The Pentagon has approved the use of six military installations, the most recent being a National Guard base in Nebraska, for the quarantine of evacuees returning to the US from Wuhan, China, the epicenter of a novel coronavirus outbreak.
The Department of Defense approved a request from the Department of Health and Human Services to quarantine up to 75 people for a period of 14 days upon their return from overseas at Camp Ashland, a Pentagon spokesman said in an emailed statement Wednesday.
Prior to that announcement, the Department of Defense approved the use of March Air Reserve Base in California for the quarantine of 195 passengers who arrived back in the US last week.
“This week,” the Centers for Disease Control and Prevention said in a statement Wednesday, “several planes carrying passengers from Wuhan China will arrive in three states. These locations are Travis Air Force Base in Sacramento, CA, Marine Corps Air Station Miramar in San Diego, CA, Lackland Air Force Base in San Antonio, TX, and Eppley Airfield in Omaha, NE.”
Two aircraft arrived at Travis Air Force Base and Marine Corps Air Station Miramar carrying 350 passengers Wednesday morning, the Pentagon said in a statement.
The CDC said that the planes will be met by CDC teams upon their arrival. While the health statuses of the passengers were assessed before takeoff and during the flight, each passenger will undergo additional screening once they arrive in the US.
The passengers will then be quarantined for 14 days. The CDC explained that this is “intended to protect the travelers, their families, and the community.”
The Sasebo-based amphibious dock landing ship USS Ashland (LSD 48) rendered assistance to two distressed mariners, Oct. 25, whose sailboat had strayed well off its original course.
The mariners, Jennifer Appel and Tasha Fuiava, both from Honolulu, and their two dogs had set sail from Hawaii to Tahiti this spring. They had an engine casualty May 30 during bad weather but continued on, believing they could make it to land by sail.
Two months into their journey and long past when they originally estimated they would reach Tahiti, they began to issue distress calls. The two continued the calls daily, but they were not close enough to other vessels or shore stations to receive them.
On Oct. 24, they were discovered 900 miles southeast of Japan by a Taiwanese fishing vessel. The fishing vessel contacted Coast Guard Sector Guam who then coordinated with Taipei Rescue Coordination Center, the Japan Coordination Center, and the Joint Coordination Center in Honolulu to render assistance.
Operating near the area on a routine deployment, Ashland made best speed to the location of the vessel in the early morning on Oct. 25 and arrived on scene at 10:30 a.m that morning. After assessing the sailboat unseaworthy, Ashland crew members brought the distressed mariners and their two dogs aboard the ship at 1:18 p.m.
“I’m grateful for their service to our country. They saved our lives. The pride and smiles we had when we saw [U.S. Navy] on the horizon was pure relief,” said Appel.
Appel said they survived the situation by bringing water purifiers and over a year’s worth of food on board, primarily in the form of dry goods such as oatmeal, pasta and rice.
Once on Ashland, the mariners were provided with medical assessments, food and berthing arrangements. The mariners will remain on board until Ashland’s next port of call.
“The U.S. Navy is postured to assist any distressed mariner of any nationality during any type of situation,” said Cmdr. Steven Wasson, Ashland commanding officer.
Part of U.S. 7th Fleet’s forward deployed naval forces out of Sasebo, Japan, Ashland has been on a routine deployment for the past five months as a ready-response asset for any of contingency.
“Hobbs & Shaw,” the Fast & Furious spin-off film starring Dwayne “The Rock” Johnson and Jason Statham, came strong out of the gate Aug. 2, 2019, earning $60 million at the box office. The movie was filled with quippy dialogue, badass action, and a few surprise cameos, including Ryan Reynolds playing Locke, a CIA agent who recruits Hobbs (Johnson) to help takedown the semi-superpowered Brixton (Idris Elba). Reynolds’ performance has been met with praise (and a few fan theories), however, a few fans are upset that his character gave a major “Game of Thrones” spoiler at the end of the movie.
Warning: This post obviously features spoilers about “Game of Thrones.”
Throughout the movie, Hobbs is shown discussing “Game of Thrones” with his daughter, including making a reference to the show’s most iconic catchphrase (you know nothing, Jon Snow). Later, in the post-credits scene, Hobbs receives a call from Locke, who ends up spoiling the ending of the show in a very Reynolds-esque way.
Hobbs & Shaw Final Trailer (2019) | Movieclips Trailers
“Jon Snow had sex with his aunt and then he killed her!” Locke says.
It’s a throwaway joke but it’s also accurate, as Snow does end up killing Daenarys in the series finale after she unleashes her dragon on civilians. Of course, we live in the age of post-spoilers, so it’s hard to imagine anyone getting too worked up about the show’s ending getting spoiled months after the series finale aired.
Still, if you know someone who has been holding off watching the divisive finale, you may want to give them a heads up before they watch “Hobbs Shaw.” Otherwise, they may end up holding a life-long grudge against Reynolds.
This article originally appeared on Fatherly. Follow @FatherlyHQ on Twitter.
Navy veteran and creative writing gold medalist Patrick Ward is excited to share his work at this year’s Vet Gala at the National Veterans Creative Arts Festival (NVCAF). His featured story can be found among the 15 short stories and poems displayed in Writers’ Row at the festival’s Artist and Writer Exhibition.
“Writing has helped bring me back to the person that I want to be,” Ward said. “I’m truly grateful for the opportunity to be here and to share my story with others. We all have stories to tell. My hope in telling mine is that it inspires someone while I’m here.”
Inspiration and healing
Gary Beckwith, creator of the annual Veterans Literacy Jam at Battle Creek VA Medical Center and one of this year’s NVCAF writing event organizers, says he hopes veterans realize their potential and leave feeling healed.
Navy Veteran and creative writer, Patrick Ward (right), listens during a discussion at the writing workshop at the National Veterans Creative Arts Festival. Ward’s story is among the 15 short stories and poems displayed in Writers’ Row at the festival’s Artist and Writer Exhibition.
“I believe that writing can be a cathartic experience,” said Beckwith. “The writing workshops and Vet Gala were designed to, not only highlight the talents of our writers, but were organized with the hopes that veterans leave here feeling inspired.”
During the festival, writers take the opportunity to speak about their writing and how it has affected their health, emotional well-being and recovery.
Army veteran Otto Espenschied has used writing to help him overcome Post Traumatic Stress Disorder (PTSD) and cope during a nine-year battle with non-Hodgkin lymphoma. Recently receiving a gold medal for his short story titled, “I Don’t Have PTSD,” he explains that writing and participating in this year’s festival has helped him understand that he is stronger than he ever knew.
“It’s hard to dream when you’re barely holding on,” he said. “Writing has helped get me through some tough times, but I’m alive. I can hug my daughters and my wife each day. What more can I ask for?”
This article originally appeared on VAntage Point. Follow @DeptVetAffairs on Twitter.
In the Navy, there are many different ways to reward a sailor for their excellent work performance, like a promotion in rank or special liberty (time off). On the contrary, there are also several ways to discipline a sailor, for instance using non-judicial punished or Captain’s Mast.
A service member falling asleep on watch, destruction of government property or theft are just some the reasons why a sailor would get sent to stand in front of their commanding officer for disciplinary action.
If a sailor is found guilty of a violation, the 12-years of good service starts over. Punishments for violations can range from restriction to discharge, depending on the severity of the offense.
It’s raining on a Tuesday morning — pretty standard for a Marine physical fitness test — and I know that rain or shine; pull-ups, sit-ups, and a three-mile run are going to happen. I stand, shivering in the pre-dawn drizzle, listening for the sergeant to call me forward. I’m at an about face waiting for my buddy to finish his set of pull-ups. 21… 22… 23… he just hit a perfect score. It’s my turn now. I stretch my arms and take a deep breath.
“Next,” the sergeant calls.
I mount the bar and wait for the signal to start. This isn’t my first PT test, which is a blessing and a curse. I know exactly the number of pull-ups that I need to crank out, but after three deployments, I have no idea how my body is going to respond. I prepare myself for a battle. I start to pull and pull harder. I breathe slow and deep, but then my shoulder pops, an injury left over from my years as a high school pitcher. I gut through the pain to the end. 21… 22… 23… I finish the test with a perfect score, but the pain in my arm will take weeks to heal. I’m qualified by Marines standards but my injury makes me feel anything but ready for war.
Army Major General (Ret.) “Spider” Marks, Board of Advisors for Sparta Science
Just like the legendary King Leonidas and his 300, today’s warriors require strict physical training and discipline to make sure they are ready for any battle. Readiness is exactly the problem that Army Major General (Ret.) “Spider” Marks and his team at Sparta Science are trying to fix. In fact, my PFT injury is much more common than I thought. The Marine Corps estimates that musculoskeletal injuries cost 365,000 lost duty days and 1 million annually.
To help Marines increase their readiness for war, the Marine Corps is turning to some 21st century technology. General Marks is no stranger to hard problems and out-of-the-box thinking. He cut his teeth as an Airborne Ranger and the senior intelligence officer in Iraq. General Marks told We Are The Mighty,
“Every Marine has his or her strengths and weaknesses but we all have to complete the mission. Sparta Science helps to identify those individual weaknesses and provide a training program to make sure you are ready to fight on any mission.”
Dr. Phil Wagner uses the Sparta System.
Sparta Science is the brainchild of Dr. Phil Wagner, a strength coach and former Rugby player who asked himself a simple question, “Can we use technology to increase performance and prevent injuries before they happen?” Dr. Wagner believed the answer not only to be a resounding “yes” but he believed he could also identify potential injuries in a matter of seconds. He’s developed the Sparta System, which first uses a movement assessment (Balance, Plank, Jump) to capture a personalized body scan. The scan is then compared against over a million other assessments and with AI technology, the system can identify areas prone to injury and prescribe personalized training programs to correct weaknesses.
Sparta System dashboard.
The Sparta System is already being deployed among college athletes and even professionals in the NFL, MLB, NHL, and NBA to outstanding results. Not only is the system helping athletes achieve their peak physical performance but it’s also helping prevent injuries that can cost players/teams millions of dollars in medical expenses. General Marks and the Sparta team believe their system can also help military leaders all the way from the top brass to the NCOs on the ground to better leader and prepare their troops for war.
Athletes undergo assessment through the Sparta System.
Imagine that within minutes of completing a Sparta Assessment, your NCO or Platoon leader could have a chart showing your overall readiness score — and any injury risks to your feet, knees, or back. It’s this level of detail that General Marks expects will change the game in military readiness,
“By having access to this kind of information, military leaders can make smarter choices about how to train for war and employ those soldiers once they get there. The Sparta System makes us fight better.”
As this new system continues to be used among various military units, we should expect the ancient Spartan ethos of “the more you train in peace the less you bleed in war” to still apply. However, we can also avoid some preventable risks, like popping shoulders during a PFT.
2. “If you want to change the world, start off by making your bed.”
In the now famous speech that has been viewed over 4 million times on YouTube, McRaven gave University of Texas’ graduating class advice on how to change the world.
His first tip: Make your bed.
McRaven explains the mantra, which later became the title of a #1 New York Times bestselling book, will help people start each day by accomplishing a task — then one more, and another. It also helps emphasize the importance of the “little things.”
“And if by chance you have a miserable day, you will come home to a bed that is made — that you made,” he said. “And a made bed gives you encouragement that tomorrow will be better.”
4. “Sometimes no matter how well you prepare or how well you perform, you still end up a ‘sugar cookie.'”
In Navy SEAL training, sailors who failed at basic tasks had to perform extra training at the end of each day. These SEAL hopefuls had to jump into the surf then roll around until completely covered with sand — earning the nickname ‘sugar cookie.’
During his UT commencement speech in 2014, McRaven said that many who became frustrated that their hard work didn’t pay off often quit. The lesson, he said, was that the true test is how one recovers from failure.
McRaven, then head of US Special Operations Command, in Afghanistan in 2013.
(U.S. Army photo by Sgt. Jared Gehmann)
6. “The great [leaders] know how to fail.”
McRaven addressed cadets at the United States Military Academy at West Point during a ceremony for its seniors who had 500 days left until graduation. His speech, called “A Sailor’s Perspective on the Army,” detailed leadership lessons he learned from Army officers during his 37 years in service.
McRaven reenlists a Navy SEAL in November 2013 at Camp McCloskey in Afghanistan during a Thanksgiving visit.
(U.S. Army photo by Sgt. Jared Gehmann)
7. “If you want to be a SEAL, you must do two things: Listen to your parents and be nice to the other kids.”
McRaven gave this piece of advice to a young boy who wrote the SEAL asking if the Navy’s most elite commandos were quieter than ninjas.
8. “It’s not just about holding people accountable, it’s making sure the people around you understand that their effort is worthwhile.”
During a speech at UT’s Moody College of Communications in February 2017, McRaven talked about the connection between leadership and communication.
McRaven presents a flag to a family member of a deceased US Navy SEAL during a ceremony in Ft. Pierce, Florida in 2012.
(U.S. Navy photo by Petty Officer 3rd Class James Ginther)
9. “You may be in charge, but it’s never about you and you can’t forget that.”
During his speech at Moody College, McRaven said leaders always need to be aware of the impacts their decisions make on their subordinates.
McRaven speaks to service members at Joint Base San Antonio in Lackland, Texas in January 2018.
(U.S. Air Force photo by Tech. Sgt. Ave Young)
10. “There is nothing more important to a democracy than an active and engaged press.”
After his speech at Moody College, McRaven published his thoughts about the American press and President Donald Trump’s repeated attacks against the institution.
McRaven salutes at his 2014 retirement ceremony.
(Photo by Staff Sgt. Sean Harp)
11. “I would consider it an honor if you would revoke my security clearance as well.”
McRaven authored a blistering rebuke of President Trump’s move to revoke the security clearnace of John Brennan, Obama’s CIA director who has been a harsh critic of Trump.
In the Washington Post op-ed, McRaven defended Brennan as a “man of unparalleled integrity” and said it would be “an honor” to have his own security clearance revoked along with Brennan’s.
Trump responded by calling McRaven a “Hillary Clinton fan.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The data-crunching personal finance site took data points from all 50 states, using what it calls “13 key indicators of patriotism.” The indicators include military-related markers, like average number of enlistees, veteran population, active-duty population and reservists. Those make up the “military engagement” part of the calculation
The site also included other forms of patriotism, like voting, volunteering, civic participation and the emphasis schools put on civic education. These factors (and others) make up the “civic engagement” part of WalletHub’s calculation.
Without further ado, here are America’s most and least patriotic states.
The Most Patriotic
1. New Hampshire
We talked about this. The granite state is as hard-core patriotic as they come. True to the foundations of the United States, New Hampshire once threatened to secede from the Union in protest of what it saw as the federal government’s overreach in taxation and personal freedoms. In 2016.
U.S. Army artillerymen conduct a sling-load operation during Operation Granite Viper at the Udairi Range Complex in Kuwait, Sept. 9, 2015. The artillerymen are assigned to the New Hampshire National Guard. (U.S. Army/1st Lt. Benjamin Moreau)
If it seems like the least populous states tend to be at the top of the “most patriotic” list, you aren’t wrong. As of January 2020, Wyoming was No. 50 in terms of population in America, but still produced the ninth most troops as a percentage of population — and the fifth most veterans.
The 39th most populous state is the third most patriotic, according to WalletHub. No small potatoes.
The home of Joint Base Elmendorf-Richardson, along with dozens of separate units from the Army, Air Force and Coast Guard, Alaska boasts thousands of military personnel. It also boasts the most military veterans per capita and the second most number of military enlistees. The Great North also invites veterans to come get a share of oil profits.
Maryland, home of the U.S. Naval Academy at Annapolis, is the fifth most patriotic state on the list. Unlike some of the other states at the top of the list, Maryland is full of people, the 19th most populous state in the Union. It also produces the fifth most Peace Corps volunteers.
The Least Patriotic
To name the states that are “least patriotic” isn’t to say that they aren’t patriotic at all or that the people who live there don’t love their country. It simply means that they aren’t as active in the 13 areas WalletHub measured as a barometer of patriotism.
46. West Virginia
West Virginia sits atop the bell curve when it comes to military engagement but is close to the very bottom when it comes to voting in presidential elections. Maybe the mountains have something to do with it!
Don’t @ me, Texas. I didn’t come up with this study or its metrics. But while Texas sits at No. 11 for its military engagement (because of course it does, it’s Texas), its weighted civic engagement rating is all the way down at No. 49. If Troy Aikman told you to go vote, would you do it?
Despite being home to the U.S. Navy’s base in San Diego, the Marine Corps‘ base at Camp Pendleton, and a slew of other military bases, the sheer number of people in California makes it difficult for the state to rise to the top of the list of veterans per capita. The Golden State also has one of lowest numbers of volunteers per capita.
Maybe if we put a drug legalization referendum on the ballot, California’s voter participation will skyrocket.
49. New York
The Empire State has the fewest veterans per capita, which is hardly surprising, given how many people are in New York — and New York City, especially. The state also ranks below California on the volunteerism spectrum. It seems unfair to the rest of New York State, to be weighed down by the City, but the home of the 10th Mountain Division sits solidly at No. 49.
Statues aren’t part of the ranking. (The White House)
50. New Jersey
The state that saw George Washington cross the Delaware to MDK German mercenaries in their sleep on Christmas is now one of the states with the fewest veterans per capita, as the 11th most populous state. It’s also sitting at the bottom of the “military engagement” spectrum and somewhere near the bottom of the “civic engagement” spectrum.
Find out where your home state sits on the list of most patriotic states by visiting WalletHub and learning how it came up with the rankings. Once more, before I hand out my email address and Twitter handle, I’m not calling your home state “unpatriotic.” I’m just the messenger, reminding you to go vote.
During his 20 years as a SEAL, Willink writes that he realized that, “Just as discipline and freedom are opposing forces that must be balanced, leadership requires finding the equilibrium in the dichotomy of many seemingly contradictory qualities between one extreme and another.” By being aware of these seeming contradictions, a leader can “more easily balance the opposing forces and lead with maximum effectiveness.”
Here are the 12 main dichotomies of leadership Willink identifies as traits every effective leader should have.
‘A leader must lead but also be ready to follow.’
Willink says a common misconception the public has about the military is that subordinates mindlessly follow every order they’re given. In certain situations, subordinates may have access to information their superiors don’t, or have an insight that would result in a more effective plan than the one their boss proposed.
“Good leaders must welcome this, putting aside ego and personal agendas to ensure that the team has the greatest chance of accomplishing its strategic goals,” Willink writes.
‘A leader must be aggressive but not overbearing.’
As a SEAL officer, Willink needed to be aggressive (“Some may even accuse me of hyperagression,” he says) but he differentiated being a powerful presence to his SEAL team from being an intimidating figure.
He writes that, “I did my utmost to ensure that everyone below me in the chain of command felt comfortable approaching me with concerns, ideas, thoughts, and even disagreements.”
“That being said,” he adds, “my subordinates also knew that if they wanted to complain about the hard work and relentless push to accomplish the mission I expected of them, they best take those thoughts elsewhere.”
‘A leader must be calm but not robotic.’
Willink says that while leaders who lose their tempers lose respect, they also can’t establish a relationship with their team if they never expression anger, sadness, or frustration.
“People do not follow robots,” he writes.
‘A leader must be confident but never cocky.’
Leaders should behave with confidence and instill it in their team members.
“But when it goes too far, overconfidence causes complacency and arrogance, which ultimately set the team up for failure,” Willink writes.
‘A leader must be brave but not foolhardy.’
Whoever’s in charge can’t waste time excessively contemplating a scenario without making a decision. But when it’s time to make that decision, all risk must be as mitigated as possible.
Willink and Babin both write about situations in Ramadi in which delaying an attack until every detail about a target was clarified, even when it frustrated other units they were working with, resulted in avoiding tragic friendly fire.
‘A leader must have a competitive spirit but also be a gracious loser.’
“They must drive competition and push themselves and their teams to perform at the highest level,” Willink writes. “But they must never put their own drive for personal success ahead of overall mission success for the greater team.”
This means that when something does not go according to plan, leaders must set aside their egos and take ownership of the failure before moving forward.
‘A leader must be attentive to details but not obsessed with them.’
The most effective leaders learn how to quickly determine which of their team’s tasks need to be monitored in order for them to progress smoothly, “but cannot get sucked into the details and lose track of the bigger picture,” Willink writes.
‘A leader must be strong but likewise have endurance, not only physically but mentally.’
Leaders need to push themselves and their teams while also recognizing their limits, in order to achieve a suitable pace and avoid burnout.
‘A leader must be humble but not passive; quiet but not silent.’
The best leaders keep their egos in check and their minds open to others, and admit when they’re wrong.
“But a leader must be able to speak up when it matters,” Willink writes. “They must be able to stand up for the team and respectfully push back against a decision, order, or direction that could negatively impact overall mission success.”
‘A leader must be close with subordinates but not too close.’
“The best leaders understand the motivations of their team members and know their people — their lives and their families,” Willink writes. “But a leader must never grow so close to subordinates that one member of the team becomes more important than another, or more important than the mission itself.”
“Leaders must never get so close that the team forgets who is in charge.”
‘A leader must exercise Extreme Ownership. Simultaneously, that leader must employ Decentralized Command.’
“Extreme Ownership” is the fundamental concept of Willink and Babin’s leadership philosophy. It means that for any team or organization, “all responsibility for success and failure rests with the leader,” Willink writes. Even when leaders are not directly responsible for all outcomes, it was their method of communication and guidance, or lack thereof, that led to the results.
That doesn’t mean, however, that leaders should micromanage. It’s why the concept of decentralized command that Willink and Babin used in the battlefield, in which they trusted that their junior officers were able to handle certain tasks without being monitored, translates so well to the business world.
‘A leader has nothing to prove but everything to prove.’
“Since the team understands that the leader is de facto in charge, in that respect, a leader has nothing to prove,” Willink writes. “But in another respect, a leader has everything to prove: Every member of the team must develop the trust and confidence that their leader will exercise good judgment, remain calm, and make the right decisions when it matters most.”
And the only way that can be achieved is through leading by example every day.
Of the three charter members of the “Axis of Evil” – Iraq, Iran, and North Korea – Iran may be the last man standing, thanks to the guys with the crazy hair – Kim Jong-Un and Donald J. Trump.
The Iranian leadership’s special blend of messianism, self-pity, and paranoia has fueled its hegemonic push West, through Iraq, Syria, and Lebanon, and meddling in the territory of its neighbors, Yemen and Afghanistan. This makes sense in the regime’s House of Leadership, while it husbands its nuclear weapons development capability for another day, thanks to the “Iran nuclear deal” or Joint Comprehensive Plan of Action (JCPOA), but it undercuts Iran’s need to attract foreign investment to revive its deteriorating economy.
Despite the surprise election of Donald Trump as U.S. President, Iran’s leadership no doubt hoped the opportunity for contracts for U.S. companies, read Boeing, would be too good to pass up despite candidate Trump’s disdain for the JCPOA, which he called “the worst deal ever.” And in May 2018, after delaying for over a year and giving the U.S. Congress or the other JCPOA partners an opportunity to fix the agreement, Trump announced the U.S. was withdrawing from the “horrible one-sided” JCPOA.
On the other side of the world, North Korea’s hereditary leader, Kim Jong-Un, had a face-t0-face meeting in Singapore with Donald Trump, who had only recently derided him as “Rocket Man.” Kim has visited Beijing several times to meet Chinese President Xi Jinping and made a historic trip to the Panmunjom truce village where he met South Korean President Moon Jae-in and stepped over the border into South Korea, the first North Korean leader to do so.
What does Iran have to do to get some respect?
North Korean leader Kim Jong Un
There may not be much Iran can do because North Korea has one thing Iran lacks: neighbors who want a peace process to succeed and can brandish the appropriate carrots and sticks.
Iran’s neighbor Iraq is key to Iran’s regional strategy due to its location and large Shia Muslim population, but Iran’s involvement increases Iraqi Sunni anxiety, leaving them open to manipulation by outside forces; Turkmenistan, Afghanistan, and Pakistan have neither the financial or political heft to improve Iran’s economy or its security situation; Turkey, a regional competitor, will likely bide its time as Iran’s isolation continues; in the Southern Caucasus, secular Azerbaijan is wary of its militant neighbor, and Armenia is a shambles and hardly able to help itself much less anyone else. And across the Persian Gulf lies Saudi Arabia, anxious to take down its regional rival as its ambitious young ruler looks to reshape its economy and society.
Iran’s remaining partners in the JCPOA – China, France, Germany, European Union, Russia, and the United Kingdom – are distant from the consequences of any regional instability and are primarily motivated by trade opportunities.
North Korea lives in an entirely different neighborhood. To its North are China and Russia, two permanent members of the UN Security Council and, in China’s case, a diverse, growing economy – the world’s second largest. To the South is South Korea, home of the world’s eleventh largest economy and a vibrant exporter of cultural and technology products. Across the Sea of Japan is, well, Japan, a leading technology exporter and home of the third largest economy.
North Korea’s neighbors have significant security concerns: China wants to stop North Korean refugees escaping across its border and to be able to mitigate the increasing stress in its relations with the Kim regime. South Korea is interested in threat reduction and family reunification; Japan can’t move out of range of the North’s missiles, so would like the missile and nuclear weapon programs to end. And the U.S., with 28,000 troops and numerous family members in the South, is fully invested in both denuclearization and a peaceful end of the Korean War, which started sixty-eight years ago in June 2018.
Chinese president Xi Jinping
If war broke out again on the Korean Peninsula, the effect would worldwide and immediate as South Korea is a vital part of the global supply chain for high technology equipment. And it’s unlikely someone else could quickly pick up the slack: it is estimated that the replacement cost of the display manufacturing capability of Samsung and rival LG will top billion. In the words of one analyst, “If Korea is hit by a missile, all electronics production will stop.”
So a major conflict in Asia will damage economies worldwide; more trouble in Iran’s neighborhood, short of stopping all oil exports from the Persian Gulf, is Page 3 news.
President Trump probably looked at Iran and North Korea and correctly concluded that North Korea was the greater strategic threat to the U.S. and must be dealt with first. The North has intercontinental ballistic missiles that can soon reach the U.S. mainland, even if it now lacks warhead re-entry capability and terminal guidance technology. But Trump’s strategy of “maximum pressure” was then amplified by Pyongyang’s neighbors who have their own economic and political heft and who want the North to denuclearize and join the world economy.
Iran is a noisy, regional menace but is being countered in part by aggressive economic sanctions which, coupled with the regime’s economic mismanagementand corruption, are doing more damage than a subversion campaign sponsored by the U.S. and its allies. But that’s probably going on, too.
Kim signaled he was taking the country in a new direction in 2016, at the 7th Congress of the Workers’ Party of Korea, where he emphasized his policy of “byungjin” — or “simultaneous pursuit” — equating economic growth and the development of nuclear weapons and ballistic missile delivery systems. His likely goal is to announce significant economic growth at the 8th Workers’ Party Congress in 2022.
Shortly after Trump’s return from his meeting with Kim, U.S. media reported North Korea had increased nuclear production at secret sites. Was Trump snookered by Kim as some observers hoped? Possibly, but Kim likely wants to maximize production of nukes and missiles, so he has more to trade when trading day arrives. He also needs to keep the military-industrial complex busy and motivated as he prepares for years of difficult negotiations with the U.S. and his neighbors.
Indeed, strategists at Korean conglomerate Samsung think North Korea is “already past the point of no return,” and the economy will overtake the military as the regime’s means of survival. If so, regime insiders will want to be rewarded for their fidelity, as visions of mobile phone licenses and mining concessions dance in their heads. Though North Korea is a long way from mass politics, economic success will enable Kim to solidify his popular base as a counterweight to regime insiders.
In fact, Kim may be ahead of his cadres in the new politics game. In 2017, in a national broadcast, he admitted “My desires were burning all the time, but I spent the past year feeling anxious and remorseful for the lack of my ability,” a startling admission from someone the subject of a pervasive personality cult. And Kim and Trump know a picture of two men shaking hands is enough to start a political reordering.
Where is Iran in all this? As part of North Korea’s denuclearization, the U.S. will insist on implementing the Cooperative Threat Reduction (CTR) program in conjunction with monitoring by the United Nations Office for Disarmament Affairs. CTR was the way to prevent “loose nukes” – preventing the “proliferation of WMD [Weapon of Mass Destruction] and related materials, technologies and expertise from former Soviet Union states.”
The U.S. will demand to know the extent of North Korea’s cooperation with Iran (and Syria and Pakistan, for that matter). The information won’t come cheap, but it will allow the U.S. and its partners to identify new key weapons development officials and facilities, and to attack the transport networks and financial systems that support Iran’s WMD program. And those same networks probably support Iran’s program of terror and subversion, most of it directed against Iran’s neighbors, so political and security progress in Asia may pay dividends in the Middle East.
And time is of the essence, as the media recently uncovered the possible use of Danske Bank Estonia in Tallinn to finance weapons deals between North Korea and Iran. North Korea was the focus of the news cycle two weeks ago, but if its future disclosures lag media reporting, it will be continually reacting to disclosures about its money laundering and use of the informal transportation sector and for no benefit.
And the U.S. must not forget the Iranian people – they are a key audience (aside from swing voters in the 2020 U.S. elections). They should be the target of news reports on economic progress in North Korea as their economy continues to stagnate so they, and the young especially, can ask why their leaders can’t get the world’s respect and engagement. To underline what happened, they should be reminded that Trump traveled to Asia – Kim’s neighborhood – to meet him.
Supreme Leader Ali Khamenei’s invocation of “resistance” will be increasingly threadbare if Iranians’ quality of life deteriorates as additional sanctions bite and China stops taking Iran’s calls.
Kim Jong-Un, Ali Khamenei – they’ve both done awful things, but now we’ll see who’s the transformational leader with his eyes on the future.
Defense officials at the Pentagon say they need up to $500 million more to finish the development phase for the F-35, the troubled fifth-generation fighter that’s already gone 50% over its original budget.
Its overall lifetime budget has ballooned to more than $1.5 trillion, making it the most expensive weapons system ever built by the US.
Sen. John McCain (R-Ariz.), the chairman of the Senate Armed Services Committee, has in the past called those cost overruns a “disgrace.”
“It has been both a scandal and a tragedy with respect to cost, schedule, and performance,” he said in April.
Rising costs haven’t been the only problem of note for the F-35. The jet has had plenty of incidents while being built, such as electrical problems, major issues with its software, and problems related to its advanced helmet system.
Just four months ago, the Pentagon’s chief weapons tester wrote in a memo the F-35 program was “not on a path toward success but instead on a path toward failing to deliver.”
Still, the Air Force and Marines have both declared the fighter “combat ready” and have begun integrating it into their squadrons. The military has only taken delivery of about 180 of the aircraft from Lockheed Martin so far, though it plans to buy more than 2,400.
The fighter, which features stealth and advanced electronic attack and communications systems, is a project with roots going back to the late 1990s. Lockheed won the contract for the fighter in 2001.
“Strong national security is an expensive endeavor but the existing concerns with the F-35 make calls for even more money harder to green light,” said Joe Kaspar, chief of staff for Rep. Duncan Hunter (R-Calif.), a member of the House Armed Services Committee.
“And the Pentagon never seems to be able to help its case on the F-35. Technical superiority is not cheap, but whether or not costs can be driven down is something Congress must look at it before throwing more money in the Pentagon’s direction.”
With backing from Defense Secretary Jim Mattis, paperwork to upgrade the Navy Cross awarded to then-Marine Gunnery Sgt. John Canley to the Medal of Honor for his actions in the Battle of Hue City in 1968 was forwarded to President Donald Trump on Jan. 18.
“After giving careful consideration to the nomination, I agree that then-Gunnery Sergeant Canley’s actions merit the award of the Medal of Honor,” Mattis said last month in a letter to Rep. Julia Brownley, D-California, Canley’s chief sponsor in Congress.
Mattis noted that Congress would first have to waive the five-year limit for recommending the Medal of Honor, but once that happened, “I will provide my endorsement to the president.”
In a statement Jan. 19, Brownley said the House waived the time limit on Dec. 21 and the Senate took similar action Jan. 18.
All that is needed now is Trump’s signature to give the nation’s highest award for valor to the 80-year-old Canley, of Oxnard, California, who retired as a sergeant major and is reportedly battling cancer, Brownley said.
In the brutal battle to retake Hue City in 1968, Canley’s “valorous actions and unwavering dedication to his fellow service members is the reason so many of the men who support his nomination are alive today to testify on his behalf. His incredible gallantry and selflessness is an inspiration to us all,” Brownley said.
In his account published last year — “Hue 1968: A Turning Point of the American War in Vietnam,” Mark Bowden, author of “Black Hawk Down” about the Battle of Mogadishu, cited Canley’s actions in the house-to-house fighting more than 30 times.
In a statement to Brownley on the MoH recommendation, Canley said, “I want to profusely thank Congresswoman Brownley for her continued work helping me with this honor.”
“The credit for this award really should go to all the young Marines in Vietnam who inspired me every day. Most of them didn’t receive any recognition, but they were the foundation of every battle in the Vietnam War,” he said.
John Ligato, who served as a private first class under Canley in Alpha Company, 1st Battalion, 1st Marine Regiment, 1st Marine Division, in Hue, said the Medal of Honor was long overdue.
Canley served several tours in Vietnam from 1965 to 1970. “The sheer cumulative effect of Gunny Canley’s actions and deeds over this continued period rank with the acts of America’s greatest heroes from the Revolutionary War to this present day,” Ligato said. “This man is the epitome of a Marine warrior.”
Others agreed. “I spent nine months in the St. Albans hospital, required numerous surgeries and am disabled, but I would have died if [Canley] had not risked his life for mine,” said Pat Fraleigh, another Marine who served under him.
The battle of Hue “was not the first time I saw Gunny Canley act heroically,” Fraleigh said.
In previous fighting at the Con Thien Marine base near the demilitarized zone, Canley “not only carried Marines to safety, but also exposed himself to enemy fire. He was always leading and attacking the enemy and always standing up and encouraging us,” he said.
Canley’s Navy Cross cites his actions from Jan.31 to Feb. 6, 1968, during which he took command of Alpha Company when the company commander was wounded.
“On 31 January, when his company came under a heavy volume of enemy fire near the city of Hue, Gunnery Sergeant Canley rushed across the fire-swept terrain and carried several wounded Marines to safety,” the citation states.
Canley then “assumed command and immediately reorganized his scattered Marines, moving from one group to another to advise and encourage his men. Although sustaining shrapnel wounds during this period, he nonetheless established a base of fire which subsequently allowed the company to break through the enemy strongpoint.”
On Feb. 4, “despite fierce enemy resistance,” Canley managed to get into the top floor of a building held by the enemy. He then “dropped a large satchel charge into the position, personally accounting for numerous enemy killed, and forcing the others to vacate the building,” the citation states.
A view from a Marine machine gun position on the outer Citadel wall of Hué City during the 1968 Tet Offensive.
The battle raged on. Canley went into action again on Feb. 6 as the company took more casualties in an assault on another enemy-held building.
“Gunnery Sergeant Canley lent words of encouragement to his men and exhorted them to greater efforts as they drove the enemy from its fortified emplacement,” the citation reads. “Although wounded once again during this action, on two occasions he leaped a wall in full view of the enemy, picked up casualties, and carried them to covered positions.
“By his dynamic leadership, courage, and selfless dedication, Gunnery Sergeant Canley contributed greatly to the accomplishment of his company’s mission and upheld the highest traditions of the Marine Corps and of the United States Naval Service,” the citation states.