assisted recovery, which can be employed against enemy threats.”
According to Sean Naylor’s “Relentless Strike” — which chronicles the formation of Joint Special Operations Command that includes Delta, SEAL Team 6 and other covert commando units — Delta’s main mission was to execute “small, high-intensity operations of short duration” like raids and capture missions. While Delta operators surely know how to advise and work with foreign guerrilla groups, like they did during operations in Tora Bora in Afghanistan, that’s not their main funtion like it is for Green Berets.
3. Assessment and selection.
When Col. Charles Beckwith established Delta Force in 1977, he’d spent some time with the British Special Air Service to model much of his new unit’s organization and mission structure. In fact, Delta has units dubbed “squadrons” in homage to that SAS lineage.
But most significantly, Beckwith adopted a so-called “assessment and selection” regime that aligns closely with how the Brits pick their top commandos. Delta operators have to already have some time in the service (the unit primarily picks from soldiers, but other service troops like Marines have been known to try out) and be at least an E4 with more than two years left in their enlistment.
From what former operators have written, the selection is a brutal, mind-bending hike through (nowadays) the West Virginia mountains where candidates are given vague instructions, miles of ruck humps and psychological examinations to see if they can be trusted to work in the most extreme environments alone or in small teams under great risk of capture or death.
Special Forces, on the other hand, have fairly standard physical selection (that doesn’t mean it’s easy) and training dubbed the Q Course that culminates in a major guerrilla wargame called “Robin Sage.”
The point of Robin Sage is to put the wannabe Green Berets through a simulated unconventional warfare scenario to see how they could adapt to a constantly changing environment and still keep their mission on track.
4. Size matters
Army Special Forces is a much larger organization than Delta Force, which is a small subset of Army Special Operations Command.
The Green Berets are divided up into five active duty and two National Guard groups, comprised of multiple battalions of Special Forces soldiers divided into Operational Detachments, typically dubbed “ODAs.” These are the troopers who parachute into bad guy land and help make holy hell for the dictator du jour.
Delta is a small, elite unit that specializes in direct action and other counter-terrorism missions. (Photo from YouTube)
It was ODA teams that infiltrated Afghanistan with the Northern Alliance and Pashtun groups like the one run by Hamid Karzai that overturned the Taliban.
These Special Forces Groups are regionally focused and based throughout the U.S. and overseas.
Delta, on the other hand, has a much smaller footprint, with estimates ranging from 1,000 to 1,500 operators divided into four assault squadrons and three support squadrons. Naylor’s “Relentless Strike” even hints that Delta might have women in its ranks to help infiltrate operators into foreign countries for reconnaissance missions.
And while Special Forces units are based around the world, Delta has a single headquarters in a compound ringed with concertina wire at Fort Bragg, North Carolina.
The United States isn’t out of the game yet when it comes to space, but if it wants to remain on top, it will need to do more and do it faster, a senior Defense Department official said Jan. 8, 2019.
“China is integrating certain new technologies and fielding those capabilities faster than the U.S.,” said Chris Shank, director of DOD’s Strategic Capabilities Office. “That means we have to be more responsive.”
Shank spoke during a presentation in San Diego hosted by the American Institute of Aeronautics and Astronautics, where he pointed out some statistics regarding space launches in 2018.
“China had 39 launches, the U.S. had 31, Russia had 20, [and] Europe had eight,” Shank said. “And [China] landed a robotic mission on the dark side of the moon — a first.”
A United Launch Alliance Atlas V rocket launches from Launch Complex 41 at Cape Canaveral Air Force Station, Fla., April 14, 2018. The Evolved Expendable Launch Vehicle Secondary Payload Adapter Augmented Geosynchronous Laboratory Experiments system was onboard and is one of the 3rd Space Experimentation Squadron’s primary missions.
(US Air Force photo by Staff Sgt. Christopher Stoltz)
Shank said that while he doesn’t think the U.S. has lost leadership in space, it is losing ground. After all, he noted, the United States isn’t without its own recent achievements in space.
Space Development Agency
“In the same week that they land on the moon, we are at the furthest reaches of the solar system at Ultima Thule,” he said. NASA’s New Horizons probe flew by and observed the trans-Neptunian object about 4 billion miles from the sun in January 2019. It’s the farthest object ever explored in space.
Shank said to stay relevant in space, the United States will need to speed up its development cycle for space-based technologies significantly.
“The DOD is committed to creating a Space Development Agency,” Shank said. “That would be a joint organization… to rapidly develop and field the next generation of space capabilities. I think that a Space Development Agency will represent a real investment in experimenting and prototyping of the rapid field of capabilities. … So buckle up — 2019 is going to be busy.”
In October 2018, Airman Magazine sat down for a conversation with Maj. Gen. Robert J. Skinner, Twenty-fourth Air Force commander; Air Forces Cyber commander and Joint Force Headquarters-Cyber commander, Joint Base San Antonio-Lackland, Texas. He is responsible for providing Air Force component and combatant commanders with trained and ready cyber forces to plan, direct and execute global cyberspace operations.
Airman Magazine: In July, the Twenty-fourth AF moved from Air Force Space Command to Air Combat Command. At the same time you moved from AFSPC to ACC. What are the reasons for that restructuring?
Maj. Gen. Skinner: This allows Gen. Raymond, as the Air Force Space Command commander, to truly focus on space operations. The other thing is this brings cyber within Air Combat Command, which has intelligence, surveillance and reconnaissance; command and control and the air domain. Bringing all these forces together under one four-star MAJCOM (major command) commander, Gen. Holmes, allows him some more flexibility to be able to present forces across the spectrum of operations.
The networks for those operations need to be resilient and they need to be protected. When you bring together the ISR, cyber, information operations, electronic warfare and command and control, that’s a lot under one hat. But it allows us greater integration as we move forward. At the end of the day, this is about multi-domain operations and the more we can bring those together, the more successful we’ll be.
Airman Magazine: How are your responsibilities divided between your three commands? It seems that just the information technology portion alone would be a huge demand on your resources.
Maj. Gen. Skinner: Cyber operations have four or five different lines of effort. One is to actually build the networks, build the applications and build the systems.
Another is to operate and maintain the networks, but also secure and protect them from vulnerability to adversaries. We also defend networks for our maneuver forces and then we have full spectrum operations, which is on the offensive side.
We also have combat communications airmen and engineering installation airmen who extend the network out to a multitude of places, whether that’s tactical basing or at the forward battle edge.
With that said, information technology is still a key part of the cyberspace domain and we are moving forward in the Enterprise IT as a service. We are going to utilize things industry does very well as a commodity type of action activity.
We are going to leverage what industry does great, providing some services and network infrastructure, and re-mission our airmen to do core Air Force missions on the defensive and offensive side, while providing assurance for the many missions the Air Force presents to the combatant commanders on the joint side.
The bottom line is we’re in the cyber operations business — information technology, networks, both operating and defending — and we provide full spectrum operations in this thing we call the cyberspace domain.
Tech. Sgt. Wyatt Bloom uses a spectrum analyzer to check television broadcast network routers at the Defense Media Activity, Fort Meade, Md., July 18, 2012. Bloom is a cyber-transport technician assigned to DMA.
Airman Magazine: Would you explain your duties as commander of the Air Force component at Cyber Command? How is that different from the hat you wear as commander of Twenty-fourth AF and Air Force Cyber?
Maj. Gen. Skinner: This could actually be a dissertation. To break it down a little bit, the Twenty-fourth AF is where we organize, train and equip our airmen. The perfect example is we have an organization down at Hurlburt Field — they train almost every cyber professional. Now we do a lot more than that, but that’s one example of the Twenty-fourth AF piece.
In the Air Force cyber piece, I am charged by the Air Force to present forces to Gen. Paul Nakasone, the U.S. Cyber Command commander, for his missions and functions as the combatant commander.
We provide offensive forces and defensive forces, DODIN (Department of Defense Information Networks) ops cyber professionals and ISR professionals to Gen. Nakasone, so he can perform his mission.
Then the third area is the Joint Force Headquarters side. That’s where Gen. Nakasone has asked us to align to three different combatant commanders to provide additional joint support for their missions.
We have planning elements that are aligned to these three combatant commanders, as well as some cyber teams supporting the commanders’ efforts in defense of the mission. Our teams are able to deploy and employ forces against a particular adversary at the time and place of the combatant command commanders’ choosing.
Our job within Twenty-fourth AF, AF Cyber JFHQC and Cyber Command, is to be ready at a moment’s notice to protect our systems and defend the networks and defend the core missions of our military and our joint war fighters. Then deter, disrupt and degrade an enemy’s ability to perform those functions against us. Part of that goes into making sure that we have persistent engagement, a persistent presence, and a persistent innovation as we continue to move forward.
Airman Magazine: Across the Air Force, joint force, partner agencies and nations, do cyber operations equate to kinetic operations or is that a completely different animal?
Maj. Gen. Skinner: I would say it is not a completely different animal. To be successful in cyber operations and have cyberspace superiority at the time and place of our choosing, we need a team of teams that is internal to the Air Force.
Every single airman in our Air Force needs to be a cyber sentinel. We need every airman to be very conscious of cyber security, cyber hygiene and things that are going on within the cyberspace domain.
We have branched out and are part of several joint organizations that perform functions and missions within the cyber domain. The National Security Agency is a huge partner with us as we perform these missions, as well as the Central Intelligence Agency, Defense Information Systems Agency and Department of Homeland Security — a lot of different agencies across the board.
We are also great partners with commercial industry and academia because we’re all in the same field and in the same cyber domain.
Within Twenty-fourth AF, we have a United Kingdom representative and an Australian liaison officer, but most of our allies and partners are really up at the Cyber Command level. We leverage those partners through U.S. Cyber Command, NATO and other organizations.
Capt. Taiwan Veney, cyber warfare operations officer, watches members of the 175th Cyberspace Operations Group, from left, Capt. Adelia McClain, Staff Sgt. Wendell Myler, Senior Airman Paul Pearson and Staff Sgt. Thacious Freeman, analyze log files and provide a cyber threat update utilizing a Kibana visualization on the large data wall in the Hunter’s Den at Warfield Air National Guard Base.
(Photo by J.M. Eddins Jr.)
Airman Magazine: What is it that makes your cyber airmen “cyber warriors”?
Maj. Gen. Skinner: Our airmen are absolutely warriors. We have teams in the fight operating constantly: 7 days a week, 365 days a year, Christmas and New Year’s.
If you’ve heard Gen. Nakasone speak recently you’ve heard him say we’re no longer solely responding to network intrusions, we have cyber forces persistently engaged against state and non-state adversaries, actively identifying and countering threats in the cyber domain.
This achieves several benefits at once: first and foremost, it gives us control over the cyber terrain that serves as the foundation for superiority in cyberspace. It also keeps our operators ready and their skills honed and imposes cost on the adversary so they can no longer operate freely without repercussion. There’s already a massive demand signal for our cyber operators that will only increase, so we have to ensure we’re fielding proficient, ready and lethal operators at scale.
Because of this, we are investing not only the readiness of our mission, but also in the readiness of our people. This means examining everything within our scope of control, including the effect the operational tempo of our 24/7/365 mission has on our operators.
Just like you see within the (remotely piloted aircraft) field, cyber can mean long periods away from the sunlight and abnormal sleep hours, and that can absolutely have an effect on people. Any leader will tell you—if you take care of the people, they will take care of the mission.
Airman Magazine: What part does the total force play in cyber operations and defense?
Maj. Gen. Skinner: I will tell you, we could not do our job on a day-to-day basis without the total force. The majority of the forces within Twenty-fourth AF are guard and reserve components.
Our engineering installation mission is 85 to 90 percent within the guard. More than 50 percent of our combat communications capability, which extends and expands our capabilities to the tactical edge, is in the guard. We have guard organizations up in Washington. We have some in Rhode Island. We have some here in Texas. I will tell you they provide great day-to-day work.
What’s even more important is the expertise that they bring from their civilian jobs. We have vice presidents of some corporations who are part of our total force as well. Bringing that expertise, leadership, things that the public is good at and things that industry is focused on benefits the military and vice versa. They take lessons learned from the military and take it to their company. So it’s a great yin-yang relationship.
Whether it’s an offensive operation or a defensive operation or even DODIN ops, there has to be a tight tie between all of those as we move forward because the defense learns from the offense and the offense learns from the defense. DODIN ops learn from defense to figure it out where we need to be resilient, where some of our mission critical assets are and how to defend them.
All the computer networks, email, applications and systems in the cyberspace domain are what we call the Department of Defense Information Networks. There are pay applications that we have in the Air Force that are part of DODIN. If you get paid electronically within the Air Force that’s part of the DoD information network.
Airman Magazine: Is it an advantage that those reserve and National Guard personnel tend to have long histories with one unit?
Maj. Gen. Skinner: I would say sometimes it’s an advantage and sometimes it’s not. In some places having continuity is good. I would say having too much continuity isn’t necessarily good in cyber because you want some fresh blood, some fresh ideas.
Airman Magazine: Would a technical track for active-duty cyber operators benefit the force?
Maj. Gen. Skinner: Similar to other domains and weapon systems, we have to be proficient to be effective. Since cyber is a technical domain we do need technical expertise.
However as our people gain that expertise and increase in rank and responsibility, we need them to be leaders and lead teams to success while still maintaining credibility in their profession. We, ACC and Headquarters Air Force are working closely together to determine what the right “path to greatness” will look like, in order to build a force that generates maximum lethality.
Cyber warfare operators assigned to the 275th Cyber Operations Squadron of the 175th Cyberspace Operations Group of the Maryland Air National Guard configure a threat intelligence feed for daily watch in the Hunter’s Den at Warfield Air National Guard Base.
(Photo by J.M. Eddins Jr.)
Airman Magazine: As cyber tools and methods seem to change constantly, ow can the acquisitions process be altered to make sure the Air Force has the best technologies and practices in the cyber domain?
Maj. Gen. Skinner: The Air Force and DoD leadership are laser-like focused on our ability to acquire things in a more agile, fast and relevant way. We have leveraging other authorities, like 804 authorities, to bring on the future faster and to bring innovation faster.
As an Air Force we are becoming more of a software force than a hardware force. The ability to bring the new wave of agile software development operations, DevOps, is going to be key in maintaining our superiority and operating within the enemy’s OODA loop (time it takes to observe, orient, decide, and act).
We’re bringing in individuals who understand the old waterfall model is not the right model because by the time that you set the requirements and start developing to those requirements, the environment, threats and priorities have changed.
If you’re spending weeks, months and years identifying and defining hundreds or thousands of requirements, you definitely can’t meet those requirements in a timely manner. So leverage industry, leverage developers who are innovative, define the left and right limits or requirements.
So you get a three to five-page requirements document, which is much better than a 100 to 200-page document. Let them innovate and come back with a solution and in a much more timely manner—days and weeks versus months and years. Then you iterate and you continue to iterate on that minimum viable product.
Then also leverage some of those techniques to buy the right hardware in a timely fashion and focus on the approval top rate process, to reduce the amount of time to approve either software or hardware for connecting to the network. I know that Dr. Roper, Air Force Acquisition and the chief and secretary are very focused on bringing the future faster.
Airman Magazine: The Air Force is considering launching a cyber rapid capabilities office. How would that benefit the Twenty-fourth AF and the cyber community as a whole?
Maj. Gen. Skinner: The traditional slow-and-steady acquisition model is great for buying a fleet of fifth-generation aircraft, but it isn’t ideal for cyberspace where the landscape is changing constantly and where the state-of-the-art is available to anyone interested in buying. We need to get faster.
The DNA of the Air Force RCO brings agility and flexibility, which drives down timelines and increases capability. Right now we can’t say what form a cyber RCO would take, but will benefit us by getting the right capabilities and weapons at the right time to our operators. We need to respond to malicious cyber activity with greater speed and tempo employing a calculated, “spectrum of risk” framework which is properly delegated at echelon to enable responsible and responsive cyberspace operations in support of assigned missions.
The concept of Fusion Warfare gathers all intelligence, surveillance and reconnaissance data across all Air Force platforms into the “combat cloud” through and autonomous process where it’s analyzed and combined to create a real time big picture for commanders.
(Photo by Airman 1st Class Kevin Sommer Giron)
Airman Magazine: What effect will advances in big data research have on cyber operations?
Maj. Gen. Skinner: Data is the game changer in our business. If I own the data battle space, then I will definitely be within the OODA loop of the adversary. Being able to leverage quantum computing, artificial intelligence and analysis of big data platforms is really the future of our mission.
There is so much data out there in today’s environment there is no way that you can get through all of it (manually). So you may miss a key data point that would help you make a decision. In a future conflict, being able to have the right data at the right time analyzed at the right tempo is key to success.
We’re putting a lot of effort into better understanding the data, not just from cyber standpoint, but also in logistics, in intelligence and even in personnel. The more we can analyze the data, the better that we can perform education and training, perform timely logistics, perform ISR operations. Every single Air Force core mission is reliant on data to be more effective, more efficient and more successful.
Airman Magazine: Can you talk about Hack the Air Force and its value to the force?
Maj. Gen. Skinner: The first Hack the Air Force iteration was in late 2017, after the successful Hack the Pentagon initiative by Defense Digital Services. When the first hackathon sprint kicked off it took less than a minute for a hacker to find a valid vulnerability. By the end, over 200 holes in our boundary had been patched—and that was just the first iteration.
Hack the Air Force gets after two important focus areas: first, it builds capacity for the Air Force by leveraging expertise from a multitude of places, and second, it leverages innovative thinking to find vulnerabilities we otherwise might not uncover.
Take, for example, the person who won the first hackathon sprint, a 17-year-old high school student from Chicago. Maybe his path won’t lead him to the Air Force, but we were still able to use his talents to make ourselves more resilient. To me that’s a win.
Quynh Tran, right, a Raytheon Corporation software engineer, talks with Capt. Nick Lundin, Product Management lead, about a software coding project May 30, 2018 at Kessel Run, a program within the Defense Innovation Unit Experimental, a United States Department of Defense organization, in Boston.
(Photo by J.M. Eddins Jr.)
Airman Magazine: What lessons can be learned from commercial companies about practices that enable those fresh ideas to come forward?
Maj. Gen. Skinner: There are a lot of great lessons learned from Silicon Valley and I would offer Silicon Valley has also learned from the Department of Defense.
As I’ve said many times over my 33-year career to date, if I came into the military today, compared with a talent level of the individuals that we have now, I would not be as successful as I have been.
The talent today is amazing and our job as senior leaders is how do we unleash that talent? How do we have the right policies and the right directives leveraging the right acquisition authorities and unleash this talent on the hard problems that our force and our nation face today.
The key is getting the right people in the room to determine how best to provide solutions, whether it’s software development, hardware acquisition or cyberspace operations. It’s getting the right people in the room and getting through the bureaucracy, pushing the bureaucracy to the side and being able to unleash the talent.
Airman Magazine: How can, especially when it comes to the cyber domain, the Air Force compete with civilian industry to attract more STEM (science, technology, engineering and math) talent?
Maj. Gen. Skinner: There was always a competition between academia, research labs, commercial industry and the military. We as a military cannot compete from a dollar standpoint.
But where we can compete is with the great things you can do within the DoD, that you probably can’t do within the commercial world. We have great missions coming from the research we’re doing.
Some of the operations we’re doing on a day-to-day basis, you can’t do that on the commercial side. We have opportunities for individuals at a variety of levels to perform things they couldn’t do outside of the military. That’s our calling card.
Airman Magazine: Peer and near-peer competitors have been going to school on us since World War II; how do we offset that advantage?
Maj. Gen. Skinner: I would say every threat is an opportunity. While we have been focused over the last 10 to 15 years on the violent extremist, the latest National Defense Strategy, National Security Strategy and National Cyber Strategy outline strategic competition, peer competitors, and has turned the focus there.
You’ll hear a lot about readiness. Readiness is very important to our chief, very important to our secretary and very important to the secretary of defense. We need to make sure that we have a lethal force. In order to do that, you need to have a ready force.
In order to be ready, you need to have a disciplined force. Especially when there is strategic competition out there and adversaries who on a day-to-day basis are performing actions and operations that are probably right below the level of conflict.
But, I would not want to go and do a mission against a threat with anyone else but the airmen we have in our service today. Our airmen, with our joint partners in the other services, still have the most critical, credible and lethal force in the world.
Airmen with the 68th Network Warfare Squadron monitor Air Force communications to analyze disclosures of critical information and perform data loss prevention at Joint Base San Antonio-Lackland, Texas, Oct. 25, 2018.
(Photo by J.M. Eddins Jr.)
Airman Magazine: You talked about having a disciplined force in order to be lethal. What constitutes discipline in the cyber world?
Maj. Gen. Skinner: Discipline is key. I’m not talking about discipline from a uniform code of military justice aspect. This is discipline in processes, discipline in procedures and discipline in command and control. We spent a lot of time going back and trying to figure out what happened on something because there was an undisciplined tactic, technique, procedure or process. We’re trying to leverage discipline to make our force more effective and more capable and build capacity.
Then we come to a readiness standpoint. Readiness, as you know, is made up of personnel, equipment, procedures and training. We are continually leveraging our innovative airmen to improve the training they receive, how we purchase equipment, how we educate our airmen.
Part of all this is proficiency. Proficiency against a violent extremist organization is much different than proficiency against strategic competitors. Our focus continues to be how to maintain and improve the readiness and proficiency against strategic competitors.
We are also leveraging our airmen and technology to be more efficient and more effective.
Leveraging artificial intelligence can decrease the amount of time that our airmen spend doing manual work so they can focus on the higher end discussions of cognitive actions and activities.
For example, manually looking through thousands of pages of data takes a very long time. We have airmen who are leveraging technology, whether it’s using keywords or bringing a couple of technologies together, that can take those thousands of documents and run through them in minutes versus hours, days or weeks.
Then taking what the technology has given you and put the human eye on it — are there any other needles in the haystack?
That’s what our airmen are doing on a day-to-day basis. Whether it’s from a data collection standpoint, whether it’s from a cyber operation standpoint, whether it’s looking through logs to see if we have an adversary presence on our networks. Looking through logs to make sure that our user experience is where it needs to be on a daily basis, but leveraging technology to reduce the amount of manual steps.
Airman Magazine: With a kinetic weapon, the effects are apparent and there is an inherent process to be able to determine origin, intent and purpose. The very nature of cyber is to hide the hand that dealt the cards. What kind of challenges does determining attribution pose for a commander?
Maj. Gen. Skinner: So attribution is a very significant challenge. There are not as well defined international norms in the cyberspace domain and therefore a multitude of nations and multitude of criminals and the multitude of other individuals are continuing to push the limits.
It is often very apparent in the other domains, from an effect or an outcome, who the actors are. In the cyber domain, you can have the same type of effects in as in other domains, but it is harder to determine the source, which is really important when you start talking about multi-domain operations.
Cyber is a critical enabler while also a critical operation because cyber can be both supporting and supported within multi-domain operations. As we continue to refine our operations, to refine our tactics, techniques and procedures, we will continue to get better at understanding attribution, understanding the outcomes, and making sure that we refine and define those outcomes and bound the outcomes to meet our mission objectives.
As cyber continues to get more profound and more pronounced in the day-to-day operations, attribution is going to become that much harder.
U.S. Air Force Maj. Gen. Robert Skinner, then Deputy Commander of Air Force Space Command, speaks at the 2018 Rocky Mountain Cyberspace Symposium in Colorado Springs, Colorado, March 6, 2018.
(Photo by Dave Grim)
Airman Magazine: How do you convince people that cyber and space have become foundational to everything that the Air Force, and our society as a whole, does on a daily basis?
Maj. Gen. Skinner: I’ll give you a perfect example, the Global Positioning System is operated by Air Force Space Command: not only for the nation, but the whole world. The U.S. Air Force supplies and supports the system and satellites that enable the GPS navigation we use in our cars and on our phones every day, millions of times around the world.
It also provides timing. Every financial transaction is supported by the GPS system. So when you purchase something and put your credit card into that reader, there’s a timing aspect that is being supported by GPS. So the Air Force is supporting billions of activities and actions all the time.
Airman Magazine: The chief of staff and secretary have made it a priority to push command level decisions down to the lowest level possible. How is that manifested in your command?
Maj. Gen. Skinner: Its not only because the chief and the secretary say they want it done. We have the greatest airmen in the world and we have the greatest commanders in the world—pushing authorities and responsibility down to the lowest level really enables them to unleash the talent around them and enables us to unleash their talent.
You don’t need higher headquarters micromanaging and directing things on a daily basis. Our commanders are boarded. We have a tradition of great commanders in our Air Force and we need to let them run. We need to let them determine how best to run their organizations and how best to be effective. The more that we can push decision authority down, the more bureaucracy we can eliminate and the more agile, lethal and effective we can be as an Air Force.
From a higher headquarters level and higher commander level, our responsibility is to give the left and right limits to those organizations and then let them run.
If we are in a conflict, especially against a peer competitor, the amount of time it would take to micromanage our tactical-level units would not allow us to be inside the OODA loop of our adversary.
We need to allow our commanders, in peacetime, to train like they are going to fight. To have that authority to perform the mission as they see fit. With more guidance, directives and limitations to that commander, there’s going to be some negative learning, first and foremost, but secondly, the safety of our airmen will be put in jeopardy.
Participants in the joint, multinational exercise Cyber Guard 2016 work through a training scenario during the nine-day event in Suffolk, Va., on June 16, 2016.
(Photo by Petty Officer 2nd Class Jesse A. Hyatt)
Airman Magazine: As commander of Joint Force Headquarters Cyber, you’re responsible for cyber affects in campaign plans from U.S. Central Command to U.S. Transportation Command. How does that integration take place?
Maj. Gen. Skinner: Aligned to each of those combatant commanders we have an element called the Cyber Operations Integrated Planning Element. We are just now standing those up and they are at the combatant commanders’ headquarters.
They’re kind of our picture window into that combatant commander to enable cyber operations planning to be part of their overall plan. Each combatant commander has either a function or a region they’re responsible for and they have what we call a scheme of maneuver, which is either day-to-day or in conflict. It is the commander’s plan of how to ensure sure we are successful in that campaign.
These planning elements are aligned there so we can be part of that plan and make sure that cyber isn’t just bolted on, but integrated into that plan. Cyber will be one of the first options that are available to that combatant commander below the level of conflict to make sure that we are meeting our objectives.
Airman Magazine: How do you get everyone with a piece of the huge cyber puzzle speaking the same language? How do you communicate capabilities and vulnerabilities to leadership, agency partners and airmen who are not cyber experts?
Maj. Gen. Skinner: I would say today we have the best understanding and the best alignment from the cyber domain standpoint that we’ve ever had with all the strategy documents – the National Defense Strategy, which is underneath the National Security Strategy, the National Cyber Policy and Strategy, the DoD Cyber Strategy and the Cyber Posture Review.
All of these documents are perfectly aligned and it’s a great understanding of the capabilities that we provide, but also the importance of cyber to the multi-domain operations. The education is continual, but I offer that our Air Force leadership understands the cyber domain. They understand how important the cyber domain is to multi-domain operations.
We continue to educate the entire forest. We’re continuing the education process of all of our airmen, from the highest level to the most junior airman and the joint community, but from a joint standpoint and a national standpoint cyber is more understood than it ever has been.
Proposed content viewing page on the Cyber Education Hub, which is being developed at the Center for Cyberspace Research in the Air Force Institute of Technology, Wright-Patterson Air Force Base, Ohio.
(AFIT CCR photo)
Airman Magazine: Do you see the Continuum of Learning concept and applications like the Cyber Learning Hub being developed by the Center for Cyberspace Research, Air Force Cyber College and U.S Air Force Academy’s CyberWorx, as aiding in that effort?
Maj. Gen. Skinner: There are a lot of great opportunities with that as cyber continues to be more and more integrated into the day-to-day operations.
We currently have the Air Force Warfare Center where we bring a lot of different mission systems together, integrate them, exercise and train and cyber is a significant part of that.
From an education standpoint we send people to the Air Force Institute of Technology. They not only have general education classes, but we they have Cyber 100, Cyber 200, Cyber 300 and Cyber 400 courses.
We have the 39th Information Operations Squadron, which does our cyber training. Keesler Air Force Base has a lot of our cyber courses. Just as Gen. Raymond over the last year has been working with Air University to make sure we have more space in our professional military education, we’re doing the same thing from a cyber standpoint.
We’re working with Gen. Cotton at Air University and Gen. Kwast at Air Education and Training Command to make sure that we continue to improve the amount of cyber and relevant topics in cyber education in basic military training through professional military education and to highlight cyber, both from a professional and a personal standpoint, because it impacts every part of your life.
Airman Magazine: In that vein, what would you like every airman to be aware of in their daily connectivity?
Maj. Gen. Skinner: One of the biggest vectors that our adversaries use to get into our networks is email. It’s called spear phishing. You can get those at your home and at the office. We continue to educate that you should know who the sender of an email is, that you do not click on links that you’re not certain are good links. If it looks too good to be true, it probably is.
If you get an email offering a free vacation, there’s probably not a free vacation. That’s probably someone trying to gain access to your personal information or gain access into our Air Force systems to cause havoc and disrupt our ability to do our missions.
Additionally, be aware that our adversaries can put different pieces of unclassified information together, which in the aggregate actually become classified. So you always have to be careful when you’re outside of work, or even inside work, of what you talk about in the open.
You have to monitor your computer systems. Make sure your systems are patched, especially at home, because that is the quickest way for an adversary to exploit your system. Some vulnerabilities have been out there for years. We find that both on the commercial side and the government side — there are systems out there that have not been patched in a long time, even though a patch has been out there.
We’re continuing to leverage technology to make that a little easier, to make sure that we’re updating and protecting all those systems.
Maj. Gen. Robert J. Skinner, Commander, 24th Air Force; Commander, Air Forces Cyber and Commander, Joint Force Headquarters-Cyber is photographed at his headquarters at Joint Base San Antonio-Lackland, Texas, Oct. 26, 2018.
(Photo by J.M. Eddins Jr.)
Airman Magazine: The Air Force places a premium on building leaders. What twists and turns has your career taken that culminated in command of the Twenty-fourth AF?
Maj. Gen. Skinner: I’ve had multiple mentors who have taken a special interest in my career. They have said you need to go to this position. I questioned it. I didn’t understand it. But it turns out that developed a place in my leadership that was not refined well enough. We spend a lot of time and energy on managing our talent. What differentiates us from other nations and other militaries is our airmen, whether officer, enlisted or civilian.
Our Airmen are our most precious asset. It is our solemn duty to professionally develop our airmen to the best extent possible. We take special interest in placing them where they professionally develop, while making sure our missions continue to be successful.
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
Within a day of a second failed attack on the Arleigh Burke-class guided missile destroyer USS Mason (DDG 87), the USS Nitze (DDG 94), a sister ship, has launched strikes against three radar sites in Yemen. The strike came less than a day after the Mason had defeated the second attack.
According to a report by The Washington Examiner, three BGM-109 Tomahawk cruise missiles were fired at the sites in Yemeni territory under the control of Houthi rebels. The Houthi rebels are believed to have been responsible for the Sunday and Wednesday attacks on Mason, but also the attack on HSV-2 Swift, a former U.S. Navy vessel now owned by a civilian firm in the United Arab Emirates.
“The strikes — authorized by President Obama at the recommendation of Secretary of Defense Ash Carter and Chairman of the Joint Chiefs General Joseph Dunford — targeted radar sites involved in the recent missile launches threatening USS Mason and other vessels operating in international waters in the Red Sea and the Bab al-Mandeb,” Pentagon press secretary Peter Cook said in an official statement, also noting that the targeted radar sites were destroyed in the strikes.
The BGM-109 Tomahawk cruise missile comes in a number of varieties, including nuclear (BGM-109A), anti-ship (BGM-109B), conventional land-attack (BGM-109C), cluster munitions for land attack (BGM-109D), and a “Tactical Tomahawk” that is equipped with a TV camera (BGM-109E).
The land-attack and “Tactical Tomahawk” missiles have a maximum range of 900 nautical miles, and are armed with a unitary warhead (usually a thousand-pound high explosive warhead, based on those used on the AGM-12 Bullpup missile). The BGM-109D delivers a dispenser with 166 BLU-97 bomblets up to 700 miles away.
The Tomahawk has a top speed of 550 nautical miles per hour, and flies in at a very low altitude to evade radars. To date, a total of 2,267 missiles have been fired.
Here’s official U.S. Navy footage of the Tomahawk launch:
Adm. John Richardson, the Chief of Naval Operations, released the following statement in the wake of the most recent events in the waters off of Yemen:
“The U.S. Navy remains on watch in the Red Sea and around the world to defend America from attack and to protect U.S. strategic interests. These unjustified attacks are serious, but they will not deter us from our mission. We are trained and ready to defend ourselves and to respond quickly and decisively. The team in USS Mason demonstrated initiative and toughness as they defended themselves and others against these unfounded attacks over the weekend and again today. All Americans should be proud of them.”
Chesty XIV is all grown up and headed into the retired life— and you might now see the adored English bulldog skateboarding around the nation’s capital.
After five years of service, the Marine Corps’ mascot transferred his responsibilities to a younger model on Aug. 24, 2018, during a ceremony at Marine Barracks Washington. Col. Donald Tomich, the barracks’ commanding officer, presided over the sergeant’s retirement ceremony.
The bulldog’s owner told NBC she planned to purchase a skateboard for the retired mascot, who finally gets to relax those strict Marine Corps standards in retired life.
“All the things I would not let him learn how to do because he might embarrass the Marine Corps, he’s going to learn how to do them,” Christine Billera told NBC News.
Chesty XIV grew into his responsibilities during his time at 8th and I. That included lots of nights on the parade deck in miniature dress blues or attending other events in the Washington, D.C. area in his service or utility uniforms.
Cpl. Chesty XIV stands over Chesty XV wearing a Campaign Cover at Marine Barracks Washington, March 19, 2018.
(Marine Corps Photo by Lance Cpl. Taryn Escott)
“When he was young, he was feisty and energetic just like most Marines are when they come out of recruit training,” Gunnery Sgt. Aaron Calderon, the drill master at 8th and I, told NBC Washington. “As he progressed and got a little bit older, he brought that wisdom, knowledge and experience.”
The service’s canine mascots are named for revered Marine Lt. Gen. Lewis Burwell “Chesty” Puller, who earned five Navy Crosses while serving nearly four decades in the Corps.
Pvt. Chesty XV, who arrived at the Barracks as a 10-week-old puppy in March 2018, has completed his entry-level training, where he was even issued his own physical-training safety belt. The private will immediately begin representing the Marine Corps at ceremonial events in the nation’s capital.
Not everyone was ready to see the service’s 14th canine mascot go. Sgt. Chesty XIV will always be remembered at 8th and I, Calderon told NBC Washington.
Others thought the English bulldog might’ve been skirting his weight standards and dodging PT during his last days on active duty.
“Time to retire when you can’t button that uniform,” one Facebook user joked.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
Veterans with PTSD often suffer from nightmares, as 53 percent of combat Veterans with PTSD report a significant nightmare problem. In fact, nightmares are one of the criteria used to diagnose PTSD. Often, nightmares are recurrent and may relate to or replay the trauma the Veteran has experienced. They may be frequent and occur several times a week.
Prolonged or intense stress, such as that experienced during a trauma or in PTSD, is associated with a decreased level of serotonin. The serotonin system regulates parts of the brain that deal with fear and worry. Low serotonin production disrupts sleep and often leads to more significant sleep disorders, like insomnia.
Those with PTSD who experience these brain chemistry changes may be hyper-vigilant, even in sleep. This can make it difficult to fall asleep or remain asleep. Excess adrenaline can make Veterans feel wired at night and unable to relax and fall asleep. With elevated cortisol, there is a decrease in short-wave sleep, and increases in light sleep and waking.
Treating PTSD and sleep disorders
It’s important for Veterans to seek treatment for trauma-related sleep difficulties. With treatment, Veterans can work to improve sleep difficulties and get more restful sleep. Treatment for Veterans with PTSD may include:
1. Psychotherapy: Psychotherapy is used to facilitate processing of a traumatic event. It may include therapies such as prolonged exposure, cognitive processing therapy, and eye movement desensitization and reprocessing. Although psychotherapy may not be directly aimed at sleep improvement, it can be effective in relieving PTSD, and in turn, the symptoms of sleep disruption from PTSD.
2. Cognitive behavioral therapy: With cognitive behavioral therapy, Veterans with PTSD discuss their sleep habits and identify opportunities for improvement of sleep hygiene.
3. Relaxation therapy: Often combined with meditation, relaxation therapy is used to promote soothing and a peaceful mindset before bedtime. Ideally, relaxation therapy can alleviate hyperarousal so that Veterans with PTSD can relax and fall asleep more easily.
4. Light therapy: Light therapy uses exposure to bright light to realign the circadian clock. With exposure to bright light during the day, your brain is better able to understand that it’s daytime, and time to be alert. Patients of light therapy often fall asleep more easily and sleep later.
5. Sleep restriction: Sleep restriction is controlled sleep deprivation, which limits the time spent in bed so that sleeping takes up 85 to 90 percent of the time spent in bed.
6. Medication and supplements: Medications are typically considered a last resort for solving sleep difficulties due to their potential side effects. Supplements of melatonin, a natural hormone that regulates the sleep cycle can help patients sleep better. Medications including sedatives and hypnotics may be used if therapies and natural supplements are not effective.
Strategies and techniques to help PTSD-affected Veterans get to sleep
Treatment of PTSD and related sleep disorders is key. However, there are steps Veterans can take in addition to treatment that can alleviate the sleep disruption associated with PTSD. These include:
7. Sleep in a comforting location: Your sleep environment should be a location where you feel safe, and free of any triggers that might cause you to relive trauma.
8. Ask friends and family for support: Some with PTSD feel safer and more comfortable sleeping with a trusted friend or family member in the same room or a nearby room.
9. Wind down in the evening: Spend time in the evening before bed winding down from the day to induce relaxation. If you take time to relax and maintain a consistent bedtime routine, you can signal to your brain that it’s time to sleep. This can be done by going through the same steps before bed every night, ideally relaxing activities such as playing soft music, meditating, practicing muscle relaxation, taking a warm bath, or reading a book.
10. Setup the ideal sleep environment: A nightlight might make you feel more comfortable sleeping in a dark room. If your sleeping environment can be noisy or disruptive, consider playing soft music or using a white noise machine to block out sounds that can startle you out of sleep. Make sure to control the temperature of your room and keep it between 60-67 degrees fahrenheit. From your mattress to your bedding, make sure you know what keeps your spine in alignment and alleviates any pressure points or additional issues you might face.
11. Give yourself enough time to sleep: Being rushed in the evening or morning can contribute to feelings of stress that may exacerbate sleep struggles for Veterans with PTSD. You shouldn’t feel like you don’t have enough time to sleep. Schedule enough time for adequate rest, leaving extra time if you often experience difficulty falling asleep or staying asleep through the night.
12. Listen to your body’s sleep cues: Following trauma, you may need more sleep than you’re expecting. Listen to your body and go to bed when you feel ready to sleep. However, it’s important to avoid getting into bed too early and lying awake for long periods of time.
13. Avoid activities that can interfere with sleep: Eating a large meal, drinking alcohol, consuming caffeine, or napping or exercising a few hours before bed can make it difficult to fall asleep. Avoid screen time late at night, including video games, TV, and mobile devices.