When Matthew Callahan was first introduced to the movie Top Gun at 2 years old, the film became an instant favorite.
So when the award-winning video producer for the Navy’s All Hands Magazine was tasked with producing a series of videos for Naval Air Station Oceana’s Virtual Air Show last month, Callahan drew inspiration from director Tony Scott’s Cold War classic.
“Top Gun was my first true love of cinema,” Callahan told Coffee or Die Magazine. “It’s a movie of its time — the late ’80s, when they were just overdoing everything — but the way it’s filmed is beautiful. I’ll never forget that opening scene with footage at sunrise or sunset on the ship. You don’t often see military personnel and equipment framed that way, where it’s kind of treated like a total spectacle, and I try and capture that same feeling with a lot of my stuff because it cuts through a lot of noise.”
Callahan was part of a three-man production team including All Hands video producer Jimmy Shea and Mass Communication Specialist 2nd Class Michael Jorge. Together, they spent five days producing eight videos for NAS Oceana’s virtual air show. Trying to convey the excitement and spectacle of an air show with a series of short videos is no easy task, but Callahan and his team worked hard to translate their own passion for viewers.
“We produced eight or nine video products in five days,” Callahan said. “The tempo was pretty nonstop. It was exhausting but also amazing.”
The Next Generation: VFA-106 Prepares F/A-18 Aircrew For Fleet
The standout production from the trip is a roughly three-minute video about NAS Oceana’s Strike Fighter Squadron (VFA) 106. The Virginia Beach-based training squadron prepares freshly minted F-18 aircrews for fleet service.
Callahan said for that video he supplemented the team’s production from Virginia with footage provided by the Navy’s advertising agency.
“I asked for cool, sexy carrier footage, and the ad agency really delivered,” Callahan said. “It seems like Top Gun really set a kind of visual precedent for filming jets on an aircraft carrier, and I wanted to produce something fast but serious in a brass-tacks kind of way.”
Callahan said that while he realizes most of his audience engages with his productions online or on mobile devices, he still tries to include some audio and visual treats for true cinephiles who might watch on a larger TV screen or with noise-canceling headphones.
“I’m always editing and creating soundscapes for that one person who might wanna watch these stories on a big display with a good sound system,” he said. “It’s almost never the case, with most folks engaging on mobile, but there’s always gonna be someone who does. I hope that there’s a payoff for those few who chose to watch that way.”
In support of on-going efforts to make command posts more resilient, mobile, and survivable, the Army is pushing to get secure Wi-Fi to the field to help gain an operational edge against potential peer and near-peer adversaries.
Following the relocation of a command post on the battlefield, referred to as a “jump,” secure Wi-Fi enables critical network and mission command systems to come up online in minutes, versus waiting many hours for Soldiers to wire a command post for network connectivity.
The 1st Armored Brigade Combat Team, 3rd Infantry Division successfully piloted this secure Wi-Fi capability for a second time during decisive action training at the National Training Center, or NTC, on Fort Irwin, California, which concluded in November 2017. During this realistic combat training event, the unit fought against a capable adversary and used secure Wi-Fi extensively throughout its brigade command post to speed maneuver, provide continuity of mission command and remain a step ahead of enemy forces.
“The key benefit provided by secure Wi-Fi is the velocity that it brings to [the set up of] my mission command systems,” said Col. Michael Adams, commander of 1st Armored Brigade Combat Team, 3rd Infantry Division. “Near-peer adversaries are much more capable than enemies we trained against previously. In a decisive action training environment, [armed with secure Wi-Fi], we are much faster and more mobile, and that equates to survivability.”
The unit successfully used secure Wi-Fi to provide untethered network connections to enable secure wireless voice, video, and data exchange on more than 60 unclassified computers and 100 classified computers and mission command systems, such as Command Post Of the Future. At any given point during this event, there were at least 60 active secure Wi-Fi users inside the brigade main command post, known as the Tactical Operations Center, or TOC, Adams said. The only wired systems that were not allowed to be wired were those Army mission command systems that were waiting to receive Army authority to operate on secure Wi-Fi.
“The win was that once the Wi-Fi system was up, I could get everyone up at the same time across the entire staff,” Adams said. “It’s a colloquialism; many hands make light work, but it’s also an ability to fuse the actions of the entire brigade combat team across all warfighting functions.”
Similar to the Wi-Fi used in most homes, the Army’s National Security Agency-accredited solution provides wireless network connectivity inside the command post, with added layers of security. secure Wi-Fi is managed by the Army’s Product Manager Network Modernization, assigned to Project Manager Tactical Network.
Without wireless capability, establishing a network in a typical brigade command post takes many hours and requires dozens of boxes of expensive CAT 5 network cable that weigh hundreds of pounds. Every time a command post is jumped, the cables have to be cut, laid out, configured and plugged in, and often replaced because of damage and continual wear and tear. Protective flooring has to be laid over the wiring, making it difficult to troubleshoot network issues. Secure Wi-Fi can eliminate these hurdles since its small remote access points provide quick and easy network connections throughout the entire command post within minutes.
“Secure Wi-Fi also speeds our mission military decision-making process,” Adams said. “If I know that something is going on and I can get ahead of the enemy commander, then I can set the conditions so that he is fighting from a position of disadvantage. With secure Wi-Fi, I gain an exponential increase in velocity, and the deeper the Wi-Fi capabilities in the formation, the more we are able to do.”
To outmaneuver its near-peer adversary at the NTC, 1st Armored Brigade Combat Team, 3rd Infantry Division had to jump its brigade TOC several times during the realistic field exercise. These massive relocation efforts in the harsh terrain of the Mojave Desert were sometimes conducted in the dark of night, and because of mock threats of chemical and biological warfare, Soldiers were required to wear protective gear, making it more difficult to set up and wire a large brigade command post. Secure Wi-Fi made it much easier and faster to set up the network (from hours to minutes) under these extreme conditions, and users were able to connect to the network and use their mission command systems earlier and stay connected longer prior to the next jump, Adams said.
“Without Wi-Fi, users were often waiting (depending on position or rank) for wire to be run,” said Maj. Michael Donegan, 1st Armored Brigade Combat Team, 3rd Infantry Division communications officer (S6). “This proves wildly inefficient, as everyone on a TOC floor has an immediate and uniquely important job to accomplish. The ability to rapidly collaborate in planning is critical in order to defeat a near-peer threat. With the introduction of Wi-Fi, you don’t have to choose or prioritize which users get access first.”
Secure Wi-Fi decreased the brigade’s TOC relocation time dramatically, with the unit able to be up on all Army mission command system services simultaneously much sooner after arriving on site. It also enabled the commander to set up the TOC in different configurations to support new locations or mission requirements without having to cut new lengths of wire, Donegan said.
“The ability to have a mobile command post and exercise mission command with secure Wi-Fi continues to be a force multiplier,” Donegan said.
Adams said he is looking forward to seeing secure Wi-Fi eventually implemented at battalion-level command posts as well, to further increase his brigade’s speed of maneuver. The Army has recently developed a smaller version that reduces the footprint of the server stacks by 60 percent, to support smaller echelon command posts requiring fewer users. The Army plans to demonstrate this small form factor secure Wi-Fi capability during a risk reduction event in spring 2018 as a rapid acquisition initiative.
The Army continues to use Soldier feedback from pilots, user juries, and training events such as NTC rotations to continuously improve and provide the best capability possible, as part of an iterative process where lessons are always being learned and technology continuously is adapted to the way the Army needs to fight.
In December 2017, the Army issued a Command Post Directed Requirement, intended to enable experimentation and rapid prototyping to better inform command post requirements. The directed requirement is closely nested with the draft Command Post Integrated Infrastructure, or CPI2, capability development document, which would create a new program of record to provide mobile command post solutions to Corps, Division, and Brigade Combat Teams.
The directed requirement calls for the Army to leverage wireless technology capabilities to facilitate rapid connectivity and displacement. Secure Wi-Fi is proving to be a vital element in the Army’s acquisition of new integrated expeditionary command posts solutions, said Lt. Col. Mark Henderson, the Product Manager for Network Modernization who manages secure Wi-Fi for the Army. Henderson is a member of Project Manager Tactical Network, PEO C3T.
“Lack of mobility and agility are amongst the biggest factors making today’s large command posts vulnerable in near-peer threat environments,” Henderson said.” Secure Wi-Fi increases mobility and operational flexibility, and better enables mission command so commanders can do what they do best — fight and win!”
Perry Yee knew there was a way he could help his fellow veterans but wasn’t sure how. There are plenty of charities and programs out there that claim to help veterans with issues like PTSD, anxiety, loneliness and isolation, and the sometimes difficult transition into the civilian world. The call to do something was there, but he wasn’t sure what the path was.
So Yee and his wife, Jamie, did what a lot of people who want to help do….they prayed.
Soon after, the idea for Active Valor was born.
Active Valor is a non-profit that pairs veterans with Gold Star children. Based out of San Diego county, veterans apply to be a mentor for a child that belongs to a Gold Star family. The intent isn’t to take the place of the father who has passed away, but to be a mentor, guide, confidant and teacher while honoring the parent that passed away. Active Valor does this in several ways. First, they host events throughout the year that keep veterans engaged. This is not a once a year event. This is not a one time meet up. Once paired with a kid, the veteran commits to participating in events throughout the year, and most go further developing a relationship with the child and family. They will end up having weekly conversations, taking the child to sporting events, and being involved with the kid’s life. But more than a “Big Brother” program, Active Valor serves the veteran too and helps them with their struggles.
Yee himself knew all about that struggle. He enlisted in the Navy in 2005 on a BUDs contract. Twice he went through Hell Week and had to be rolled back. Once for nerve damage to his arm, and once for pneumonia. But like most warriors, Yee didn’t give up, and in true “third times the charm fashion” graduated in Class 262. He was eventually assigned to SEAL Team 7 out of Coronado, Calif.
Yee did a combat tour and earned himself a Navy Commendation with “V” and Army Commendation with “V.” He left the service in 2011 and embarked on the next chapter of his life. After flirting with college, Yee ended up with the Competitor Group, which runs the Rock ‘n’ Roll Marathons nationwide. After a year, he ended up as a Range Safety Officer in Poway, Calif., before getting a job at the Warfighter Academy in Escondido, Calif.. It was here that Yee taught classes in CQB and other warfighting techniques. It was also here where he started connecting with veterans and learned that his rough journey into the civilian side wasn’t just his own experience. Yee learned that many other veterans struggle to connect with coworkers, classmates, family and spouses, and few had outlets which they could express themselves and connect with others.
The events the Active Valor puts on helps veterans do just that. They are specifically tailor-made to allow the veteran to use skills and experiences he/she learned in the military and put them to use in a setting that allows the kids to have fun.
By hosting amazingly fun and badass events.
One of the events Yee organized was a treasure hunt for the kids. However, this particular treasure hunt required veterans to use their land nav skills so that kids could find the treasure. Veterans taught their kids how to read maps, use a compass, use a pace count and other tricks so that they could find the treasure that was buried. For those of us that served, it is a bit more fun to do land nav when it helps a kid win a prize as opposed to the torture of doing it as part of training.
Other events include a capture the flag event, field day events, jewel heist adventures where the kid has to recover stolen property, and the most popular of all….’The Zombie Hunt.’ This was a one-off event, where Gold Star kids and their veteran mentors navigated a course full of zombies. Armed with Nerf guns and lots of close combat experience, the pairs went around killing zombies and making memories. The event is so popular it went from a one-off to an annual event (although next year might feature aliens instead of zombies).
Seriously how fun is this:
For the Gold Star families, the events and mentorship provide fun events for the kids while giving them a chance to develop a rapport with someone that walked in their dad’s shoes. A big piece of why the events are successful for both the kids and the veteran is simple. The vet gets to teach the kids about the skills they learned in the military – the same skills their dad knew. That lays the cornerstone to a bridge between their fathers’ life and their life now.
For many Gold Star families, when they lose their loved one, they lose the one connection they had with military life. Active Valor helps reestablish that connection too. Perry has had a lot of positive feedback from mothers saying their kid was in a shell or detached after losing their dad. Having an Active Valor mentor and participating in the activities, give the child an outlet and someone they can talk to. Yee and his wife want to make it clear; Active Valor is not about bringing up the trauma the child had in losing a parent. It is about giving them a day of fun to celebrate the parent and, well, be a kid.
Active Valor is a two-person show. Perry is the CEO and does most of the leg work when it comes to organizing the events. His wife Jamie uses her media and design background from her job to do all the marketing, social media, and photo and video work that is needed to spread the word. They are local to San Diego right now, but bring in kids from Northern California, Arizona and Texas. Perry and Jamie are working on expanding the program and engaging more veterans and Gold Star families as they have seen the positive benefits of their program and know they can do more. The process of signing up revolves around the families. Once they sign up, they are then paired with a veteran based on several factors, including interests and hobbies. The key is to make sure the kid feels trusted, and the veteran is going to be a long-term positive influence on the child in the years to come.
The biggest obstacle they face is funding and getting the word out to Gold Star families that this program exists for their kids. If you would like to learn more and if you want to get involved, visit here!
The High-Mobility Multi-Purpose Wheeled Vehicle, better known as the Humvee, is one of the most ubiquitous and iconic vehicles in military history. Between 1984 and 2012, 281,000 Humvees have been produced and the line is still running. This vehicle does everything, from evacuating the wounded to taking out enemy tanks.
But as impressive as the Humvee’s 30+ year production run is, it still only accounts for about 85 percent of the 335,531 Willys MB, better known as the jeep, manufactured in just four years. So, numbers aside, how do these versatile, wheeled vehicles stack up?
Two World War II icons on Guam: a Jeep and a M4 Sherman tank.
The Willys MB had a top speed of up to 65 miles per hour and could go 300 miles on a single tank of gas. It had a crew of two and could carry another three additional personnel. It could carry up to 800 pounds of cargo and tow 1,000 pounds. This vehicle saw action all over the world. Two major variants, the “slat” and the Sea Jeep (“Seep”) were also produced, which accounted for over 38,000 of the MB’s already-massive production total.
The HMMWV is capable of firing TOW missiles to kill enemy tanks.
The HMMWV can go as fast as 70 miles per hour. Some variants can haul nearly 5,000 pounds of cargo or eight troops. It can get as far as roughly 250 miles on a tank of diesel. The use of diesel fuel is an important detail — it’s less flammable than gasoline. The HMMWV was also capable of mounting a wide variety of weapons, including the BGM-71 TOW missile.
This Jeep is packing a 37mm gun and a .30-caliber water-cooled machine gun,
One could argue that the HMMWV is three times the vehicle than the classic Jeep. That said, one HMMWV can’t be in three places at once. So, would you rather have had three Jeeps or one HMMWV?
Before you make up your mind, watch the video below and learn a little more about the iconic World War II Jeep.
Disney+ launched a Comic-Con@Home 2020 panel for their new scripted series The Right Stuff, which will explore the early days of the U.S. space program through the “Mercury Seven” — the military pilots who became the first NASA astronauts during the space race of the Cold War. “Competing to be the first in space, these ordinary men achieve the extraordinary, inspiring America to turn toward a new horizon of ambition and hope,” boasted Comic-Con International.
The first original scripted series from National Geographic for Disney+ promises to take a “clear-eyed look” at the newly-formed NASA. Set to release in late 2020, the series debuted a first look in a panel moderated by Former NASA Astronaut Dr. Mae Jemison.
Yes, that Dr. Mae Jemison.
Jemison was not only the first African American woman selected for the NASA astronaut program — she was the first woman of color in the world to go into space. Watch the full panel right here:
Blast Off with Disney+’s “The Right Stuff” | Comic-Con@Home 2020
The panel revealed the first official clip of the series, introducing Alan Shepard to the uninitiated. Shepard, of course, went on to become the first American to travel to space and he remains on the short list of men who have walked on the moon.
“You gentlemen are accustomed to testing dangerous, unproven aircraft and yet somehow you’ve made it this far in one piece. Most of you have families. You have careers. You have lives. That could all come to an abrupt halt if you sign on to this endeavor. We want to take thirty-two of you to Lovelace Clinic for medical evaluations, but only seven of you will have what it takes. And those seven will be the Mercury Astronauts,” intone the recruiters in the clip.
Warning of the Russian advances, the clip sets the stage for America’s acceleration in space.
The original seven astronauts who flew for Project Mercury were Scott Carpenter, Gordon Cooper, John Glenn, Gus Grissom, Wally Schirra, Deke Slayton, and of course, Alan Shepard. Also known as the Original Seven and Astronaut Group 1, they were among America’s finest military pilots. Each of the trailblazers is now deceased, but their legacy lives on.
In 2018, the Pentagon underwent its first audit in the history of the institution – and failed miserably. It will probably surprise no one that the organization which pays hundreds of dollars for coffee cups and thousands for a toilet seat has trouble tracking its spending. But the issues are much deeper than that. The Pentagon’s accounting issues could take years to fix, according to then-Deputy Secretary of Defense Patrick Shanahan.
“We failed the audit, but we never expected to pass it,” Shanahan told reporters at a briefing. “We never thought we were going to pass an audit, everyone was betting against us that we wouldn’t even do the audit.”
The Pentagon famously did the audit with the non-partisan, nonprofit think tank Truth In Accounting. In July 2019, Truth in Accounting released its report card for the branches of service and their reporting agencies.
Anyone who interacts with a military finance office already has feelings about this right now.
Before ranking the branches, military members should know that the best performers in the audit were the Military Retirement Fund, the Defense Finance and Accounting Service, the Defense Contract Audit Agency, and the U.S. Army Corps of Engineers. So we at least know your retirement accounts are exactly what they tell you they are.
Unfortunately, the four of the five lowest-scoring entities were the four major military branches.
U.S. Marine Corps
The Marines topped the list as least worst among the branches, probably because they need to scrape together anything they can to train and fight while keeping their equipment in working order. Since the Corps also has the smallest budget, there’s like less room for error but remember: it’s still the top of the bottom of the list.
U.S. Army and U.S. Navy
Tied for second in terrible accounting practices is the Army and Navy, which kind of makes sense – they have a lot of men, vehicles, purchases, organizations, and more to account for. But if we have to put them at numbers two and three, it would be more accurate to rank the Army higher – its budget is usually twice that of the Navy.
U.S. Air Force
It’s not really a surprise that the Air Force has the worst accounting practices of all the branches of the military. This is the branch that uses high-tech, expensive equipment, one-time use bombs, and all the fuel it can handle while still giving airmen a quality of life that seems unbelievable to the other branches. If ever you could accuse an organization of voodoo economics, the smart money is on the Air Force – who would probably lose it immediately.
The Army in Europe relies on five Force Protection Condition (FPCON) levels — Normal, A, B, C and D — or as the Army says, Normal, Alpha, Bravo, Charlie and Delta. The levels increase from lowest condition at Normal to the highest and most protective at Delta.
The U.S. Army Europe commander delegates responsibility to general officers for force protection, known as the GOFPs. The commander of 7th Army Training Command headquartered out of Grafenwoehr is the GOFP for USAG Bavaria and USAG Ansbach.
The GOFP is the lowest level of command within U.S. Army Europe authorized to change local FPCONs. Garrison commanders immediately begin implementing FPCON changes upon receipt of notification to change.
What is an FPCON?
The Force Protection Condition, or FPCON, does two things to counter terrorists or other hostile adversaries:
1. It sets the FPCON level at Normal, Alpha, Bravo, Charlie or Delta.
– Normal: Occurs when a general global threat of possible terrorist activity is possible. The minimum FPCON for U.S. Army commands is normal.
– Alpha: Occurs when there is an increased general threat of possible terrorist activity against personnel or facilities, the nature and extent of the threat are unpredictable.
– Bravo: Applies when an increased or more predictable threat of terrorist activity exists.
– Charlie: Applies when an incident occurs or intelligence is received indicating some form of terrorist action or targeting against personnel or facilities is likely. 100% ID card check required.
– Delta: Applies in the immediate area where a terrorist attack has occurred or when intelligence has been received that terrorist action against a specific location or person is imminent. 100% ID card check required.
2. When an FPCON level is set, certain force protection measures are implemented. For example, if an Army garrison elevates to FPCON Charlie, you might see increased security measures at the gates, or even gate closures and the presence of additional security forces.
When are FPCON levels raised?
The FPCON levels are raised as a threat increases or if an attack has occurred.
How do I know the FPCON?
The Force Protection Condition level is posted at each gate entrance and all entrances to garrison facilities. It is also located on the homepage at www.bavaria.army.mil.
How will I know what measures are implemented as the FPCON increases or decreases?
While specific FPCON measures are not releasable in the interest of security, there are some key tips to keep in mind:
– The FPCON level has been set at Bravo or higher since 2001.
– FPCON Charlie — which indicates that a threat is likely — sets into motion curtailment plans for nonessential personnel. If you are unsure if you are essential or nonessential personnel, contact your supervisor.
– FPCON Delta, the highest and most protective level, limits installation access to mission-essential personnel and other personnel as determined by the commander.
– What if you need to get on-post during FPCON Charlie or Delta? If you’re off-post and you live on-post, have children at school or need to get to the clinic, for example, and the Force Protection Condition has elevated to Charlie or Delta, stand by for further directions. Contact your supervisor or unit leadership for guidance. Connect to the USAG Bavaria Facebook page at www.facebook.com/USAGBavaria and ensure you’re registered in AtHoc — the Army’s mass-warning notification system.
– No matter what the FPCON is, always carry two forms of photo ID when entering U.S. military installations, according to the Army in Europe regulation on installation access control.
– Increased force protection measures do not necessarily indicate an increase in an FPCON. Army garrisons in Europe also implement random antiterrorism measures known as RAM.
Senior U.S. Army leaders are pushing a campaign to enhance recruiting, toughen physical fitness training, and extend Basic Combat Training to prepare soldiers for a major future conflict.
Secretary of the Army Mark Esper spoke March 26, 2018, at the Association of the United States Army’s Global Force Symposium about his vision for the Army of 2028 that calls for a larger, more physically fit force.
“To meet the challenges of 2028 and beyond, the total Army must grow,” Esper said. “A decade from now, we need an active component above 500,000 soldiers with associated growth in the Guard and Reserve.”
The Army requested 4,000 soldiers be added to the active force as part of the proposed fiscal 2019 budget. The increase would boost the active-duty ranks from 483,500 to 487,500.
The Army must focus on “recruiting and retaining high-quality, physically fit, mentally tough soldiers who will deploy and fight and win decisively on any future battlefield,” he said.
“A decade from now, the soldiers we recruit today will be our company commanders and platoon sergeants. That’s why we are considering several initiatives, to a new physical fitness regime to reforming and extending basic training in order to ensure our young men and women are prepared for the rigors of high-intensity combat,” he added.
Esper did not give details about extending Basic Combat Training, which currently lasts 10 weeks. But the Army has already begun reforming BCT.
By early summer 2018, recruits will go through a new Army BCT, redesigned to instill strict discipline and esprit de corps by placing enhanced emphasis on drill and ceremony, inspections, and pride in military history while increasing the focus on critical training such as physical fitness, marksmanship, communications, and battlefield first aid skills.
The new program of instruction is the result of surveys taken from thousands of leaders who have observed a trend of new soldiers fresh out of training displaying a lack of obedience and poor work ethic, as well as being careless with equipment, uniforms, and appearance, according to Army Training and Doctrine Command officials.
The Army has also been considering adopting the proposed Army Combat Readiness Test: A six-event fitness test designed to better prepare troops for the rigors of combat than the current three-event Army Physical Fitness Test, or APFT.
The ACRT was developed, at the request of Army Chief of Staff Gen. Mark Milley, to better prepare soldiers for the physical challenges of the service’s Warrior Tasks and Battle Drills — the list of key skills all soldiers are taught to help them survive in combat.
Gen. James McConville, the Army’s vice chief of staff, said that the service is also considering improving the screening processes it uses to better prepare recruits coming into the Army.
“We are going to put more screening systems in place to make sure that when young men and women enter the Army, they are ready to meet the standards,” McConville said.
Training and Doctrine Command has done a “great job of implementing the Occupational Physical Assessment Test, which is a four-event physical-fitness test to make sure that young men and women get in shape before they go to initial military training,” he said.
“Then once they get into initial military training, we are screening them again to meet the physical demands of being in the Army,” McConville said.
The Army is also testing a concept that involves assigning fitness experts to two Army divisions, he said.
“We are putting physical therapists, we are putting strength coaches, we are putting dieticians into each of the units so when the [new] soldiers get there, we continue to keep them in shape as they go forward,” McConville said.
“We are going to have to take what we have, we are going to have to develop that talent and we are going to bring them in and make them better,” he added.
Under Secretary of the Army Ryan McCarthy said the service is also going to have to get better at how it approaches recruiting.
“When 87 percent of the people we recruit have someone in their family that has been in the military, it starts to beg the question, ‘Are we expansive enough in our recruiting efforts?’ ” McCarthy said.
“Are we sophisticated enough in the way we communicate to the entire country and recruit the best quality individuals?” he said. “So our sophistication has got to get better, from the tools that we have to find the people to the manner in which we communicate.”
Being a POW was not a great way to spend your enlistment in the Civil War, no matter which side you fought on. Depending on which POW camp you ended up locked into, your chances of survival were only slightly better. And if you did die, you probably died of some terrible disease.
So it makes a little sense why some Confederate troops had no problem turning around and joining the U.S. Army. They were called “Galvanized Yankees.”
By 1863, Union lines were becoming stricken by desertions. Coupled with the death rate and the number of wounded and missing men, the U.S. Army in 1863 needed a solution for this coming manpower shortage in a hurry. But with draft riots already happening and enlistments drying up, where could the Union Army find a source of able-bodied men who could fight but were just sitting around, waiting? In the POW camps. And it wasn’t just the Army fighting the Civil War who needed the help. Troops fighting Indian bands in the West needed augmentees as well.
So the Union formed the 1st Volunteer Infantry Regiment; former Confederate soldiers who had been captured, taken the oath of loyalty to the United States, and enlisted in the U.S. Army. It sure beat dying of dysentery or exposure at Camp Douglas.
Starting in 1863, the former Confederates stared down the Sioux tribe in Missouri while the war back home raged on. But they weren’t the only ones who were needed. Ultimately four regiments of Confederate volunteers were formed for the Union. When the Confederates heard of this, they dubbed the POWs who took the deal “Galvanized Yankees,” covering themselves and their deeds in the blue of the Union, the way a metal object is galvanized with a coating of zinc.
For most Southern troops, the choice wasn’t all that hard – and it wasn’t just about the conditions in POW camps. Many average Southern men weren’t too keen on the strict Confederate class distinctions in the South, where poor whites were little more regarded than slaves. Add on the desire for the war to end, and the terrible conditions for Confederate troops, and the choice becomes more and more clear.
The Galvanized Yankees were sent to the American Plains, the Dakotas, Minnesota, and Missouri. The winters were not kind to the Southerners, who suffered from frostbite, scurvy, and other forms of malnutrition. To make matters worse, on top of enduring temperatures as cold a minus 29 degrees, the Lakota suddenly attacked on Nov. 27, 1863. The natives killed and wounded the new Army members throughout the winter and into the Spring of 1864. They would be able to hold out until the war’s end, however.
In 1865, the men had held their soldiers’ discipline, followed orders, and remained true to their oaths. Even after constant Indian attacks, brutal winters, and poor food, the Galvanized Yankees stayed at their posts. After two years, however, they were at their wits’ end. The war was over, and so was their enlistment. They demanded to be mustered out. Two years after arriving in the Missouri region, they finally were.
Vice Commandant of the U.S. Coast Guard, Adm. Charles Ray. (U.S. Coast Guard)
Some of the military’s top leaders are self-quarantining after the Coast Guard‘s second highest-ranking officer tested positive for COVID-19, the Pentagon announced Tuesday.
Adm. Charles Ray tested positive for COVID-19 on Monday, just over a week after he attended a White House event with other senior military leaders. Ray began feeling mild symptoms over the weekend, according to a Tuesday Coast Guard statement.
Ray is the most senior military leader known to have tested positive for COVID-19.
The admiral was one of several military leaders to attend a Gold Star Families event at the White House on Sept. 27. It’s not clear where Ray contacted the illness, Lt. Cmdr. Scott McBride, a Coast Guard spokesman, told Military.com, but they’re now conducting contract tracing per Centers for Disease Control and Prevention guidelines.
“We’re making sure that anyone that Adm. Ray has been in contact with is aware,” McBride said.
Marine Commandant Gen. David Berger, Air Force Chief of Staff Charles “CQ” Brown, Army Chief of Staff Gen. James McConville and Chairman of the Joint Chiefs Gen. Mark Milley also attended the Sept. 27 event at the White House.
That was the day after the Trump administration held an outdoor nomination ceremony for Judge Amy Coney Barrett. Several people at that event, including President Donald Trump, have now contracted COVID-19.
Ray was also at the Pentagon last week for meetings with other senior military leaders, including service chiefs, Jonathan Hoffman, a Pentagon spokesman said on Tuesday.
“We are conducting additional contact tracing and taking appropriate precautions to protect the force and the mission,” Hoffman said. “Out of an abundance of caution, all potential close contacts from these meetings are self-quarantining and have been tested this morning.”
So far, he added, no other Pentagon contacts have exhibited symptoms or tested positive for COVID-19.
At least one of the service chiefs has traveled since the Sept. 27 event at the White House. Berger, along with Navy Secretary Kenneth Braithwaite and the Sergeant Major of the Marine Corps Troy Black, visited the British aircraft carrier Queen Elizabeth last week, according to a military news release.
Brown is also participating in a senior leader meeting for Air Force and Space Force officials at Joint Base Andrews in Maryland this week. The annual event is a hybrid of in-person and remote meetings this year, according to an Air Force official.
“The meetings, which include virtual options, are continuing and both CSAF and CSO are participating virtually,” an official, speaking on condition of anonymity, said. “General Brown and General Raymond tested negative before meetings began and tested negative again this morning. Both participated in person yesterday.”
Hoffman said senior leaders quarantining poses no change to the military’s operational readiness or mission capability.
“Senior military leaders are able to remain fully mission capable and perform their duties from an alternative work location,” he said. “DoD has been following CDC guidelines since April with respect to temperature testing, social distancing, and the wearing of masks to the greatest extent when social distancing is not possible and will continue to do so.”
That’s quite a jump from the kw AN/SEQ-3(XN-1) Laser Weapon System (LaWS), which deployed in 2014 on the amphibious transport dock USS Ponce.
And the kind of power needed to power such a weapon won’t come with a simple flip of a switch.
“The Navy will be looking at ships’ servers to provide three times that much power,” says Donald Klick, director of business development, for DRS Power and Control Technologies. “To be putting out 150 kws, they (the laser systems) will be consuming 450 kws.”
That is more than most currently operational ships are designed to accommodate, at least when they are conducting other tasks. “Few power systems onboard ships can support sustained usage of a high-powered laser without additional energy storage,” noted a recent Naval Postgraduate School paper titled “Power Systems and Energy Storage Modeling for Directed Energy Weapons”.
The paper said, “The new DDG-1000 may have enough electrical energy, but other platforms … may require some type of ‘energy magazine.’ This magazine stores energy for on-demand usage by the laser. It can be made up of batteries, capacitors, or flywheels, and would recharge between laser pulses. The energy magazine should allow for sustained usage against a swarm of targets in an engagement lasting up to twenty minutes.
The ship’s integrated power system, which includes its electric propulsion, helps generate up to 78 megawatts of on-board electrical power, something seen as key to the future when it comes to ship technologies and the application of anticipated future weapons systems such as laser weapons and rail guns. The ship’s electric drive uses two main turbine generations with two auxiliary turbine generators which power up two 35-megawatt advanced induction motors, developers explained.
Ideally, it would charge up as fast as it discharges, allowing for indefinite use (as long as there is ship’s fuel to expend). Low maintenance, high safety, and long lifespan are other desirable characteristics.
DRS Power and Control Technologies is one of the companies which is developing a specialized energy source. “We have enough for well over 100 shots before we go to recharge,” DRS’s Klick said during a break at SNA, pointing out there’s even a mode for continuous recharge. “If you’ve got power this kind of power, you don’t go Winchester.”
The DRS system uses a Li-Ion battery subsystem designed and provided by Lithiumstart housed in three distributed steel, welded cabinets that are 48″ x 66″ x 100″ – although they are modular, Klick says, and can be arranged for a tailored fit. Each cabinet contains 18 drawers with 480 Li-Ion phosphate cells in each drawer.
The redundant power modules can provide 465 k each for a total of 930 kw. It can hold that full-power mark for about three minutes, Klick says – although most “lases” are normally of relatively short duration.
An at-sea demonstration of the magazine is slated for 2018, Klick says, mostly with the 150-kw laser being developed by Northrop Grumman for the Office of Naval Research.
The system still must go through rigorous Navy certification testing, Klick says.
He also sees the energy magazine as a candidate for other U.S. military units. “We’re looking at Air Force Special Forces on a C-130. You have to strike a car, but you’re worried about collateral damage. With that pinpoint accuracy, you don’t have to worry about collateral damage. You can just cause a car to stop running. There’s a lot more capability.”
The Navy has already been working with Northrop Grumman on a three-year deal to develop a ship-board laser weapon engineered to quickly incinerate enemy drones, small boats, aircraft, ships and missiles, service officials told Scout Warrior.
“This system employs multi-spectral target detection and track capabilities as well as an advanced off-axis beam director with improved fiber laser technologies to provide extended target engagement ranges. Improvements of high power fiber lasers used to form the laser beam enable the increased power levels and extended range capabilities. Lessons learned, operating procedures, updated hardware and software derived from previous systems will be incorporated in this demonstration,” Dr. Tom Beutner, director of the Air Warfare and Weapons branch, Office of Naval Research, told Scout Warrior in a written statement at the time of the contract announcement.
A previously established 12-month, $53-million deal between Northrop and the Office of Naval Research will develop a Laser Weapon System Demonstrator through three phases; the phases include an initial design phase, ground-testing phase and then weapons testing at sea aboard a Navy Self Defense test ship, a Northrop statement said.
“The company will design, produce, integrate, and support the shipboard testing of a 150-kilowatt-class solid state (electric) laser weapon system,” the Northrop statement added. “The contract could grow to a total value of $91 million over 34 months if ONR exercises all of its contract options.”
Office of Naval Research officials told Scout Warrior an aim of the developmental program is to engineer a prototype weapons for further analysis.
“The possibilities can become integrated prototypes — and the prototypes become reality when they become acquisition programs,” an ONR official said.
It is not yet clear when this weapon might be operational but the intention seems to be to arm surface ships such as destroyers, cruisers and possibly even carriers or an LCS with inexpensive offensive or defensive laser weapons technology.
“It is way too early to determine if this system will ever become operational. Northrop Grumman has been funded to set-up a demo to “demonstrate” the capabilities to senior leadership, who will then determine whether it is an asset worth further funding and turning into a program of record,” a Navy official told Scout Warrior.
Both Navy and Northrop Grumman officials often talk about the cost advantages of firing laser weapons to incinerate incoming enemy attacks or destroy enemy targets without having to expend an interceptor missile worth hundreds of thousands of dollars.
Navy officials describe this as getting ahead of the cost curve.
“For about the price of a gallon of diesel fuel per shot, we’re offering the Navy a high-precision defensive approach that will protect not only its sailors, but also its wallet,” said Guy Renard, director and program manager, directed energy, Northrop Grumman Aerospace Systems.
As mentioned, the Navy has already deployed one laser system, called the Laser Weapons System, or LaWS, which has been operational for months.
LaWS uses heat energy from lasers to disable or destroy targets fast, slow, stationary and moving targets. The system has successfully incinerated UAVs and other targets in tests shots, and has been operational aboard an amphibious transport dock in the Persian Gulf, the USS Ponce.
The scalable weapon is designed to destroy threats for about $59-cents per shot, an amount that is exponentially lower that the hundreds of thousands or millions needed to fire an interceptor missile such as the Standard Missile-2, Navy officials explained.
While at sea, sailors have been using the LaWS for targeting and training exercises every day and the weapon has even been used to disable and destroy some targets, service officials said.
Navy sailors and engineers have discovered some unanticipated intelligence, reconnaissance and surveillance value from the laser weapons system by using its long-range telescope to scan for targets as well, Navy officials said.
Laser weapons are expected to figure prominently in the Navy’s future plans in several respects. New Navy platforms such as the high-tech destroyer, the DDG 1000 or USS Zumwalt, is engineered with an electric drive propulsion system and extra on-board electrical power called an Integraed Power System. This system is in part designed to power-up ship electrical systems and accommodate emerging future weapons systems such as lasers and rail guns.
“Laser weapons provide deep magazines, low cost per shot, and precision engagement capabilities with variable effects that range from dazzling to structural defeat against asymmetric threats that are facing the US Naval force,” Beutner added.
In addition, laser weapons integrate fully into the Navy’s emerging “distributed lethality” strategy aimed at better arming the surface fleet with a wide array of offensive and defensive weapons.
Platoon sergeants have to be jacks-of-all-trades to handle their many roles. They must balance the welfare of their troops and supervise training evolutions all while keeping up with the platoon’s administrative tasks — it’s a lot of work.
When you first enter the unit as a newbie boot, it’s rare that you’ll ever get to know much about your platoon sergeant outside of their name, rank, and how many countries they’ve deployed to. However, there are others who pride themselves on getting to know a few things about each one of their troops. Every platoon sergeant has their own style of leading that works best for them.
But, if you’re in the infantry, you’ll come in contact with at least five different types of platoon sergeants in a grunt unit.
Some platoon sergeants take a back seat to their other NCOs when it comes training their troops. Others want to spearhead the training and break everything down themselves, “Barney style” — which isn’t a bad thing.
2. The organized pointer
This type of platoon sergeant has practically seen it all and done it all. He shows up prepared and ready to kick ass. They know what they need and how to get the job done.
3. The one who wants to get in the fight
This motivated leader helps plan out missions and even lends a hand when they aren’t in battalion-level meetings.
4. The one who loves themselves some training
These are one of our favorite types. They’re the ones who will strap on a heavy pack and go on a ruck march to prove they can lead, and that they’ve still “got it.”
After a 12-mile hike, this platoon sergeant is still smiling — no big deal. (NCO Journal photo by Clifford Kyle Jones)
This is the type that when he speaks, everyone in the platoon listens like the words are spoken from scripture. He’s earned the right to be heard by everyone. Other up-and-coming grunts hope they’ll be like him someday.
New documents released by the White House July 15 show both the FBI and CIA found substantial evidence that several of the 9/11 hijackers received assistance from officers with the Saudi Arabian intelligence service while preparing for their attacks on Washington and New York.
While the intelligence described in the documents leaves some doubt on how strong the link between the 19 terrorists and the Saudi government was, it is the first time since 2003 that information on any ties between al Qaida and Saudi Arabian intelligence connected to the 9/11 attacks has been made public.
“While in the United States, some of the September 11 hijackers were in contact with and received support or assistance from individuals who may be connected to the Saudi government,” the report says. “There is information … that at least two of those individuals were alleged by some to be Saudi intelligence officers.”
The newly-released documents are 28 pages from the so-called “9/11 Report” ordered by Congress in the wake of the terrorist attacks that were removed from the final draft in an effort that some say was intended to shield one of America’s most important Middle East allies from embarrassment.
But pressure has been mounting on the Obama Administration to release the formerly classified pages by some in Congress and by attorneys for the families of 9/11 victims who are suing the Saudi government for its alleged role in the attacks.
The documents describe tactical help several of the attackers received from suspected Saudi intelligence operatives here in the U.S., including housing assistance, meetings with local imams and even one case where officials believed a Saudi operative was testing airline security during a flight to Washington, D.C.
“According to an FBI agent in Phoenix, the FBI suspects Mohammed al-Qudhaeen of being [REDACTED],” the report says. “Al-Qudhaeen was involved in a 1999 incident aboard an America West flight, which the FBI’s Phoenix office now suspects may have been a ‘dry run’ to test airline security.”
While the newly-released pages paint a detailed picture of how some suspected Saudi government officials and intelligence agents had ties to the al Qaida attackers and may have helped them plan and execute the attack, it’s unclear whether the effort was officially sanctioned by the Saudi royal family.
Congressional investigators “confirmed that the intelligence community also has information … indicating that individuals associated with the Saudi government in the United States may have other ties to al Qaida and other terrorist groups,” the report says. “Neither CIA nor FBI witnesses were able to identify definitively the extent of Saudi support for terrorist activity globally or within the United States and the extent to which such support, if it exists, is knowing or inadvertent in nature.”
While not necessarily a “smoking gun,” the most damning evidence in the pages deals with Omar al-Bayoumi and Osama Bassnan, alleged Saudi intelligence officers who provided direct assistance to “hijackers-to-be” Kahlid al-Mihdhar and Nawaf al-Hazmi after they arrived in San Diego in 2000. Both men were financed by a Saudi company affiliated with the Saudi Ministry of Defense and they used those funds to secure housing and other incidentals for the future hijackers.
Along with illustrating how protracted the terrorists’ 9/11 planning was — taking place over several years — this newly-released section of the report also shows that the FBI dropped the ball on several occasions, failing to share intelligence between headquarters and the San Diego field office and summarily ending an investigation into the suspicious funding of a mosque construction — an investigation that — in hindsight — may have allowed the FBI to stymie the chain of events that eventually led to the horrific attacks on the World Trade Center and the Pentagon.
Editor-in-chief Ward Carroll contributed to this report.