As a West Point cadet, Claire Dieterich thought she would be career military. She commissioned as a Military Police officer in the U.S. Army in 2010 and met her now-husband, Kevin, while she was stationed in Washington state. During her time on active duty, she deployed to Afghanistan and shortly before her five-year contract was up, she gave birth to her first child and decided to take life in a different direction.
“Leaving active duty was an easier decision than I thought it would be,” she shared. “While I loved my time in the Army and am so proud of it, I knew that it wasn’t the long-term lifestyle that I wanted for myself or for my family. I [transitioned into working] as a project manager and oversaw projects that put fire alarm and security systems in schools and hospitals. While I did enjoy that I was making local schools and hospitals safer, especially as a parent myself, it wasn’t something I wanted to do long-term.”
It was in this period of transition that a lightbulb went off for Dieterich.
(Courtesy of Claire Dieterich)
“When I was pregnant with my second child and working in corporate America, I knew that I wanted to be a stay-at-home mom before he was born,” she explained. “But I also wanted to create something as an outlet for my passion of cooking that I could grow into an actual job. From this, ‘For the Love of Gourmet’ was born!”
For The Love of Gourmet is a website founded on the basis that delicious food does not have to be hard or take all day to prepare.
“I’ve always loved to cook, and I am a big believer that cooking good food doesn’t need to be difficult. When I was working full time and as a mom, sometimes it truly is hard to get dinner on the table,” Dieterich said.
(Courtesy of Claire Dieterich)
Dieterich’s recipes, complete with mouth-watering photography, range from dinner to dessert, snacks, drinks and entertaining spreads.
“I wanted to share the simple joys of cooking with others and encourage everyone to get into the kitchen even if they previously didn’t enjoy or didn’t have time to cook,” she shared.
Today, Dieterich navigates life as a veteran, military spouse and mom of three in Seattle, Washington.
(Courtesy of Claire Dieterich)
What piece of advice would you give to fellow military spouses?
Find your tribe and hold them close. I didn’t have kids yet when my husband deployed, and it was very, very lonely. I had just moved to Washington and didn’t know anyone yet, and the man I loved was on the other side of the globe. The friends that I made got me through that deployment. Having been the person deployed and the person who has been the one home, I can say that it is much harder to be the person here waiting and worrying. My friends made sure I stayed busy; we went on weekend trips and explored the Pacific Northwest together. And my second part of advice is to find a hobby for yourself. I started running ultramarathons in college, but when my then-boyfriend now-husband was deployed I ran even more. I trained hard and did a lot of races, ultimately laying the groundwork for me to achieve my goal of running the Badwater Ultramarathon. My running goals gave me something to focus on.
What is your life motto?
You can achieve your dreams. And also, it’s OK if those dreams change. At 20 years old, I thought I would be in the Army for 20 plus years. At 25, I thought I would climb the corporate ladder. And at 30, I was a stay-at-home mom to three kids with a food blog that I wanted to grow into something big. I’ve achieved all that I’ve wanted to, but my dreams have also changed as I have changed. That doesn’t mean I’ve failed at a previous goal, it just means I’m focusing on a different one.
If you could pick one song as the theme song of your life, what would it be and why?
It’s so hard to pick one song, but because it is my boys’ favorite song, I will have to go with “High Hopes” by Panic! at the Disco. I think it’s such a fun, upbeat song about working hard and achieving your dreams. Not to mention it’s a great song to run to!
What has been your toughest professional challenge?
Hanging up my uniform for the last time was hard. Even though I knew I didn’t want to continue serving my country in that way, it was still a big part of my life that came to a close and there were a lot of emotions wrapped into that. I spent years working hard to get into West Point, then years working hard there, then years serving my country. I met my husband through the military. I live in a place that I love and may have never traveled to had I not been in the military. I am who I am today because I was in the Army, even though I no longer serve. Even though it was the right decision to close that chapter and start something new, it was still hard for it to be over because I had worked so hard to get there.
What’s your superpower?
I’m a multi-tasker and can organize my day to ensure I get everything done that I need to. That means I wake up two hours before my kids do to work out and edit blog posts. It means I have adventures with my kids in the morning and test recipes when they nap. I plan out my day to take advantage of the time that I have to ensure everything gets done. I’m not unstoppable, I definitely take afternoons off when I need to, but for the most part, I feel really balanced and happy to be able to focus on my family and also something outside of my family that I’m passionate about and want to grow.
While the Defense Department has no official policy that explicitly states service members or U.S. federal employees may not buy stock in companies that manufacture or sell marijuana, commanders have the discretion to warn their troops against the move because it could jeopardize security clearances.
Commanders do have the authorities to develop local policies as long as they do not contradict with overall DoD guidelines, according to a defense official who spoke with Military.com on background. If an organization or command issues guidelines stating the organization’s legal position on the matter, it does not mean it is official DoD policy, the official said.
The clarification comes after multiple emails surfaced from local leaders telling service members to be careful about what they invest in — especially if they hold a clearance.
“While, currently, no official DoD guidance specific to financial involvement in marijuana exists, the Pentagon continues to research the topic,” Army Lt. Col. Audricia Harris, a Pentagon spokeswoman, said March 7, 2019. “Any changes will be addressed through normal policy update procedures.”
(Flickr photo by Miranda Nelson)
DoD uses 13 criteria to evaluate security clearance request, flagging service members who may be at risk for illicit or illegal activities. These evaluation criteria range from allegiance to the U.S. to sexual preferences and financial circumstances and debt.
“Recently, several news outlets have incorrectly cited a change in Department of Defense Consolidated Adjudications Facility (CAF) policy regarding investment in companies that sell or manufacture marijuana or related products,” Harris said in a statement. “The DoD CAF does not issue policy. Instead, the DoD CAF adheres to applicable policies when making adjudicative determinations.”
“These determinations apply the ‘whole person concept’ and take into account all available information, favorable and unfavorable, to render an appropriate determination on a person’s reliability and trustworthiness to hold a clearance,” Harris added.
While the clearance determination process is subjective, the evaluation categories illustrate how much risk people are willing to take, which could imperil their jobs, the official said.
The current guidance stems from a 2014 memo signed by then-Direction of National Intelligence James Clapper.
The memo states that any government employee who disregards federal law about “the use, sale, or manufacture of marijuana” remains under scrutiny, and could be denied for a security clearance.
While the use “or involvement with marijuana” calls into question “an individual’s judgment,” the memo, signed Oct. 25, 2014, does not explicitly mention investing in companies that legally distribute marijuana.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
Farrier (Hardy) sets his plane on fire to keep it out of German hands. (Credit to Warner Bros. Pictures)
The pilot checks his watch and does another calculation. The fuel gauge on his Spitfire had been shot out by a German Messerschmitt Bf 109 fighter, and he was reduced to estimating his remaining fuel level with quick arithmetic. As he approaches the Dunkirk coast, the engine begins to sputter and the prop slows to a lethargic, useless spin. Now gliding, the pilot spots a German Ju 87 Stuka dive-bomber making a dive on the beleaguered British Expeditionary Force troops attempting to evacuate below. He lines up his gunsight and lets out a burst of fire from his .303 Browning machine guns, sending the smoking Stuka into the water.
Dunkirk movie promo (Credit to Warner Bros. Pictures)
The men on the ground cheer and wave at their airborne savior as he glides his Spitfire over the beach. Once he is clear of the British beachhead, the pilot lowers his flaps for landing. The landing gear release lever malfunctions and he is forced to manually crank his landing gear down as the beach below him grows closer and closer. He skillfully sets the Spitfire down on the beach with no bumps or bounces—a perfect landing under any circumstances. After setting fire to his plane, the pilot reflects on his long day of fighting before he is captured by German troops.
This account follows the story of an RAF Spitfire pilot named Farrier, played by Tom Hardy, in the 2017 Warner Bros. film Dunkirk. Written, produced and directed by Christopher Nolan, Dunkirk tells the suspenseful story of the British evacuation at Dunkirk in 1940. What most people don’t know is that Farrier’s actions depicted in the film are based on the real-life exploits of New Zealand fighter ace Alan Deere.
Deere was born in Westport, New Zealand in 1917. During his school years, he excelled in sports and took up rugby, cricket, and boxing. After school, he convinced his mother to sign an “Under 21” form, allowing him to join the RAF at the age of 20. Deere moved to England in 1937 to begin his flight training. After graduating flight school, Deere was assigned to No. 54 Squadron and flew the Gloster Gladiator before converting to the Supermarine Spitfire in March 1939.
During Operation Dynamo, the BEF evacuation at Dunkirk that began on May 26, No. 54 flew several sorties every day to provide air cover over Dunkirk and the English Channel. On May 27, Deere destroyed a Junkers Ju 88 bomber that was attacking a hospital ship, much like Farrier did in the film. The intense aerial combat and high operational tempo of Dynamo meant that, by May 28, No. 54 Squadron had been attrited to just eight serviceable aircraft.
Deere led the squadron on a dawn patrol, Deere spotted a German Dornier Do 17 bomber. He split off a section of his patrol to engage the enemy aircraft. During his attack on the Do 17, Deere’s Spitfire was hit by machine gun fire from the bomber’s rear gunner. He was forced to make an emergency landing to the east on a Belgian beach, during which he was knocked unconscious. After he came to, Deere torched his plane and made his way into a nearby town where he received first aid and hitched ride on a British Army truck back to Dunkirk. During the boat ride back to England, Deere received harsh words and criticism about the RAF’s fighter cover from the BEF soldiers (this experience was portrayed in the story of a different RAF pilot in the film).
Deere’s scuttled Spitfire on the beach. (Photo from spitfirepv270.co.nz)
After the Battle of France, Deere flew during the Battle of Britain and the Invasion of Normandy. During the war, Deere scored 22 aerial victories, 10 probable kills, and damaged 18 enemy aircraft. He became a quadruple ace and the second highest scoring New Zealand fighter pilot in history. For his contributions during the war, Deere was awarded two British Distinguished Flying Crosses, the American Distinguished Flying Cross, the French Croix de Guerre, the British Distinguished Service Order, and appointed as an Officer of the Order of the British Empire.
Deere’s military career also brought him numerous near death experiences, including having his Spitfire’s wing shot off, and a head-on engagement with a Bf 109 which resulted in an aerial collision and another glide to an emergency landing. Befitting an unkillable man like Deere, his autobiography is titled Nine Lives.
Portrait of Wing Commander Alan Deere. (Photo from the Imperial War Museum)
After the war, Deere continued to serve in the RAF and achieved the rank of Air Commodore before retiring in 1967. He returned to his boyhood passion of athletics and became the RAF’s Director of Sport as a civilian. During his later years, Deere suffered from cancer. He died on September 21, 1995. He was cremated and his ashes were scattered over the River Thames from a Spitfire.
Memorabilia from Deere’s military career, including medals, trophies, and even the engine from one of his Spitfires, are on display at museums in both Britain and New Zealand. Perhaps his best tribute, however, is a restored Spitfire Mk IX bearing his markings when he served as a Wing Commander during the war. The Spitfire was restored by Deere’s nephew, Brendon Deere, and is flown at air shows in New Zealand.
Brendon Deere’s restored Spitfire Mk IX bearing Alan Deere’s markings. (Photo from airshowtravel.co.nz)
Gen. Arnold W. Bunch Jr. is the commander of Air Force Materiel Command, headquartered at Wright-Patterson Air Force Base, Ohio. He handles installation and mission support, discovery and development, test and evaluation, life cycle management services and sustainment of every major Air Force weapon system. The command employs approximately 80,000 people and manages $60 billion of budget authority.
AFMC delivers war-winning expeditionary capabilities to the warfighter through development and transition of technology, professional acquisition management, exacting test and evaluation and world-class sustainment of all Air Force weapon systems.
There are eight AFMC host bases: Arnold AFB, Tennessee; Edwards AFB, California; Eglin AFB, Florida; Hanscom AFB, Massachusetts; Hill AFB, Utah; Robins AFB, Georgia; Tinker AFB, Oklahoma and Wright-Patterson AFB, Ohio. In addition, the command operates associate units on several non-AFMC bases.
During an interview with Airman magazine, Bunch discussed AFMC’s mission and responsibilities and the roles of science, technology and innovation in increasing Air Force readiness.
Airman magazine: Air Force Materiel Command is a large and diverse command which a lot of Airmen may not understand. Can you talk about the mission of the command?
Gen. Bunch: I would say we are the most diverse (major command) that there is in the Air Force. When you consider the demographics, we are very diverse. AFMC has huge mission diversity as well. What I want to tell the Airmen is, we touch everything that they touch on a day-to-day basis. When a system comes into the Air Force, we do a lot of the (science and technology) research upfront and early. That work is done through the research lab. We do a lot of the acquisition planning either through the Nuclear Weapons Center or through the Life Cycle Management Center and that starts the acquisition process. We test systems and we do all the activities to get it into the Air Force. Then we sustain the system for the long term through the sustainment center, all the way to the point that we get rid of it or retire it and put it at (Aerospace Maintenance and Regeneration Group) in some cases.
So, from the beginning all the way to the end of any system we have within the Air Force, AFMC plays a key role. Underlying all that and at the foundation is the work the Air Force Installation and Mission Support Center.
The AFIMSC takes care of all facilities modernization and restoration. They also take care of contracting, security forces, housing privatization, dormitories and military construction. They take care of these things on our installations day-to-day to make sure that our facilities are up to date so that we can project power anywhere in the world.
So our mission diversity ranges from every mission system across the Air Force that we create, develop, test and maintain from the very beginning of the program all the way to the very end of a program’s life to support for the nuclear enterprise, and installation and mission support.. AFMC is involved in all of it, so it’s a very diverse mission.
Gen. Arnold Bunch Jr., Commander, Air Force Materiel Command, talks with members of the 412th Medical Group during his visit to Edwards Air Force Base, California, Oct. 18.
(U.S. Air Force photo by Giancarlo Casem)
Airman magazine: You talk about the importance of AFMC people. What is AFMC doing to attract top talent, develop and keep the workforce?
Gen. Bunch: Our Airmen, and when I use Airmen, I’m talking about military and civilian. I don’t distinguish within this command. We, more than any other command with (more than) 60,000 civilians, we are Airmen all focused on the Air Force mission. They are our most valuable resource and they are what make this organization tick. They’re the ones that get it done every day and execute their wartime mission each day.
We are trying to speed up the process of bringing the right people in and who we can recruit. We’ve actually taken some steps to speed that process up, to make it go quicker. We’re also doing some unique things where we’re doing job fairs to try to get at the right people. We’re using acquisition workforce development funds to pay off student loans to attract high quality, high caliber people in the skill sets we need. And what I’ve asked the team to start looking at is how do we communicate this so that we can keep people?
We had a lady who worked in the Air Force Test Center in May who retired after 68 years of service. We have 21 or 22 year-old young men and women coming in and I’ve got folks that have worked in the organization for 68 years. How you communicate across that diverse spectrum and how you motivate them all to keep going forward and how do you reward and award. Those are the things that we’re asking our people to take a look at and to help us drive our retention numbers the way we need them to go.
Since October of last year, we’ve seen about an 11% drop in the time to hire civilians. We’re not where we want to be, we’ve got to get better, but it’s a step in the right direction and something that I feel comfortable saying to the workforce. We know we’ve got to do better and we’re working at it.
Congress has been very helpful by giving us some additional authorities and we’re utilizing those authorities to try to go faster.
Air Force Chief of Staff Gen. David L. Goldfein congratulates Gen. Arnold W. Bunch, Jr. after assuming command of Air Force Materiel Command commander, shake hands during an assumption of command ceremony inside the National Museum of the United States Air Force, Wright-Patterson Air Force Base, Ohio, May 31, 2019.
(U.S. Air Force photo by Wesley Farnsworth)
Airman magazine: The (Former Secretary of the Air Force Heather Wilson) and Air Force Chief of Staff Gen. David Goldfein) have called out the “Air Force We Need.” Can you please describe the “AFMC We Need” initiative? What are some focus areas and objectives?
Gen. Bunch: We have the National Defense Strategy that came out that everyone’s focused on and (the Air Force) came out with the “Air Force We Need.” When I came into the job, what I wanted to do was define what do we, as AFMC, need to be to support the National Defense Strategy and to support where the chief and secretary want to go with the “Air Force We Need.”
I didn’t have any preconceived ideas of what we wanted it to be. I wanted to tap into our most valuable resource, our Airmen. They’re the ones that are executing the mission each day. So we wanted to, as Gen. Goldfein says, “squint with our ears” and listen to our men and women about what’s impeding their ability to get the mission done and what do they think it means to speed things up, go at the speed of relevance. So, we formed a team. We sent them out. They did a lot of surveys. We got a lot of results back in and a lot of great ideas that we’re now trying to review and see how we want to implement the suggestions or what we can put in place to move forward.
One of the books I’ve read about leadership is “Primal Leadership.” In the book there is a quote about, “None of us is as smart as all of us.” So, what I wanted to do was capture the essence of what the men and women believe in the organization and then glean through those comments to figure out what we need to get after. So we’re excited about going forward.
Airman magazine: The “AFMC We Need” addressed broad areas across the command. What are some of the challenges identified?
Gen. Bunch: We did do some external interviews and I would say they’re kind of consistent. One of the things is we’ve got to do a better job of communicating our impact and what our mission is. Some of our folks didn’t understand what we do, internally and externally, so we’ve got to do a better job at communicating some of that. A couple other challenges identified were facilities, infrastructure and information technology.
We’re telling people they’re coming to work in this remarkable organization, but they’re having tremendous impacts on a day-to-day basis with how our information technology systems work and it’s causing limitations. So those will be some of the initial challenges that we are going to focus on.
Another challenge we are going to focus on and we are starting to take some actions in is leadership training. Our people want their supervisors to be better leaders.
Last month, we had a senior leader conference where we talked about that with all our center and installation commanders. One of the things we’re trying to find out is who are the “no” people. The goal is to stop some of those noes and see what we can do to get to “yes” to move forward as an organization so we’re better prepared to support the future.
One of the installation commanders gave me a sign and I’ve got it in the office. I asked everybody at the senior leader conference to sign it. It says, “Find out where no lives and kill it.”
Capt. Joshua Lee talks with Gen. Arnold Bunch, Air Force Materiel Command commander, about unmanned aerial systems Oct. 15 at Eglin Air Force Base, Fla. The commander visited Air Force Research Lab Munitions Directorate’s newest networking test and design facility during an early stop on his two-day tour of the base.
(U.S. Air Force photo by Samuel King Jr.)
Airman magazine: You have stated the AFMC has to be better at anticipating Air Force needs. How will AFMC do this?
Gen. Bunch: We have to think forward. We have to think about the future. We can’t get caught up in what is Air Combat Command or Air Mobility Command or Global Strike Command asking for today. We need to focus our science and technology to go forward. (The Air Force) put out the Science and Technology 2030 strategy. We’re building an implementation plan to get after that. How do we create a competitive environment with what we’re doing within the research laboratory so that we are pushing ourselves and we’re scanning that horizon for what’s out there for the future. That’s one way that we can do that.
We also need to capitalize on a lot of what’s going on with commercial industry to get innovative ideas from outside that we may not have thought of. So we’re supporting the pitch days that (Dr. Will Roper, assistant secretary of the Air Force for Acquisitions, Technology and Logistics) implemented in small business innovative research.
We’re supporting the stand-up of consortiums so that we can get good ideas in and see what people can do. So, there are a lot of activities we as AFMC need to work on. We need to continue to look at industry strategies for how they’re doing business and how they develop software. We need to look at how can we do those things in a more responsive manner and change how we hire the workforce and how we recruit and retain them.
We’ve got to get a more operational tie and more linkage with what we’re doing across AFMC, and with the other major commands. How are they employing some of their aircraft? How are they doing their communication? What do we need to do? What can we glean from within to find answers? We need to make our ties stronger.
Air Force Vice Chief of Staff Gen. Stephen W. Wilson, left, and Dr. William Roper, assistant secretary of the Air Force for Acquisition, Technology and Logistics, center, discuss the April 20 TechStars Autonomous Technology Accelerator for the Air Force Demo Day at the Westin Hotel in Boston with John Beatty, right, executive director of the Massachusetts Military Task Force. Ten startup companies pitched their ideas to potential investors and Air Force senior leaders during the event, which is a partnership between Techstars and AFWERX.
(U.S. Air Force photo by Linda LaBonte Britt)
Airman magazine: How is AFMC utilizing partnerships with commercial tech companies and academia to have a better understanding and mine those advanced capabilities that may be on the horizon?
Gen. Bunch: So there are a couple of different areas that I’ll focus on. We’re working right now and we’ve got some good partnerships with Delta, Tech Ops, and Georgia Tech Research Institute on what we’re doing for condition based maintenance. We’re looking at what the commercial industry is applying in managing their large fleets of aircraft. Also what can we do with machine learning or artificial intelligence so that we can be more predictive for when some of our systems may be going to fail and help us keep the supply lines primed with repair parts. To me, we have great partnerships with a lot of great ideas that we can employ and we’re working down that path together, so that’s good.
We’ve got to get rapid. That’s all part of the Rapid Sustainment Office that we stood up with Lt. Gen. Robert McMurry as the program executive officer. The RSO team is looking at condition based maintenance, additive manufacturing or 3D printing and are there technologies out there we can use and capitalize on. We’re starting to make grounds in those areas. So those are a few of the ideas that are coming from the commercial end that we can utilize.
Airman magazine: You’ve said our peer adversaries are developing new capabilities modernizing existing capabilities, eroding our tech advantage. Please describe how AFMC is responding to the need for speed?
Gen. Bunch: There are a lot of different things we can do to get at that need for speed. But what we also want to make sure of is while we’re speeding, we’re doing it with discipline. We need to go fast, but we also need to put the disciplines in place so that we’re thinking our way through some of those systems and some of the decisions we’re making so that we are looking long term as well as immediate. We’re looking at, can I get a technology to the field faster? That means a viable product that we would evolve over time versus going for the solution that would take 10 years and a lot more effort. Can I give you something that gets me on that path in two years that you would be able to utilize in the field and be able to move out with.
So that’s one area that we’re looking at. Can I turn things faster and build over time? Another one that we’re continuing to focus on is open mission systems. If we can get open mission systems architecture into our weapons systems and into our designs, we can then bring in new technologies as technology evolves or the threat changes, because those are two things that are never going to slow down. They’re going to change. But by having open mission system architecture, we can piecemeal in parts over time as the technology and the threat changes so that we can adapt more quickly. We shouldn’t have to test systems as long. We should be able to be cyber secure. Those are a couple examples of things that we can immediately get after.
A good example of that is R-EGI, our Resilient Embedded GPS/Inertial Navigation System. That’s a program that we’re running out of the Life Cycle Management Center and it’s to get after having a resilient position navigation and timing solution over time. If that becomes threatened, what we have is an enhanced GPS/INS, most folks know. We fly it in all of our aircraft. It’s common with us, the Navy, the Army; it’s in all platforms. It’s something that’s almost universal. What we’re doing in this effort is trying to build open mission system architecture design so if I needed to inject new software or I needed to add a new component, I could evolve that over time as the threat changes and we could be more resilient.
Another good example is we’re using and trying to push to digital engineering and a digital enterprise. Right now, the ground based strategic deterrent team is doing a good job with some model-based systems engineering. We want to digitize and become a more digital enterprise with what we’re doing within AFMC. In digital we can change things in a more rapid manner and do things on a computer and look at options and look into digital areas before we ever start doing some of the other advances. It should eliminate some of our trial and error.
The Air Force Research Laboratory’s AgilePod is shown mounted on the wing of the Textron Aviation Defense’s Scorpion Light Attack/ISR jet. The AgilePod is an Air Force-trademarked, multi-intelligence reconfigurable pod that enables flight-line operators to customize sensor packages based on specific mission needs. A fit check in late December 2017 provided an opportunity to demonstrate the ability of the pod to rapidly integrate onto a new platform with short notice, highlighting the benefits of Sensor Open Systems Architecture.
(U.S. Air Force photo by David Dixon)
Airman magazine: In fall of 2017, the secretary challenged us to develop a new Air Force ST Strategy for 2030. That document is now published. From your perspective, what are a few of the key takeaways?
Gen. Bunch: Really, it’s about competition and how do I create competition within what we do, within our research laboratory and our ST so that we’re continuing to push the bounds. I think that’s one of the key ingredients. How do we as an enterprise capitalize on the various basic research activities that may be out there so that we’re pushing the envelope and we’re looking at things and going, “That has great promise, I need to continue to work in that area.” Or, “That’s not making the progress I need. I need to off ramp that and I need to go another way.” So I think that one is really important.
The other one is we have science and technology dollars and how do I, over time, take those and shrink the investments so that they’re more focused in game changer technologies that I’m going to put out in the field. How do we capitalize on that knowledge base and how do we drive to where we’re transitioning game-changing technologies and we’re getting them into the field and capitalizing on that transition. I think those are two of the key things that we’re really looking at.
Airman magazine: How are AFMC and AFRL going to support the execution of the strategy?
Gen. Bunch: So there are a lot of activities already underway. Right now, we’re working with AFWIC, Air Force Warfighting Integration Capability, and we’re working with Dr. Roper’s team to come up with an implementation strategy. So that’s in the works. We are also trying to make some changes so that we can handle our money with a little more flexibility, so that we can shift and put our focus where the dollars need to be for those bigger projects.
So we’ve got a great partnership right now. The team is working with me on a regular basis. Our team’s trying to set in place processes to review where our tech focus areas are so we can make the right investments. They’re looking at what we want to do in basic research. They’re looking at what we want to do at the next level and then what we’re doing in our advanced research, where we’re getting to the prototyping and how do we focus.
A Republic of Singapore air force F-16 Fighting Falcon fighter aircraft tactical aircraft maintainer assigned to the 425th Fighter Squadron, Luke Air Force Base, Arizona, performs a launch inspection June 10, 2019, on the flightline at Tyndall Air Force Base, Florida. The 425th FS is at Tyndall to take part in a Combat Archer exercise.
(U.S. Air Force photo by Airman 1st Class Bailee A. Darbasie)
Airman magazine: Is the Tyndall AFB rebuild an opportunity to take the Base of the Future off the drawing board and make Tyndall a proof of concept for new tech?
Gen. Bunch: We are looking at new technology for Tyndall. Tyndall, as devastating as that was, thank goodness we had a great team doing a lot of great work so that the damages were material damages to things that we can replace and it wasn’t to our Airmen and their families. That’s our number one focus, their safety. But now as we recover, we do have an opportunity to look at what would we want the base to look like for the future. How would we want the information technology system set up so that it’s more efficient? How would we set in the power lines? How would we build the buildings? We are looking at Tyndall as an example of what we may be able to do for the future.
We’ve actually had AFWERX bring in some outside companies to come in and pitch their ideas. So we’re trying to move as quickly as we can to get everything moving forward, to get the mission back to normalcy. We’re also looking at what would we do different now that we can make changes and we can look at the mission from a different perspective. How would we make it better when we rebuild it? How is it more resilient? How do we have a better information technology network? How do we design everything–from are we going to put anything above ground or are we going to put it all underground now that we have the time to be able to do that so that it’s safer and more secure and less likely to be damaged in the future. Those are all things that we’re looking at as we go forward.
Airman magazine: How does AFMC support the Air Force as a hub for innovation?
Gen. Bunch: Innovation’s been a foundation of what we’ve been as an Air Force from the very beginning. And it’s interesting, we have more than 80,000 people within AFMC and you ask them all what innovation means, you’d probably get 80,000-plus different definitions. And I’m good with that. Innovation can mean some groundbreaking revolutionary thing that we’ve never done or it could mean changing a process so that we can go faster because we’ve employed what the Sustainment Center uses which is the ‘art of the possible.’
I’m good with all of it. What we have to create, and I think we are doing a better job of it, is an environment where a good idea can come in. What I want to make sure, as the commander, is that our people understand I’m willing to let them try things. And I’m not talking crazy risks, but if they want to try a new idea or process, I’m okay with that. If it works, that’s great and if it doesn’t work, then we’ll learn from it and we’ll move on. So innovation can take many, many forms. I want people to come in with their good ideas and I want to capitalize on their innovative spirit. That is what we as an Air Force were founded upon.
We also tie in with AFWERX; the Pitch Days to me are innovative. We’re going to be doing an AFMC internal pitch day where we can pitch our own good ideas, not just try to capitalize on what industry does or what venture capitalists are doing. So we’re trying to actually harness those good ideas to go forward.
Dr. Will Roper, Assistant Secretary of the Air Force for Acquisition, Technology and Logistics, welcomed event attendees during the Air Force Space Pitch Day, Nov. 5, 2019, San Francisco, Calif. Air Force Space Pitch Day is a two-day event demonstrating the department’s willingness and ability to work with non-traditional start-ups.
(U.S. Air Force photo by Van De Ha)
Airman magazine: With declining mission capable rates and an aging fleet with an average 28 years of service, what do these numbers mean and do MCRs equate to Air Force readiness rates?
Gen. Bunch: So readiness depends on where you sit as to what you believe the right metric is. The one we’re driving right now, we’re trying to increase, is aircraft availability. That’s one that we’re really focused on with our legacy fleets. And there are multiple factors that play into that. One of the things that we’re finding is, we have, in some cases, a shrinking industrial base. And that’s one that we’ve got to focus on to help grow that industrial base.
What we want to do is make sure that the people who are operating the systems have as much up time as they can so they’re as ready as possible to do their mission. That takes research. How would I go do this? It could take reverse engineering. How do I reverse engineer this component that there’s no longer a vendor for and create it? So we either build it ourselves or we put the drawings out to get it manufactured.
The fact we are flying aircraft as old as they are with the mission capable rates that we have today is because of the Airmen working in the Sustainment Center and the focus of our maintainers out on the line who can keep these legacy aircraft up and running.
At an average age of 28 years, the fact that we keep mobility aircraft taking off and landing, delivering supplies and equipment every two minutes is amazing work by a lot of different people. We’re ready, but we’ve got to continue to try to up that game and continue to try to improve.
An F-16 jet engine in max power during a test in the 576th Aircraft Maintenance Squadron’s hush house engine facility at Hill Air Force Base, Utah, June 5, 2019. The shop is responsible for performing organizational level maintenance on more than 200 engines per year. The shop’s maintenance tasks include engine inspections, external engine component removal and replacement, repairs, and troubleshooting during flight line and test cell operations.
(U.S. Air Force photo by Alex R. Lloyd)
Airman magazine: Can you identify some of the success stories throughout AFMC in new technologies like additive manufacturing, 3D printing and data analytics to improve readiness and decrease maintenance downtimes?
Gen. Bunch: We had a meeting last month where we were looking at engines. I’ll just use that as one example. We started looking at the performance of the engines over time and as we reviewed data and did the analytics, we started doing scheduled replacements of engines. So we could pull them off at the time that was of our choosing versus downtime required because the engine went too far.
What this allows us to do is control when we do maintenance. It allows us to prime the pump in the supply system so we get the right parts at the right time. That’s just one example that I can say from a data analytics perspective where we are really already seeing some great progress. We’re using condition based maintenance and algorithms right now with the C-5 Galaxy. We’re doing it in some cases in the B-1 bomber and we’re looking at growing it into the KC-135 fleet. So we’re trying to take some of those lessons learned in technologies and capabilities that others are using and apply it into our inventory and we’re starting to see some benefits.
We really want to get to the point if we’re going to send an aircraft down range and it’s going to have something fail in five days and the deployment is for 10 days, let’s fix it before we deploy it. If we can get to that point, we’ll really increase our aircraft availability and our ability to generate sorties and improve the mission dramatically.
On additive manufacturing, that one’s one that’s more challenging. A lot of people look at 3D printing as that’s really something easy to do. When you start talking about airworthiness that becomes a little more challenging. There are components we can build that are not airworthy components, and we’ve already got approval to do those parts. We have innovation centers at each of our three logistics complexes and they can do some of those. We save money and get the mission done in a timelier manner.
So we’re demonstrating some of those. It’ll take more time to get to where we can do a lot of airworthy parts. We’re working on that. We must get the engineers involved and get them the analysis.
We are seeing a lot of ground being made in additive manufacturing and in condition based maintenance. And then the other one, we’re taking technologies like cold spray, which is a repair technique, and we’re actually employing that in some of our depots so that we can minimize the downtime.
Airmen from the 90th Missile Maintenance Squadron prepare a reentry system for removal from a launch facility, Feb. 2, 2018, in the F. E. Warren Air Force Base missile complex. The 90th MMXS is the only squadron on F. E. Warren allowed to transport warheads from the missile complex back to base. Missile maintenance teams perform periodic maintenance to maintain the on-alert status for launch facilities, ensuring the success of the nuclear deterrence mission.
(U.S. Air Force photo by Airman 1st Class Braydon Williams)
Airman magazine: Would you talk about AFMC’s support to the nuclear enterprise from both a sustainment and modernization perspective?
Gen. Bunch: Maj. Gen. Shaun Morris is our Air Force Nuclear Weapons Center (AFNWC) commander and his team is doing an outstanding job making sure that our nuclear deterrent is solid and that there is never a question that if they are called are they going to be able to respond. And that goes across the full spectrum.
The Minuteman-III program was built many, many years ago with a short lifespan; well we’re still maintaining them. We’re going to be maintaining them until the 2030 timeframe. We’ve stood up depot maintenance now on our Minuteman-III system, which was never intended to have a depot capability, but we’re doing that so we can sustain it and ensure that it’s reliable if ever called upon to do its mission.
AFNWC is on the front edge of making sure that our nuclear deterrent is really a nuclear deterrent and it’s credible and it’s safe and secure and it can answer the nation’s call.
The other part of the nuclear mission is the air leg; we have to make sure that we’re doing what we need to sustain our bomber force. AFMC is key in making sure that the force is supportable, sustainable, with upgrades where needed, while making sure all the activity we’re doing in the depot is supporting the mission.
Airman magazine: Could you talk about agile software development and the way we buy and develop software and how does this relate to Agile DevOps and cyber protection for all of our weapon systems?
Gen. Bunch: Software is everywhere. We’re going to have to change our mindset about software. The way that industry does it is they’ll modify and continue to push updates on a more regular basis. I don’t ever think we’ll get to the point we’re doing what industry does with our systems, but we have to get into a more Agile mindset. That’s a challenge for a lot of the way we’ve done business. It’s not just that you have to bring in coders and create an environment where they can develop Agile methods, that’s part of it, but you also have to change the culture of the men and women that are working on this because it’s not the way they’ve historically done it.
You’re developing. You’re testing. You’re fielding. You’re correcting deficiencies and it goes on and on. That is a culture change for AFMC and the men and women that are doing the acquisition. It’s also a culture change for all of the test community and anybody involved. It’s a culture change with how you handle your dollars. One of the things that I’ve been a proponent of is the need for money that has not binned by a specific definition of sustainment, development, or production. If you’re really doing Agile or secure DevOps, those money lines are blurry. We need colorless money so that we’re not hindered by some of the rule sets on how the money gets moved around.
So it’s a big change. We’ve got to be able to change that culture. The other thing is you have to be able to attract and recruit software developers. We have to capitalize on that skill set. And a lot of what we’re doing right now, we’re actually bringing in Airmen who just have a propensity and a love for doing software development and we’re putting them to work and they love it. We also have to capitalize on our own capabilities along the way, but it’s one that we’ll have to re-look at how we bring in manpower.
Pilot Training Next instructor, U.S. Air Force Capt. Orion Kellogg, discuses a future PTN version 3 student’s virtual reality flight with members of NASA as part of a collaborative research agreement between Air Education and Training Command and NASA October 22, 2019, at Joint Base San Antonio-Randolph, TX. The goal of the agreement is to help both AETC and NASA collect physiological and cognitive data and leverage each organization’s knowledge and skills to maximize learning potential for individual students.
(U.S. Air Force photo by Sean M. Worrell)
Airman magazine: With the advancements in AI/VR, how do you see the Air Force further capitalizing on technology to equip Airmen with quality training through simulation scenarios?
Gen. Bunch: AI and VR, those are big areas that we’re going to continue to look at. The best example right now is one that our Air Education and Training Command started with Pilot Training Next. What they’re really doing is they’re capitalizing off of the gaming industry and artificial intelligence to understand and to personalize the training they’re doing for each individual student.
The way they’re building Pilot Training Next allows the student pilots to learn in a simulated immersive AI and VR environment with an individualized training methodology, which really speeds up the learning process.
I think you’re going to see more growing in that area. We’re looking at trying to apply that for maintenance. We’re also looking at other avenues to try to capitalize so we’re better able to train the workforce in a timelier manner.
Airman magazine: You have a lot of experience in your resume in the test community. How do you see the community evolving for the speed of relevancy?
Gen. Bunch: So there are a lot of initiatives here. One of the things we did in my previous job was take the test community leadership to Silicon Valley to expose them to how commercial industry tests software. The goal was to figure out what can we change within our initiatives to be able to test software more quickly to support Agile development ops, secure DevOps and to push things out into the field faster.
That’s now something we’re working on. We’re changing our philosophy. We’re working with the operational test community to set that up. Another area that we’re looking at is how do we combine more developmental tests and operational tests earlier in the process? Gen. Mike Holmes [Commander, Air Combat Command] and I have kicked off an initiative to look at that. We’re looking at how we could combine our developmental tests and our operational tests so that we’re getting more data quicker. We can streamline the amount of testing. We can save costs. We can get things into the field more readily.
There are a lot of great strides going on at the Air Force Test Center with Maj. Gen. Chris Azzano about how do we test things in a more rapid manner. He’s asking the questions: How do we not over test? How do we use digital enterprise, model-based systems engineering? How can we utilize that digital enterprise to get after some of that testing so that we don’t have to do everything in open air and repeat things?
The worst answer you can give me is, “Gen. Bunch, we got to test this much because that’s how we’ve always done it.” That is not a good answer. So anybody out there, that’s not a good answer to give me. There are certain things we’ve got to go test. We want to make sure that it’s safe for the Airmen we’re putting in harm’s way. We want to make sure that they have a good product. But we are making a lot of strides at relooking at how we do our test enterprise.
Staff Sgt. Ruth Elliot, 412th Medical Group, takes a selfie with Gen. Arnold Bunch, Commander, Air Force Materiel Command, at Edwards Air Force Base, California, Oct. 18. Elliot was a presented a commander’s coin by the AFMC commander.
(U.S. Air Force photo by Giancarlo Casem)
Airman magazine: What has been some of the most rewarding part of your career?
Gen. Bunch: From what I’ve done in the military, I go back to all I’ve ever really wanted to be was a commander and work for Airmen. I firmly believe in servant leadership and that the commander works for everybody in the organization. Right now I work for more than 80,000 men and women within AFMC, the Airmen making the mission happen every day and doing all the hard work. Getting to talk with them, getting to watch them grow and feeding off of their energy is the most rewarding thing I get to do every day.
If you listen to some of our young Airmen when they talk about the great things they’re doing or you watch them respond in a time of crisis with what they do, if that doesn’t put a smile on your face and make it great to put the uniform on every day then you probably got a problem and it may be time for you to go find something else to do.
To me, just the interactions with the our people and watching our Airmen succeed and watching them do the mission every day with the passion they do is just remarkable for me.
Airman magazine: What would you like to say directly to the Airmen of AFMC?
Gen. Bunch: So for the Airmen of AFMC, thanks for what you do each and every day, your wartime mission makes us successful. Remember that what we’re doing is critical to the war fighter and remember that we are the most important major command within the Air Force. If we’re going to achieve the National Defense Strategy and if we’re going to drive to the Air Force We Need, we’re the ones that have to succeed. If we don’t succeed then the Air Force can’t succeed. Remember, the programs and systems we’re working to sustain and test is to make sure America’s most valued treasure, our sons and daughters we send into harm’s way, have the technological advantage they need to do their mission supporting our nation’s defense and to come home safely.
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
US Senator John McCain today applauded the US Department of Veterans Affairs’ proposed Veterans Coordinated Access and Rewarding Experiences Act, which would bolster the Veterans Choice Program and consolidate the VA’s community care network.
The proposal also includes several measures Senator McCain has strongly advocated to expand quality and timely care for veterans in their communities, such as eliminating the current 30-day/40-mile limit to permit all eligible veterans to use the VA Choice Card.
It would also offer patients access to a network of walk-in clinics for minor health issues. This is modeled on a path-breaking partnership in Phoenix, Arizona, that allows Phoenix’s nearly 120,000 veterans to visit dozens of local CVS MinuteClinic locations for care.
Senator McCain released the following statement supporting the VA’s new proposal:
“The VA’s proposed Veterans CARE Act would improve access to health care by developing a consolidated community care network that places veterans first. I am especially pleased to see the VA’s proposal incorporates some of the major reforms I have long advocated, such as eliminating the 30-day/40-mile restriction in the Veterans Choice Program, and expanding the successful pilot program in Phoenix, Arizona, that allows veterans to visit local walk-in clinics nationwide.
“Over the last few years, demand for community care through the Veterans Choice Program has grown considerably. Millions of veteran appointments have been made with quality community health care providers around the country. Today, veterans no longer have to wait in long lines or drive hundreds of miles to receive care. Unfortunately, the Veterans Choice Program has also been a victim of its own success, and has outpaced the VA’s ability to accurately predict growing demand for the program. Until the VA can accurately assess demand for care in the community, Congress’ efforts to create an integrated and efficient VA health care system will continue to face difficulty.
“Those efforts must reflect the lessons learned through the Veterans Choice Program. We must set standards for care that are easy to use and understand. We must require the VA to accurately assess demand for care in the community. And we must produce a standardized and transparent system that integrates community and VA services.
“I look forward to working with Secretary Shulkin, my colleagues on the Senate and House Veterans Affairs Committees, and veterans service organizations to build on the proposed Veterans CARE Act and deliver our veterans the timely, quality, and flexible health care they deserve.”
France, one of Europe’s two nuclear powers, said on Feb. 5, 2019, that it had fired a nuclear-capable missile from a fighter jet, while the US and Russia feud over the death of a nuclear treaty that saw Europe purged of most of its weapons of mass destruction during the hair-triggered days of the Cold War.
“These real strikes are scheduled in the life of the weapons’ system,” said a spokesman for the French air force, Col. Cyrille Duvivier, according to Reuters. “They are carried out at fairly regular intervals, but remain rare because the real missile, without its warhead, is fired.”
A French Dassault Rafale.
France also operates a fleet of ballistic-missile submarines that can fire some of its 280 some nuclear warheads, but the subs move in secrecy and don’t provide the same messaging effect as more visible fighter jets.
France’s announcement of a nuclear test run came after the US and Russia fell out of the Intermediate-Range Nuclear Forces Treaty, which barred both countries from building nuclear missiles with ranges between 300 and 3,400 miles. Signed in 1987, it saw Europe and Russia remove an entire class of nuclear warheads from the continent in one of the most successful acts of arms control.
But while France, as part of NATO, sided with the US, it has increasingly sought to distance itself from the US in foreign-policy and military affairs, and increasing the visibility of its nuclear arsenal is one way to assert independence.
France flexes its nuclear might against Russia — and the US
NAVSUP FLC Bahrain’s transportation service providers carried a heavy box to the truck during the a household goods move amid the COVID-19 crisis. (U.S. Navy/ Kambra Blackmon)
The stop-movement order in effect for military families on permanent change-of-station moves, originally set to run through June 30, will be lifted in stages, with some installations to begin accepting transfers immediately, Pentagon officials said Tuesday.
At select installations stateside that have met White House and Centers for Disease Control and Prevention guidelines on preventing COVID-19, commanders will be able to “go green immediately” on PCS moves, said Matt Donovan, under secretary of defense for personnel and readiness.
The installations approved for immediate lifting of restrictions and travel and permanent changes of station would be listed in a classified document Tuesday night and named publicly as early as Wednesday, Donovan said.
He and Lisa Hershman, the Pentagon’s chief management officer, said that, overall, the lifting of the stop-movement restrictions would depend on local conditions, both stateside and overseas.
Donovan cited the example of the Army‘s Fort Campbell, which straddles the Kentucky-Tennessee border, saying the installation commander would have to gauge whether local conditions in both states have been met.
Esper issued the stop-movement order on travel in March and on April 20 extended it to June 30, but thousands of exceptions have been approved for individual cases.
Earlier this month, U.S. Transportation Command said about 30,000 military families had received conditional permission to move before June 30.
“So those are the families who have been approved or authorized to move, if conditions allow,” Rick Marsh, director of the Defense Personal Property Program for U.S. Transportation Command, said at a May 6 Pentagon briefing.
The overall travel restrictions will be lifted in five phases, mostly dependent on local conditions stateside and overseas and on bases themselves, said Jonathan Hoffman, the Pentagon’s chief spokesman.
Both Hershman and Donovan said that there was no timeframe for going through the five phases on lifting restrictions — it was all dependent on local conditions and the decisions of installation commanders stateside and Combatant Commanders overseas.
Donovan said there were “two overarching [sets of] factors” to be considered in easing the travel and permanent change of station restrictions: first, state and local criteria on protection against COVID-19, and White House guidance on “reopening America.”
A second set of factors included conditions on the installations themselves, testing capabilities and the availability of essential services such as schools and hospitals, Donovan said.
“It’s not date-related, we’re looking at the conditions,” Hershman said.
The Pentagon building itself and other facilities on the Pentagon reservation have remained open, but entrances have been restricted and those reporting to work have been required to wear face masks and observe social distancing.
Hershman said that the move by Defense Secretary Mark Esper to ease the conditions for opening facilities will also apply to the Pentagon building itself and other facilities on the Pentagon reservation.
She said that the basic requirement for reopening moves at the Pentagon will be Northern Virginia and the District of Columbia showing a downward trend in coronavirus cases that continues for at least 14 days.
About two-thirds of the Pentagon’s workforce of more than 20,000 has been teleworking during the pandemic. Hershman said the Pentagon was looking to set conditions that would “enable their return in a controlled and steady manner,” but there was no timeframe.
She also said many in the Pentagon’s workforce could be allowed to continue teleworking.
“That’s something we’re considering. We’re encouraging the leadership to do what makes sense.”
Service members who move themselves instead of relying on a government-contracted moving company will also be paid more, effective immediately, as part of a temporary incentive, according to new guidance released by TRANSCOM Tuesday.
Typically, troops who move themselves as part of a Personally Procured Move (PPM), also known as a DITY, are reimbursed 95% of what the government would pay a contracted moving company. The new authority increases that reimbursement by 5%, putting it on par with what the moving company would be paid.
“This item revises Joint Travel Regulations … to temporarily authorize a monetary allowance that is equal to 100% of the Government’s ‘Best Value’ for personally procured moves due to COVID-19,” the guidance states.
The increase will be available for moves May 26 through December 31. The proposal, first floated by Army officials in late April, aims to clear out a backlog of PCS moves created by the Defense Department’s global stop-movement order.
Nearly 600 goats from Idaho are visiting Malmstrom Air Force Base, eating and ridding the base of noxious weeds. The goats arrived June 17, 2019, and will roam and graze the base for approximately eight weeks.
“They are here to eat weeds,” said Donald Delorme, 341st Civil Engineer Squadron natural resource manager. “These goats will be feasting on six different varieties of weeds, predominantly in undeveloped areas of the base.”
According to Delorme, the goats are eating the leaves of the weeds which will hinder the weeds from developing seed pods. The weeds will use all of their energy to regrow themselves instead of growing additional seed pods, preventing the spread and growth of additional weeds.
The goats also increase the nutrients in the soil as they eat the weeds and their excrements help nourish the soil. This in turn will help the grass grow stronger, forcing the unwanted weeds out of the area.
A goat roams a field at Malmstrom Air Force Base, Montana, June 18, 2019.
(US Air Force photo by Senior Airman Daniel Brosam)
A goat roams a field at Malmstrom Air Force Base, Montana, June 18, 2019.
(US Air Force photo by Senior Airman Daniel Brosam)
Goats eat evasive weeds in a field on an underdeveloped area of Malmstrom Air Force Base, Montana.
(US Air Force photo by Staff Sgt. Delia Marchick)
According to Delorme, the goats are not slated to return to Malmstrom next year. Instead, a weed inventory will be conducted of the areas the goats grazed to determine how successful they were in helping rid the base of the invasive plant species for the past three years.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Mike Pompeo, the head of President Donald Trump’s CIA, and his nominee for secretary of state, just confirmed that the US killed hundreds of Russians in an intense battle in Syria in February 2018.
Asked about what steps Pompeo would take as secretary of state to hold Russia accountable for its interference in the 2016 US election, he said that more work was to be done on sanctions to send Russian President Vladimir Putin a message. But, he said, Putin may have gotten another, clearer message already.
“In Syria now, a handful of weeks ago, the Russians met their match,” said Pompeo. “A couple hundred Russians were killed.”
The US had previously only confirmed killing 100 or so pro-Syrian regime forces, but multiple outlets reported the number was as high as 300 and that the soldiers were Russian military contractors.
Russia has used military contractors, or unofficial forces, in military operations before as a possible means of concealing the true cost of fighting abroad in places like Ukraine and Syria.
The February 2018 battle was reportedly incredibly one-sided, as a massive column of mostly-Russian pro-Syrian regime forces approached an established US position in Syria and fired on the location.
(U.S. Army photo by Spc. Craig Jensen)
The US responded with a massive wave of airstrikes that crippled the force before it could retreat, and then cleaned up the remaining combatants with strafing runs from Apache helicopters.
Phone calls intercepted by a US-funded news organization allegedly captured Russian military contractors detailing the humiliating defeat. “We got our f— asses beat rough, my men called me … They’re there drinking now … many have gone missing … it’s a total f— up,” one Russian paramilitary chief said, according to Polygraph.info, the US-funded fact-checking website.
France 24 published an interview in February 2018, with a man it described as a Russian paramilitary chief who said more Russians were volunteering to fight in Syria for revenge after the embarrassing loss.
The Chrysler TV-8 was an ugly duckling that would’ve waddled its way across Cold War battlefields slaying everything in its path until it was killed or ran out of ammo. It was equipped with a nuclear-powered engine that could propel it from Paris to Moscow and back with enough fuel to stop in Odessa, Ukraine, along the way.
So, first, to address the fact that the TV-8 is the ugly elephant in the room. Yes, we know that even Bethesda would look at this design in a Fallout 76 pitch session and be like, “No, not ready for primetime. That’s ridiculous.” But Chrysler wasn’t trying to create and field the world’s most threatening tank in appearance. The company wanted to create one of the most threatening tanks in practice.
That means that every pound of fuel a nuclear tank carried would provide 108,000 times as much energy as a pound of diesel fuel. A similar design, the R32, was expected to have a 4,000-mile range.
So, yeah, the prototype TV-8 had an extreme range just thanks to the fuel it carried. That greatly limited its logistics needs. Sure, it needed ammo delivered along with water and food for the crew, but that’s it. No fuel trucks. No need for Patton to argue with Bradley about who got first dibs on petrol and diesel.
Chrysler wanted its prototype to survive nuclear bombs, so they packed everything in the teardrop-shaped, bulbous turret. The entire crew, the 90mm gun and its ammunition, and even the engine were up in the massive turret. The engine delivered electrical power to motors in the lightweight chassis underneath, that then propelled the 28-inch-wide tracks.
All of this equipment weighed only a total of 25 tons. For comparison, the M4 Sherman, a medium tank, weighed up to 42 tons, depending on the variant.
But the prototype had some serious drawbacks. First, it was actually powered by gasoline. It would get a nuclear vapor-cycle power plant if the design moved forward. But, more importantly, it was top heavy and provided little tactical improvement over conventional tanks. After all, most tanks aren’t lost in combat because of range problems. They’re killed by other tanks.
Of course, there’s also another serious and obvious drawback to nuclear-powered tanks: The loss of one in combat could easily irradiate the battlefield that the U.S. hoped to hold after the battle. Nuclear ships sunk at sea are surprisingly well contained by the water. Nuclear reactors destroyed on the surface of the earth would have no such protection, threatening recovery and maintenance crews.
So, any battle where a TV-8 was lost would create a large hazard zone for the victorious troops, but the TV-8 didn’t feature many improvements that would make it less likely to be killed in battle. It did feature a closed-circuit television to protect the crew from a nuclear flash, but that did nothing for anti-tank rounds, missiles, and RPGs.
The final resting place of presidents, bandleaders, war heroes, astronauts, inventors, civil rights leaders, Pulitzer Prize winners, boxers, Supreme Court justices and sports stars, Arlington National Cemetery stands as a memorial to the melting pot of the United States. With connections to some of our nation’s most influential people and pivotal events, its history is as interesting as its denizens.
Arlington is situated on 624 acres overlooking the Potomac River directly across from Washington, D. C. Although today it is surrounded by the nation’s capital, at one time, Arlington was a bucolic estate with a neoclassical mansion, Arlington House. Still presiding over the grounds today, the mansion was built by George Washington’s (yes, that Washington) grandson and marks the beginning of the cemetery’s history.
Before she married George, Martha was married to Daniel Parke Custis. After he died and she wed the “Father” of our Country, George adopted her two surviving children. The oldest, John Parke Custis (JPC), died in 1781 while serving with the Revolutionary Army. He left behind four children, the youngest of which, George Washington Parke Custis (GWPC), was born only shortly before his father’s death.
GWPC and one sister went to live with the Washington’s. When he became of age in 1802, GWPC inherited wealth and property from his deceased father (JPC), including the Arlington land. Hoping to build a home that could also serve as a memorial to his grandfather, George Washington, GWPC hired an architect and built a Greek revival mansion believed by some to be “modeled after the Temple of Hephaestus in Athens.”
The home was built in pieces, with the north wing being completed in 1802, and the south in 1804. These two stood as separate buildings until the central section connected them in 1818. During GWPC’s life, a portion of the mansion was reserved to store George Washington memorabilia, which included portraits, papers and even the tent Washington used while in command at Yorktown.
GWPC and his family lived and died on the property, where many of them were buried.
In 1831, GWPC’s only surviving child, Mary, married Robert E. Lee (yes, that Lee). The Lee’s lived on the property with the Custis’s where they raised their seven children. At her father’s death, Mary inherited Arlington. Robert E. Lee loved the property and once described it as the place “where my attachments are more strongly placed than at any other place in the world.”
Prior to the Civil War, Lee had attended West Point (graduating second in his class) and saw service for the U.S. in the Mexican War (1846-1848). A respected and well-liked officer, Lee struggled with his decision to resign his commission of 36 years in order to take command of Virginia’s confederate forces. When he did in April 1861, this choice was seen as a betrayal of the Union by many of his former friends including Brig. Gen. Montgomery C. Meigs.
As Arlington, on high ground overlooking the capital, was critical to either the defense or defeat of D.C., Union leaders were eager to control it. After Virginia seceded in May 1861, Union troops crossed en masse into Virginia and soon took command of the estate. The grounds were quickly converted into a Union camp.
By 1862, Congress had passed a law that imposed a tax on the real property of “insurrectionists.” Mary was unable to pay the tax bill in person, and her proxy’s attempt to satisfy the debt was rebuffed. As a result, Uncle Sam seized Arlington, and at its auction, the federal government purchased the estate for $26,800 (about $607,000 today, far below market value).
Not only a good bargain, Union leaders felt that by seizing the estates of prominent Rebels, they would, in the words of Gen. William T. Sherman: “Make them so sick of war that generations would pass away before they would again appeal to it.”
In 1863, after thousands of former slaves, freed by the Emancipation Proclamation, converged on D.C., a Freedman’s Village was established on the estate “complete with new frame houses, schools, churches and farmlands on which former slaves grew food for the Union war effort.”
One sees more than poetic justice in the fact that its rich lands, so long the domain of the great general of the rebellion, now afford labor and support to hundreds of enfranchised slaves.
As Union casualties began to mount in the spring of 1864, Gen. Meigs suggested burying some of the dead at Arlington. The first, on May 13, 1864, was Pvt. William Christman, a poor soldier whose family could not afford the cost of a burial. Soon, many other indigent soldiers were laid to rest on Arlington’s grounds, near the slave and freedman cemetery that had already been established. Realizing the efficacy of this system, Gen. Meigs urged Secretary of War Edwin M. Stanton:
I recommend that . . . the land surrounding Arlington Mansion . . . be appropriated as a National Military Cemetery, to be properly enclosed, laid out and carefully preserved for that purpose.
Serving the dual goals of paying homage to the dead and making “Arlington uninhabitable for the Lees,” Meigs had prominent Union officers buried near Mrs. Lee’s garden. He also placed a mass grave of over 2000 unknown soldiers, topped with a raised sarcophagus, close to the house.
After the war, the Lee’s tried in vain to regain Arlington. Mary wrote to a friend that the graves: “are planted up to the very door without any regard to common decency.” After Robert E. Lee’s death in 1870, Mary petitioned Congress for the return of her family home, but this proposal was soundly defeated.
Shortly after, other monuments and structures honoring the dead were erected including numerous elaborate Gilded Age tombstones and the large, red McClellan Gate at the entrance to the grounds.
The family was not done, however, and in January 1879, following six days of trial a jury determined that the requirement that Mary Lee had to pay the 1862 tax in person was unconstitutional. On appeal, the Supreme Court concurred, so the property was once again in the hands of the Lee family.
Rather than disinter graves and move monuments, however, the federal government and Mary Lee’s son, George Washington Custis Lee, agreed on a sale. On March 31, 1883, Uncle Sam purchased Arlington from the Lee family for $150,000 (about $3,638,000 today).
One of the National Cemetery’s most well known gravesites is that of President John Fitzgerald Kennedy with its eternal flame. Two of his children and Jackie Kennedy are also interred there.
William Howard Taft is the only other U.S. President buried on the grounds, and he along with three other Chief Justices and eight associate justices represent the Supreme Court at Arlington.
Of course, war heroes abound and famous generals buried at Arlington include George C. Marshall (father of the Marshall Plan that rebuilt Europe after WWII) and Omar N. Bradley.
Famous explorers interred at Arlington include Adm. Richard Byrd (the first man to fly over both poles) and Rear Adm. Robert Peary (another arctic explorer). John Wesley Powell (of Lake Powell fame) is also laid to rest at Arlington, as are several astronauts including Lt. Col. Virgil “Gus” Grissom and Capt. Charles “Pete” Conrad, Jr. (the third man to walk on the moon).
Bob Hope was among the brightest stars during his era. He was known for his comedic one-liners and performances over a long career in entertainment.
He passed away in 2003 at the age of 100 but left a legacy of humor and humanitarianism having traveled the world for more than half his life to deliver laughter and entertainment to American troops. His legacy of service to the troops lives on through the Bob Dolores Hope Foundation, thanks to his granddaughter Miranda Hope and Easterseals.
Join us for an informative episode of the We Are The Mighty podcast with Miranda Hope and discover why Bob Hope continues to be beloved by our troops.
Miranda Hope serves as a Member, Director, and Vice President of the Bob and Dolores Hope Foundation, which is dedicated to serving those in need and those who serve to protect our nation. She has worked as a public school teacher, a counselor, and a performer. She holds degrees from Columbia University (MFA) and Stanford University (BA) and offers trauma-informed yoga and meditation to civilian, military, and incarcerated populations.
Selected links and show notes:
[01:15] Bob Hope’s history with American troops.
[04:45] How Miranda Hope became involved with the troops.
[06:50] How today’s veterans respond to Bob Hope.
[09:10] The mission of the Bob Dolores Hope Foundation.
[13:35] How the foundation benefits veterans.
[14:50] Who can apply to this program.
[15:15] Why the Bob Dolores Hope Foundation teamed up with Easterseals.
[17:00] Issues that plague today’s veterans.
[21:00] Future plans and expansion of the program.