Richard Overton just celebrated his 112th birthday in his hometown of Austin, Texas. Unbeknownst to him, identity thieves were using his compromised bank account to purchase savings bonds through TreasuryDirect. Despite his well-known affinity for whiskey and cigars, the supercentenarian and World War II vet still requires round-the-clock care that costs up to $15,000 per month.
“What the hell are these debits?” Volma recalled thinking. Overton’s bank and TreasuryDirect are aware of the transactions are are taking appropriate measures.
Overton is a staple of the Austin community, a well-known personality who receives well-wishers from around the city on his birthday every year. He is featured on one of the city’s murals depicting influential African-American and Latino personalities. On his latest birthday, he received a visit Austin mayor, Steve Adler.
The 112-year-old is reasonably famous, especially among locals and much of his personal information is available online — though not his bank account and social security numbers. The drained account is separate from a GoFundMe account the family uses to raise money for Overton’s care.
His GoFundMe account keeps Overton in his home and away from having to live in a nursing home. Born in 1906, he has outlived all his closest relatives and requires $480 a day for his constant care.
US military bases continue to use surveillance cameras manufactured by the Chinese firm Hikvision, according to the Financial Times, despite security concerns that the cameras could give the Chinese government a way to spy on sensitive US military installations. Government agencies will be banned from purchasing the equipment starting in August 2019.
The Financial Times found that Peterson Air Force Base in Colorado spent $112,000 in 2016 on cameras manufactured by Hikvision.
The headquarters of Air Force Space Command and North American Aerospace Defense Command (NORAD) are both located at Peterson. NORAD is charged with ensuring the sovereignty of American and Canadian airspace, and defending them from attack.
A Navy research base in Orlando, Florida purchased ,000 worth of Hikvision cameras after last year’s National Defense Authorization Act (NDAA), which bans the purchase of such equipment, passed.
A C-17 Globemaster III loads with cargo on June 6, 2019, at Peterson Air Force Base, Colorado, one of the US military bases that purchased Chinese-made surveillance cameras before a ban took effect.
(U.S. Air Force photo by Airman 1st Class Andrew J. Bertain)
Both bases told The Financial Times that the cameras were not connected to the internet. The Florida base said that the cameras were being used as part of a training system. A spokesperson from Peterson said that the cameras were “not associated with base security or classified areas” and that the systems would be replaced.
The Chinese government owns 42% of Hikvision. Hikvision and Zhjiang Dahua Technology Co., another company banned by the NDAA, control approximately a third of the global video surveillance market, according to Bloomberg.
The ban extends to Huawei products and Hytera radios, too; the US State Department recently purchased ,000 worth of Hytera replacement parts for its Guatemalan embassy, and as of 2017, Army Special Forces used Hytera radios in training, according to The Financial Times.
Other bases, including Fort Drum in New York and Camp Lejeune in North Carolina, purchased Hikvision cameras in 2018, but did not disclose to the Financial Times whether they were still in use. The Defense Logistics Agency purchased nearly 0,000 worth of Hikvision cameras since 2018 for bases in Korea and Florida, but did not confirm to The Financial Times whether the cameras were still being used.
Last year, five Hikvision cameras were removed from Fort Leonard Wood in Missouri, although Col. Christopher Beck, a spokesperson for the base told the Wall Street Journal, “We never believed [the cameras] were a security risk. They were always on a closed network,” and that the cameras were removed to avoid “any negative perception.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
More than 120 sailors from Carrier Strike Group (CSG) 3 participated in community service projects at the Tanglin Salvation Army and the Chai Chee Willing Hearts Soup Kitchen in Singapore, Nov. 26-27, 2018.
Sailors who volunteered at the Tanglin Salvation Army sorted donated clothing, electronics, toys, and a variety of assorted household goods.
Lt. Ryan Albano, divisional officer in the Command Religious Ministries Department aboard the Nimitz-class aircraft carrier USS John C. Stennis (CVN 74), and one of the event coordinators, said community service is a part of the mission and legacy of the Navy.
“This is perhaps one of the most important things I get to do in the Navy,” said Albano. “We set a high standard everywhere we go that the United States Navy does not simply come to consume. We also show up to give back.”
(U.S. Navy photo by Mass Communication Specialist Seaman Angelina Grimsley)
The sailors volunteered on Nov. 26 and 27, 2018, which are the days the Tanglin Salvation Army receives the bulk of its weekly donations.
“We are really happy to have extra help on our busiest days. It was a big help to us,” said Benjamin Sim, the location’s human resources manager.
Sailors also volunteered at Willing Hearts Soup Kitchen by breaking down over 300 pounds of fish for stocks and stews and helping to organize the dry storage of more than 500 pounds of rice.
“It’s important to show our host nation that we’re allies and represent ourselves and our nation in a positive light,” said Aviation Administration man 2nd Class Javon Wilkerson, a volunteer at the soup kitchen.
(U.S. Navy photo by Mass Communication Specialist Seaman Angelina Grimsley)
Willing Hearts cooks, serves lunch, packages, and delivers an average of 6,000 meals a day from sunrise until after sunset to those in need. The meals are distributed to over 60 locations to feed Singaporeans who are unable to leave their homes.
The community service projects were conducted during a scheduled port visit to the island nation by John C. Stennis, the Ticonderoga-class guided-missile cruiser USS Mobile Bay (CG 53), and the Arleigh Burke-class guided-missile cruiser USS Spruance (DDG 111).
The ships moored at Changi Naval Base following a high-end dual carrier strike force exercise in the Philippine Sea with the Ronald Reagan Carrier Strike Group, providing Sailors the opportunity to explore the island and the city.
Secretary of Defense James Mattis announced that he will be resigning from his role in February. His letter of resignation was released by the Pentagon just minutes after President Trump said on Twitter that Mattis was retiring.
For the President’s tweet and Secretary Mattis’ full resignation letter, please read below:
(Department of Defense photo by Army Sgt. Amber I. Smith)
Dear Mr. President:
I have been privileged to serve as our country’s 26th Secretary of Defense which has allowed me to serve alongside our men and women of the Department in defense of our citizens and our ideals.
I am proud of the process that has been made over the past two years on some of the key goals articulated in our National Defense Strategy: putting the Department on a more sound budgetary footing, improving readiness and lethality in our forces, and reforming the Department’s business practices for greater performance. Our troops continue to provide the capabilities needed to prevail in conflict and sustain strong U.S. global influence.
One core belief I have always held is that our strength as a nation is inextricably linked to the strength of our unique and comprehensive system of alliance and partnerships. While the US remains the indispensable nation in the free world, we cannot protect our interests or serve that role effectively without maintaining strong alliances and showing respect to those allies. Like you, I have said from the beginning that the armed forces of the United States should not be the policeman of the world. Instead, we must use all tools of American woes to prove for the common defense, including proving effective leadership to our alliances. NATO’s 29 democracies demonstrated that strength in their commitment to fighting alongside us following the 9-11 attack on America. The Defeat-ISIS coalition of 74 nations is further proof.
Similarly, I believe we must be resolute and unambiguous in our approach to those countries whose strategic interests are increasingly in tension with ours: It is clear that China and Russia, for example, want to shape a world consistent with their authoritarian model — gaining veto authority over other nations’ economic, diplomatic, and security decisions — to promote their own interests at the expense of their neighbors, America and our allies. That is why we must use all the tools of American power to provide for the common defense.
My views on treating allies with respect and also being clear-eyed about both malign actors and strategic competitors are strongly held and informed by over four decades of immersion in these issues. We must do everything possible to advance an international order that is most conducive to our security, prosperity, and values, and we are strengthened in this effort by the solidarity of our alliances.
Because you have the right to have a Secretary of Defense whose views are better aligned with yours on these and other subjects, I believe it is right for me to step down from my positions. The end date for my tenure is February 28, 2019, a date that should allow sufficient time for a successor to be nominated and confirmed as well as to make sure the Department’s interests are properly articulated and protected at upcoming events to include Congressional posture hearings and the NATO Defense Ministerial meeting in February. Further, that a full transition to a new Secretary of Defense occurs well in advance of the transition of Chairman of the Joint Chiefs of Staff in September in order to ensure stability within the Department.
I pledge my full effort to a smooth transition that ensure the needs and interests of the 2.15 million Service Members and 732.079 DoD civilians receive undistracted attention of the Department at all times so that they can fulfill their critical, round-the-clock missions to protect the American people.I very much appreciate this opportunity to serve the nation and our men and women in uniform. Signed, James N. Mattis
The Department of Defense disclosed its count of China’s nuclear warheads for what is believed to be the first time in a new 200-page report on China’s rapidly growing military power and said that the country’s stockpile of nuclear warheads may double this decade.
The department assesses that China has an operational nuclear warhead stockpile in the low 200s, a small but deadly force that could make an adversary with a larger arsenal think twice. “Over the next decade, China will expand and diversify its nuclear forces, likely at least doubling its nuclear warhead stockpile,” the Pentagon argued in its annual China Military Power report, the latest of which was released Tuesday.
The Pentagon report explains that China is believed to have “enough nuclear materials to at least double its warhead stockpile without new fissile material production.”
Discussing the report at a virtual American Enterprise Institute event Tuesday afternoon, Deputy Assistant Secretary of Defense for China Chad Sbragia stated that “just looking at number of warheads by itself is not the entire picture.”
He said that “China is expanding and modernizing and diversifying its nuclear forces across the board.”
“China’s nuclear forces will significantly evolve over the next decade as it modernizes, diversifies, and increases the number of its land-, sea-, and air-based nuclear delivery platforms,” the new Pentagon report states.
The newly-released report also noted that China intends to put at least a portion of its nuclear forces, particularly its expanding silo-based force, on a “launch on warning” status, which would mean that some weapons would be armed and ready for launch with limited notice during peacetime, as the US does with its intercontinental ballistic missile force.
Secretary of Defense Mark Esper previewed the Pentagon’s expectation that China’s nuclear warhead stockpile will double over the weekend, writing in a social media post that “as Communist China moves to at least double the size of its nuclear stockpile, modernizing our nuclear force and maintaining readiness is essential to a free and open Indo-Pacific.”
The US is in the process of modernizing the various legs of the nuclear triad in response to advances by China and Russia. At the same time, the US has been pushing China to join an arms control agreement placing limits on nuclear arms expansion.
“If the US says that they are ready to come down to the Chinese level, China would be happy to participate the next day,” the head of the Chinese foreign ministry’s arms control department said in July, the South China Morning Post reported. “But actually, we know that’s not going to happen.”
The US has several thousand more nuclear warheads than China has in its stockpile. The Federation of American Scientists estimates that the US has a total nuclear weapons inventory of about 5,800, an arsenal only rivaled by Russia.
In addition to its assessments on China’s evolving nuclear force, the Pentagon also reported that “China has already achieved parity with—or even exceeded—the United States in several military modernization areas.”
In particular, China is outpacing the US in shipbuilding, land-based conventional ballistic and cruise missiles, and integrated air-defense systems.
The Department of Defense says that China has “the largest navy in the world” and “is the top ship-producing nation in the world by tonnage and is increasing its shipbuilding capacity and capability for all naval classes,” it has over 1,250 ground-launched ballistic missiles and ground-launched cruise missiles, and it has “one of the largest forces of advanced long-range surface-to-air systems.”
China’s objective as it modernizes its fighting force is to achieve a world-class military by the end of 2049, a goal publicly stated by China’s leadership.
Spider-Man has officially been booted out of the MCU, and the Marvel stars are just as upset as we are. Earlier this week, it was announced that Sony and Disney were unable to reach a new deal on the new films, so Tom Holland’s Spider-Man would no longer be a part of the Marvel Universe. Fans are heartbroken over the news, and it looks like MCU actors Jeremy Renner and Ryan Reynolds are equally torn up.
Jeremy Renner, who plays Hawkeye in the Avengers franchise, called Sony out in an Instagram post last night. “Hey @sonypictures we want Spider-Man back to @therealstanlee and @marvel please, thank you. #congrats #spidermanrocks#? #please,” the actor wrote alongside a photo of himself as Hawkeye.
Even if Disney is technically to blame for the decision (they wanted a 50/50 co-financing agreement), fans were quick to cheer Renner on. “YES!!! Thank you for speaking up Renner!! #savespidermanfromsony” one user commented.
Deadpool star Ryan Reynolds also chimed in to support Spidey after a fan tweeted at him and Tom Holland: “Can we get a Spiderman Deadpool movie now?” Reynolds responded: “You can. But you can only see it in my heart.”
This was clearly too soon for heartbroken fans, as the replies are full of crying gifs and teary emojis. Some fans are even begging Reynolds to somehow step in and reverse the decision. “RYAN U HAVE MORE POWER THAN ANY OF US PLEASE DO SOMETHING” one Twitter user replied.
It’s likely that even Reynolds’ clout won’t change Spidey’s fate at this point, but as Spider-Man taught us: with great power comes great responsibility.
This article originally appeared on Fatherly. Follow @FatherlyHQ on Twitter.
It could be argued that the one persistent challenge faced by the Air Force over its 70-year history is how to best integrate Airmen with cutting-edge technology.
Most pressing, from the earliest days of aviation, was the need to protect the human body from the potentially deadly forces generated by advances in aircraft speed, maneuverability and altitude capabilities.
Even in the pre-Air Force days leading up to WWII, altitudes were being achieved that necessitated aircraft with oxygen systems to keep pilots and crews coherent and alive during missions. This was closely followed by the development of aircraft with a pressurized fuselage, such as the B-29, which allowed crews to fly high-altitude missions without oxygen masks and cumbersome heated flight suits to protect them from sub-zero temperatures.
The advent of the jet age led to ever increasing altitudes and gravitational forces (G-forces) on the pilot, necessitating the development of G-suits to push blood to the pilot’s brain, minimizing blackouts, and ejection seats to allow pilots to safely escape aircraft operating at high speed and altitude.
The testing of these technologies quickly became the public face of the Air Force’s human performance research and human factors engineering.
Baby Boomers routinely saw newsreel films and photos in magazines of researchers testing ways to protect pilots from the effects of high G-forces and altitudes with rocket sleds, centrifuges, atmospheric chambers and even balloons used in Project Excelsior as an Airman, Col. Joseph Kittinger, protected by a pressure suit, made a free-fall jump from 19 miles above the Earth’s surface.
It was physiological research necessary to keep advancing the Air Force’s capabilities in the air, and later, in space. But it also made for good theater for the public.
However, from the very beginnings of the Air Force, there has been concurrent, less theatrical study of another interface between humans and their machines that has been just as ground breaking; that between the machine and the human brain.
It is research that is pivoting from an emphasis on optimizing tools for use by Airmen to creating technologies that will work with Airmen, as a partner.
Cognitive research by the Air Force began with an issue created by the U.S.’s enormous production output during WWII: lack of uniformity between aircraft cockpits and displays.
“There wasn’t such a thing as a standard cockpit configuration and aviators were confusing things like landing gear and putting flaps down,” said Dr. Morley Stone, the Chief Technology Officer for the Air Force Research Laboratory (AFRL) at Wright Patterson Air Force Base in Dayton, Ohio. “Of course, that was leading to a variety of mishaps … Really, that gave birth to the whole field of human factors engineering.”
Lt. Col. Paul Fitts led the research team at Wright Patterson AFB that developed a consistent method for laying out an aircraft cockpit and instruments allowing a pilot to quickly and efficiently comprehend the current state of the aircraft. They also developed methods to manipulate controls more reliably, no matter the airframe.
The autonomous capability that we currently have is fairly nascent. Current algorithms are limited, certainly imperfect. We want to design to remedy that … intelligent assistants that sit on your shoulder that sift through data that look for correlations and relationships and present those in an easily digestible way to our Airmen to consider. ILLUSTRATION // COREY PARRISH
“That key research that occurred here at Wright-Patterson (AFB), as well as elsewhere, enabled the standardization of the key instrumentation needed to fly an aircraft,” said Mark Draper, a principal engineering research psychologist with the 711th Human Performance Wing at the AFRL. “It’s called a T-scan pattern. Pilots quickly learned the T-scan to rapidly ascertain if their aircraft is doing they want it to do. That became the standard for decades.”
However as new weaponry, on-board radars, sensors, communications and command and control technologies were added to airframes, pilots and crews quickly became overwhelmed by too much information for the human brain to process efficiently, a condition that pilots call a “helmet fire.”
“A key milestone, which was really significant, was the introduction of the glass cockpit,” said Draper. “Over several decades of just adding more controls and hardware instruments here and there, the real estate became really limited.”
“If we were able to put in computer monitors, if you will, into the cockpit, we would be enabling the re-using of that real estate. We could tailor the information towards a particular mission or phase of flight. The controls and the displays could be changed. That opened up a wealth of opportunity to not only provide more capability to the pilot, but also to enable the introduction of graphics into cockpits to make the information more easily understood and utilized.”
These concepts advanced by human factors engineering at AFRL has led to further research making the workflow of Airmen in many career fields more efficient and has even crossed over into the public sector.
According to Stone, this type of research led to everything from the development of the mouse, optimizing how a person inputs information into a computer, to eye-tracking studies to analyze how Airmen best recognize and utilize intelligence surveillance and reconnaissance information displayed on a monitor, to wearable devices that can measure a human’s current physical state, heart rate, blood pressure and respiration.
Yet for all of these advances in streamlining interfaces and presenting data in more digestible packets on ergonomic displays, the limits of human cognition still present an ubiquitous obstacle for the future Air Force to efficiently integrate main and machine.
Stone and Draper believe one way to scale this obstacle is to enable Airmen to share some of their workload with a partner – a silicon-based partner. Draper and his team at the Human Autonomy Lab at the AFRL focus on how to better interconnect human intelligence with machine intelligence as we move into the future.
“Seventy years into the future, we’ll still be limited by the fact that we have a very limited short-term memory, we get bored easily, we’re not known to just sit there and stare at one place for a long period of time. That’s why our eyes move a lot,” said Stone. “We’re looking at a whole variety of tools, not just wearable sensors, but other types of non-invasive standoff sensors that look at things like heart rate and respiration and other physical cues … and trying to get that information out in such a way that you can make it readable to that future synthetic teammate.”
These sensors, coupled with ever increasing computing capabilities, could lead to Airmen of 2087 routinely conducting missions with a synthetic partner that will not only shoulder some of the workload, but constantly monitor the carbon-based Airman’s physical, mental and emotional state before recommending mission options.
“Computational power is getting ever more powerful. Also, computational power is becoming more miniaturized, so you can start putting it more places,” said Draper. “At the same time, you’re increasing the reasoning capabilities of the machines to collect domain knowledge, assess the conditions and create courses of action.”
“We have sensors becoming very miniaturized and able to sense the human physiology without even being attached to the human,” Draper added. “In a vision of the future, Artificial Intelligence can serve to continually monitor the human while the human is engaged in various tasks, and then dynamically adapt the interaction with the machinery, the interaction with the environment, and the off-loading of tasks. All with the express purpose of better team performance.”
According to Draper, one of the Air Force’s first forays into the realm of operational autonomous computing was the introduction of flight management systems into cockpits during the 1980s.
“Up until then, you had pre-planning and the pilots did all the navigation with a navigator,” said Draper. “Then they introduced a flight management system, which would automatically generate routes … give you the waypoints all the way from point A to point B. However, the initial design of these systems was less than great and we ran into lots of problems, lots of mishaps. This inspired research in order to better design how humans interact with automation which is critical, especially when we start talking about increasingly intelligent systems that are going to be introduced to future military systems.”
These initial steps were the beginning of a slow gradation from applying of autonomous systems as advisors, to allowing them to shoulder some mission requirements, to a possible future of handling some tasks on their own.
“The Air Force in its history has focused very strongly on the cockpit and crew stations for aircraft. However, where we’re going is expanding well beyond the cockpit,” said Draper.
“The autonomous capability that we currently have is fairly nascent. Current algorithms are limited, certainly imperfect. We want to design to remedy that … intelligent assistants that sit on your shoulder that sift through data that look for correlations and relationships and present those in an easily digestible way to our Airmen to consider … We want to reduce the overall workload associated with the Airmen, but the Airmen still retain key decision making authority.”
The key ingredient in a symbiosis between carbon-based and silicon-based Airmen is the development of trust.
Consider the amount of trust you have that your consumer grade GPS or cellular navigation system will correctly plot the best route to your destination and give you timely cues to execute that route. This is the bridge that must be designed and optimized between Airmen and their synthetic counterparts.
“As autonomy becomes more trusted, as it becomes more capable, then the Airmen can start off-loading more decision-making capability on the autonomy, and autonomy can exercise increasingly important levels of decision making,” said Draper. “That’s a migration you slowly incorporate as you unleash autonomy, as its capability dictates, and then you reel it back in when you need to, when your trust in it drops and you know that you need to become more engaged, you tighten the leash. The Airman and machine will share decision making, and at times one or the other takes the lead depending on the particular context.”
Draper said this trust will be achieved by a paradigm designed with a series of checks and balances, where Airmen can override an autonomous decision and Artificial Intelligence can sense an Airman’s fatigue, stress or miscalculation and suggest an alternative course of action.
“Humans make errors too, right? We all know this,” said Draper. “We should have an almost equivalent Artificial Intelligence looking at overall system performance, telling the aiman, ‘Hey, human! What you’re doing here potentially can really disrupt some complex things. Do you really want to do that?'”
Draper believes autonomous systems will never be given the keys to the kingdom and turned loose to execute missions completely on their own without human management and authorization. There will always be an Airman in the loop working with technology, to do the right thing. The nature and level of Airman engagement will change with new technology, but the critical role of the Airman, as supervisor, teammate, overseer, will persist.
“Imagine a perfect assistant with you while you work on a car. You’re struggling and you’re switching between many different tasks. All the while, you have this intelligent assistant that is constantly supporting you; reaching and moving tools out of your way and bringing in new tools when you need it, or showing you pictures and giving you computer readouts of the engine at exactly the right time. That sort of symbiotic tight-synced relationship between humans and autonomy is what I envision 70 years from now. True teammates,” said Draper.
Today, we want to talk about that time he took approximately 42 German soldiers captive in World War II.
Churchill leads a simulated assault during training for the D-Day assaults.
(Imperial War Museum)
The insane capture took place in 1943 during the invasion of Italy. Churchill, then the commanding officer of Britain’s No. 2 Commando, had taken part in the capture of Sicily and then landed at Salerno with other British troops. He and his men fought for five straight days, grinding through mostly German defenders. They were even lauded for defending a rail and road hub from a determined counterattack at Vietri, Italy, until U.S. armored vehicles arrived to relieve them.
The commandos were granted a short rest and the time for showers and bathing, though they had to avoid enemy mortar fire while enjoying it. Even that rest was short-lived, though. They were serving in reserve for the U.S. 46th Infantry Division, and German forces managed to grab three hills overlooking the division area, imperiling the American forces.
So the British soldiers of No. 41 Commando and No. 2 Commando were sent in to secure two of the three hills in two attacks. Churchill, as the commander of No. 2, was in charge of that second attack.
Col. John “Mad Jack” Churchill after World War II.
(Cassowary Colorizations, CC BY 2.0)
The logistics of the assault were daunting. The men would have to attack uphill across terraces covered in vines and rocky terrain at night while trying to flush out and engage the enemy. Typically, commando attacks at night like this are conducted as silent, stealthy raids. But Churchill decided to bring nearly all of his men, broken into six columns so each column could support those to either side of it.
Churchill himself marched just ahead, spaced evenly between the third and fourth column. To ensure the columns didn’t drift apart or accidentally maneuver against one another in the darkness, he ordered them to yell “Commando!” every five minutes.
For the German defenders in the darkness, this created a sort of stunning nightmare. First, they heard No. 41 Commando take the nearby hill under heavy artillery bombardment as night was falling. Then, as pure dark set in, an unknown number of assailants began churning their way through the vines and across the terraces below, yelling to each other every few minutes. Whenever the Brits found Germans, they’d open up with Tommy guns, rifle fire, and grenades.
Churchill examines a captured 75mm gun during World War II.
(Imperial War Museum)
It caused confusion in the German ranks, and the columns were able to take dozens of prisoners. Churchill, meanwhile, grabbed one of his corporals and went to hunt out those Germans still attempting to organize their defenses.
First, he and the corporal found an 81mm mortar crew and took them prisoner. Churchill led this attack with his trademark sword, a Scottish claybeg. Then, Churchill and the corporal began moving from position to position, grabbing all the German soldiers they could find. By the time the two men made it back to the rest of the commandos, they had taken over 40 Germans prisoner (Reports vary between 41 and 43, but the more authoritative books on the Salerno invasion typically agree on 42, so that’s the number we’re using.)
The rest of the commandos had grabbed plenty of prisoners, and the total for the night between No. 41 and No. 2 Commando was 135, more than the 46th had taken in the five previous days of fighting.
This was a big coup for the intelligence folks who suddenly had access to all these prisoners. More importantly, two of the hills over the 46th were now clear of potential attackers just hours after German forces had staged there to attack.
On April 30, Riley Howell was killed while resisting an active shooter where he attended school at the University of North Carolina Charlotte.
Chief Kerr Putney of the Charlotte-Mecklenberg Police Department credited Howell’s efforts in disarming the gunman. “Unfortunately, he gave his life in the process. But his sacrifice saved lives.” Howell was among six victims in the attack.
On Sunday, May 5, Riley Howell was buried with full military honors.
Throughout our military careers, we had the distinct privilege of shopping at the base exchanges and would receive discounts on many items. After being discharged, most of us lost those benefits — until now.
Mark Wahlberg and Marcus Luttrell are here to officially announce that those discount advantages are coming back starting Nov. 11, 2017, for veterans who qualify.
“All honorably discharged veterans are encouraged to visit VetVerify.org to confirm eligibility for their lifetime exchange online benefit today,” Luttrell states in the informational video. “Thank you for your service and welcome home, guys.”
This process is extremely simple; just go to www.vetverify.org and register your information to see if you’re eligible. Once completed, you’ll receive an email confirming your newly earned lifelong online benefits. Many veterans are even being pre-selected to test the benefits immediately, instead of waiting until November.
The duo first teamed up in 2013’s epic true story “Lone Survivor,” directed by Peter Berg. Wahlberg played Luttrell in the film, exemplifying the SEAL’s heroic journey.
Watches can be incredibly personal—after all, they’re worn every day throughout many of life’s ups and downs. Why shouldn’t you have one that serves as a reminder of all the hard work you’ve done and the things you’ve accomplished? For veterans and first responders, NFW watch company allows them to do just that.
NFW was started by George Fox, who left a 10-year career at Timex to focus on making watches in his vision, without compromising quality or price point. He accomplishes this goal by spending money on what really matters — the watches — instead of high-priced marketing. For 13 years, his company has been growing steadily with a supportive fan base, especially among the military. He also believed that he could do good with his craft, which has been realized through NFW’s partnerships with charities that support veterans and first responders.
The first partnership started in 2011, when George was approached by a Special Forces Unit to create a special watch for them, with their insignia engraved on the face. He met with unit representatives in Fort Bragg, N.C., and broached the idea of allowing the public to buy the watches as a way to show support and raise funds for the Special Forces Association. This idea was enthusiastically received and the watch was a success.
This first collaboration between military and small business was the start of a series of charity watches that celebrate Operation Enduring Warrior, the Chris Kyle Frog Foundation, Honor Flight, and first responders. Fifty dollars from each sale goes to the charities and nonprofits that support veterans. These watches do more than just advertise the organization. They also serve as a constant reminder to the wearer of the qualities that are endemic to the men and women who served and continue to serve under that symbol. Taya Kyle, Chris Kyle’s widow, said, “It’s great that the watches raise money for CKFF. But the best thing these watches do is every time someone wears one, sees one, or comments on one, it helps keep Chris’ spirit alive.”
To showcase these watches, NFW relies on the men and women who served in the honored units and wear their timepieces with pride. By not using the traditional watch marketing techniques, such as hiring celebrity endorsers, they are able to keep the watch costs down, allowing more people to wear this reminder of their service every day.
Recently, NFW was chosen to make watches for Medal of Honor recipients, further cementing the company’s relationship with our service men and women, and exemplifying the integrity that George Fox based his company on. He believes that his work with veterans had been more than repaid tenfold, as he has learned from their grit, ingenuity, and spirit. He also feels that it has helped him become a stronger father to his children, allowing him to model strength and integrity. In his spare time, George volunteers with the organizations, such as helping World War II veterans on Honor Flights and running with Operation Enduring Warrior in Spartan Races.
The aircraft carrier USS Theodore Roosevelt (CVN 71) pulls alongside the fleet replenishment oiler USNS Pecos (T-AO 197) during a replenishment-at-sea in June. Following an extended visit to Guam in the midst of the COVID-19 global pandemic, Theodore Roosevelt is underway conducting carrier qualifications during a deployment to the Indo-Pacific. Photo by Mass Communication Specialist Seaman Kaylianna Genier. PHILIPPINE SEA (June 1, 2020) The aircraft carrier USS Theodore Roosevelt (CVN 71) pulls alongside the fleet replenishment oiler USNS Pecos (T-AO 197) during a replenishment-at-sea June 1, 2020. Following an extended visit to Guam in the midst of the COVID-19 global pandemic, Theodore Roosevelt is underway conducting carrier qualifications during a deployment to the Indo-Pacific. (U.S. Navy photo by Mass Communication Specialist Seaman Kaylianna Genier)
When the USS Theodore Roosevelt (CVN-71) returned to sea in late-May following a two-month long battle against the novel coronavirus, the aircraft carrier was ground zero for a new normal for Navy ships at sea.
In the early months of the global pandemic, the Roosevelt had become itself a COVID-19 “hotspot.” The virus ultimately cost one Roosevelt crewmember his life and infected 1,150 sailors. As the ship resumed its mission with a scaled-back crew, facemasks, frequent handwashing, enhanced cleaning measures, reduced mess deck seating, one-way corridors and other protocols to mitigate COVID-19 had become the norm within the fleet.
“We can protect our force, we can deploy our Navy, and we will do both,” Vice Adm. Phillip Sawyer, Deputy Chief of Naval Operations for Operations, Plans and Strategy, told reporters on an April 15 call. “Face-coverings, hand-washing, ship-disinfecting are now part of our daily routine throughout the Navy.”
Michael Rubin, resident scholar at the American Enterprise Institute, argues the pandemic has served as a wake-up call for the Navy.
“The Navy trains for all sorts of contingencies but if operating during a global pandemic was one, it was so far down the list as to be irrelevant,” Rubin said. “Politicians thought we were past this age and flag officers and civilian planners were no different.”
Navy Seaman Kyle Pavek stands lookout watch aboard the aircraft carrier USS Theodore Roosevelt (CVN 71) during a replenishment-at-sea with the fleet replenishment oiler USNS Pecos (T-AO 197). Photo by Mass Communication Specialist 3rd Class Julian Davis.
Less than a month after the first sailor aboard the Roosevelt tested positive for the coronavirus, the Navy issued updated guidance aimed at maintaining ongoing fleet operations and defeating “this unseen enemy.” The Navy’s “Pre-Deployment Guidance” and a “COVID-19 Recovery Framework” outline shipboard changes that will be experienced by sailors:
Mandatory medical screenings for existing medical conditions that place personnel at higher risk for COVID-19 complications.
Daily personal screening questionnaires and temperature checks.
Testing and isolation of anyone with flu-like symptoms.
14-to-21-day restriction of movement (ROM) period for potentially asymptomatic people to present symptoms.
14-day ROM period before external crew, ship riders (contractors, technical representatives) and direct support personnel can embark during an underway.
Enforcement of personal hygiene practices and, whenever possible, physical distancing.
Ongoing screening for potential COVID-19 symptoms.
Maximum personal protective equipment (PPE) use.
Separate and segregate cleaning teams from critical watchstanders.
Minimize contact with delivery personnel.
Additional guidance outlines specific steps to be taken to clean a ship or facility following a COVID-19 outbreak, using three categories of requirements depending on the degree to which the space is operationally significant and the level of access required.
“These measures allow fleet leadership the ability to monitor the health of the force in a controlled and secure environment so they are ready to accomplish assigned missions and support to the goal of preventing the spread of the COVID virus to U.S. forces, allies, partners and the community. These frameworks cover testing for personnel as well,” Cmdr. Patrick L. Evans, Public Affairs Officer for Naval Surface Force, U.S. Pacific Fleet, said in an email response. He noted commanders have the authority to issue more specific guidance to units within their areas of responsibility.
“In addition, our ships are enforcing social distancing, minimizing group gatherings, wearing PPE and cleaning extensively,” he added. “Quarterdeck watchstanders are screening anyone who walks on board and referring sailors with symptoms to medical evaluation.”
Navy Quartermaster 3rd Class Patrick Souvannaleut, left, and Quartermaster 3rd Class Elizabeth Weil, right, stand spotter lookout during a replenishment-at-sea as the aircraft carrier USS Theodore Roosevelt approaches the fleet replenishment oiler USNS Pecos (T-AO 197). Photo by Mass Communication Specialist 3rd Class Zachary Wheeler.
Navy officials have acknowledged “day-to-day actions must assume COVID is present” because asymptomatic personnel are likely to be aboard all ships. That point was driven home in mid-May when 14 Roosevelt sailors who previously contracted the virus tested positive a second time after returning to the ship following a mandatory quarantine period and two negative COVID-19 tests.
Retired Navy Capt. Albert Shimkus, a registered nurse and certified nurse anesthetist who previously commanded the hospital ship USNS Comfort, maintains sailors must take individual responsibility for following COVID-19 prevention protocols and “recognizing you could potentially be a carrier that could affect and infect your shipmates.”
As the Navy adjusts to the operational realities the pandemic presents, Shimkus, whose views are his own and do not represent the U.S. Naval War College, U.S. Navy or Department of Defense, stresses the Navy’s core values must ring true.
“Given the nature of what this crisis is ‘Honor, Courage and Commitment’ speak volumes about how we will treat ourselves and each other and about doing the ethically and morally correct thing,” said Shimkus, Associate Professor, National Security Affairs, Naval War College. “That’s all related to a command environment that is healthy and a command environment that is willing to do what’s right for the members of their command.”
Shimkus is confident Navy leaders at sea and ashore will rise to the challenge.
“Good leadership in the context of this crisis is being transparent to their crew and members of their organizations,” he explained. “Telling the truth and being able to be understood by your crew, opening up questions and answering them to the best of your ability is part of good leadership and commitment to doing the right thing.”
All sailors, from the “old salts” to the newly initiated are familiar with the following terms:
Chit: A chit in the Navy refers to any piece of paper from a form to a pass and even currency. According to the Navy history museum, the word chit was carried over from the days of Hindu traders when they used slips of paper called “citthi” for money.
Scuttlebutt: The Navy term for water fountain. The Navy History Museum describes the term as a combination of “scuttle,” to make a hole in the ship’s side causing her to sink, and “butt,” a cask or hogshead used in the days of wooden ships to hold drinking water; thus the term scuttlebutt means a cask with a hole in it.
Crank: The term used to describe a mess deck worker, typically a new transferee assigned to the mess decks while qualifying for regular watch.
Cadillac: This is the term used to describe a mop bucket with wheels and a ringer. When sailors are assigned to cleaning duties, they prefer the luxurious Cadillac over the bucket.
Knee-knockers: A knee-knocker refers to the bottom portion of a watertight door’s frame. They are notorious for causing shin injuries and drunken sailors hate them.
Comshaw: The term used when obtaining something outside of official channels or payment, usually by trading or bartering. For example, sailors on a deployed ship got pizza in exchange for doing the laundry of the C-2 Greyhound crew that flew it in.
*Younger sailors may use the term “drug deal” instead of comshaw.
Gear adrift: The term used to describe items that are not properly stowed away. The shoes in this picture would be considered gear adrift. Also sometimes phrased as “gear adrift is a gift.”
Geedunk: The term sailors use for vending machine and junk food.
Snipe: The term used to describe sailors that work below decks, usually those that are assigned to engineering rates, such as Machinists Mates, Boilermen, Enginemen, Hull Technicians, and more.
Airdale: These are sailors assigned to the air wing — everyone from pilots down to the airplane maintenance crew.
Bubble head: The term sailors use to describe submariners.
Gun decking: Filling out a log or form with imaginary data, usually done out of laziness or to satisfy an inspection.
Muster: The term sailors use interchangeably for meeting and roll call.
Turco: The chemical used for washing airplanes.
Pad eye: These are the hook points on a ship’s surface used to tie down airplanes with chains.
Mid-rats: Short for mid rations. The food line open from midnight to 6:00 a.m. that usually consists of leftovers and easy-to-make food like hamburgers, sandwich fixings, and weenies.
Roach coach: The snack or lunch truck that stops by the pier.
Bomb farm: Areas on the ship where aviation ordnancemen men store their bombs.
Nuke it: The term used when a sailor is overthinking a simple task. Here’s how the Navy publication, All Hands describes the term:
“The phrase is often used by sailors as a way to say stop over thinking things in the way a nuclear officer might. Don’t dissect everything down to its nuts and bolts. Just stop thinking. But that’s the thing; sailors who are part of the nuclear Navy can’t stop. They have no choice but to nuke it.”