The “Don’t Rush Challenge” has brought countless fun videos to our social media feeds. Set to the song, “Don’t Rush,” by Young T & Bugsey, a subject is featured wearing an outfit and holding an object. They put the object close to the camera, and when they pull the object away, they reveal they’re wearing something different. We’ve seen doctors change from scrubs and a facemask to sweatpants and a t-shirt, still holding the mask, exhausted. We’ve seen kids go from athletic uniforms and a soccer ball, to still bouncing that ball in a bow tie and khakis. Moms with wine glasses, delivery drivers, you name it.
But if the challenge had a victor, one non-profit featuring female veterans just won the whole damn thing.
With over a million views on Facebook, the Pin-Ups for Vets’ “Don’t Rush Challenge” video has gone viral, and it’s easy to see why. Stunning women dressed as pin-ups hold a red flower, and when the flower is pulled away, you see the same woman who was moments before all dolled up, standing there — just as beautiful — in uniform.
Pin-Ups for Vets was founded in 2006 by Gina Elise. Disheartened by the number of Iraq War veterans returning from overseas in need of medical attention, coupled with the growing number of hospitalized older veterans, Elise wanted to do something to benefit both populations. She wanted to boost morale, provide meaningful opportunities for veterans to give back as well as raise money for veteran care facilities. Thus, Pin-Ups for Vets was born.
“I’d always been a big fan of World War II pin-up art,” Elise told WATM. “Pin-ups painted on the bombers was such a morale booster,” she explained. “I wanted to bring something like that to modern-day veterans.” What started as a pin-up calendar fundraiser featuring female “Ambassadors” has grown over 14 years to an incredibly successful non-profit, resulting in a 50-state hospital tour with the Ambassadors visiting over 14,000 veterans. In addition to donating calendars to these patients, Pin-Ups for Vets has donated ,000 in rehabilitation equipment.
When asked what prompted the video, Elise shared that she felt everyone could use a little digital morale boost right now. “When we go into these hospitals, the veterans are so excited to see these beautiful women. And when they learn that she also served, there is an immediate, incredible bond. We wanted to provide that to people at home right now, too. It would make more sense chronologically for us to show the women in uniform and then as pin-ups, as that’s how most of them come to our organization. They want to continue serving after their service. But we chose to show them as pin-ups first for that surprise factor that mimics what we see in the hospital. Anyone can be a pin-up, but not everyone can be a veteran. So many people have stereotypes about female veterans; the ladies are often asked if they are the wife of a veteran because when people think of the military, they think of men. We’re proud to show that women serve, too. And we like to say we make volunteering look glamorous.”
Female veterans turned pin-ups!
They certainly do. The comments on the video have been overwhelmingly positive. Mary Moczygemba Stulting said, “Oh my gosh…so lovely as pin ups…so beautiful as warriors!!! #fierce!!!” Tommy Ford said, “Thanks to all you women for keeping my family safe… y’all are all beautiful in or out of Camouflage.” Alex Correa Rodrigues commented, “Amazing! It’s truly amazing to see your commitment to America and everything that you do in and out of uniform. I’m a huge fan of all of you and keep up with the great work.”
The US Navy has given ships operating in the Pacific new port-call guidance amid concerns over the coronavirus.
All US Navy vessels operating in the 7th Fleet, which oversees operations in the Asia-Pacific region, have been instructed to remain at sea for at least 14 days after stopping in any country in the Pacific before pulling into port elsewhere, US Pacific Fleet told Insider Thursday.
The move is being taken out of “an abundance of caution,” a Pacific Fleet spokesman said.
The novel coronavirus, a severe respiratory illness that originated in Wuhan, China, late last year, has an incubation period of up to 14 days, during which time the infected may be asymptomatic.
Ships should monitor sailors between port calls, Pacific Fleet said.
A US Navy spokesperson told CNN’s Ryan Browne, who first reported the news on Twitter, that while “there are no indications that any US Navy personnel have contracted Coronavirus Disease 2019 (COVID-19)” at this time, Pacific Fleet “is implementing additional mitigations to prevent Sailors from contracting COVID-19.”
The US military has already taken several drastic measures in response to the coronavirus, which has infected over 80,000 people in at least 40 countries and killed nearly 2,800 people, with the vast majority of cases and deaths in China. The majority of these measures have been taken in South Korea, home to more than 28,000 US troops and the first US service member to test positive for the virus.
The US Navy’s 7th Fleet, which is headquartered in Japan, where about 50,000 US troops are stationed, has started screening everyone accessing the fleet’s warships and aircraft, Stars and Stripes reported on Monday.
Barbara Allen relives her husband’s murder, every day. “I don’t want to be out here doing this. This is not fun for me, it’s exhausting. It’s been fourteen years of it,” she shared.
On June 7, 2005 Lt. Louis Allen and Cpt. Phillip Esposito were on an Army base in Iraq winding down after a long day. Allen’s husband had just deployed to Iraq and kissed her and their four sons goodbye 10 days earlier. He was playing the board game, Risk, with the Captain. A few minutes after they started, a claymore mine was set off outside their window. Grenades exploded shortly after the mine went off. They were both rushed to the hospital immediately but died of internal injuries the following day.
While military investigators initially thought the enemy was an insurgent who had set off a rocket or mortar, the discovery of the hand placed mine led them to other suspects. Their subsequent investigation found that the enemy – was from within.
Photo courtesy of Barbara Allen
A staff sergeant within their company was soon charged with two counts of premeditated murder during the week both men were buried by their families. The widows of the men allegedly killed by the staff sergeant were flown to Kuwait a few months later for his Article 32 hearing. Nine witnesses testified and a general court martial for murder was recommended based on the evidence presented. In early 2006, after learning of the evidence against him, the staff sergeant accused offered up a guilty plea to avoid the death penalty.
It was rejected by the military.
Two years later on December 4, 2008, the accused staff sergeant was acquitted of both murders, despite a mountain of evidence that he had “fragged” the two officers. Allen wasn’t told until months later that he had entered a guilty plea and the accused staff sergeant was discharged from the Army. Honorably.
Many witnesses testified that the accused staff sergeant had pledged to “burn” and “frag” the captain. They also shared that he was seen smiling and laughing after their deaths. A supply sergeant even testified that she gave the accused ammunition, including a claymore mine. Despite all of that – it wasn’t enough to convince the jury.
Allen requested that the Senate Committee on Armed Services look into the case. They didn’t.
“If our trial had happened when social media was a thing, I think it would have gone completely differently. It fell through a gap and we can’t get it back. If we had the court of public opinion on our side, the country on our side, he’d get the Purple Heart,” said Allen.
Photo courtesy of Barbara Allen
Allen was devastated that, in her words, the accused got away with murder and her husband was forgotten afterward. Her husband’s death was declared non-hostile, meaning the military states that he wasn’t killed by the enemy. This meant he wasn’t a candidate for the Purple Heart. She described the whole experience as hell on earth.
“Anyone who willfully kills two soldiers in a combat zone has aided and abetted the enemy. Therefore, is the enemy,” Allen said. “Even the weapon used had the words ‘front to an enemy.’ Flabbergasted, Allen asked, “What else do you have to do to be considered an enemy?” Allen didn’t understand how Ft. Hood victims could get awarded Purple Hearts, but her husband, who was murdered in a combat zone, isn’t eligible.
Allen believes that the Army must decide that they either made a mistake and charged the wrong person and her husband was killed by an insurgent enemy or they let a guilty man go. She reported that “people tended to get fired” when they helped her. Allen said they’ve gone as far as having a Medal of Honor recipient deliver the casefile to President Trump to plead for her husband to receive the Purple Heart, without success.
When asked how her boys feel about all of this, she began to cry. “This is their father, their dad, who’s been missing for their entire lives,” she said. “In the eyes of history he doesn’t exist. His future was taken already; you can’t take his legacy. The message is that any member of the military is expendable. If you die in a way that is embarrassing, we [the military] will erase you. That isn’t the military that I believe in or that he believed in.”
Allen achieved a master’s in criminal justice years after her husband was killed. She reported studying 12 other capital cases like her husband’s. She believes that if the FBI’s protocol for workplace violence had been followed by the military with the accused, her husband wouldn’t have been killed. “They deserved to be protected; nobody was trained. They believed that the uniform was a barrier to reporting,” she said.
This ruling is more than just an award to Allen and her family, she shared. “If the military said that if you willfully injure or kill another service member in a combat zone, let’s just start there, you are an enemy. Teach them about the warning signs. I can testify to what happens when you don’t. It would change things,” said Allen.
Today, Allen says she has a glimmer of hope once again. Her murdered husband’s case file for a Purple Heart is currently sitting on a desk in the Pentagon, awaiting review and the stroke of a pen.
With your next military ball around the corner, it’s time to start thinking about how you can ruin the whole event. With a few ill-timed drinks and a flare for the dramatic, your entire night can go up in flames, so long as you try hard enough!
Jot down these disastrous effects for a quick way to turn any military ball terrible.
That one guy who made everyone mad? Or the investigation that’s ongoing and hush-hush? Now is the PERFECT time to bring it up. Loudly. Ask for all the juiciest gossip and pass it along to the high ups. Be sure to sprinkle your own opinions and conspiracy theories for maximum effect.
Who’s calling JAG? Get the press involved. WTF Moments will be in the know if you have anything to say about it!
Wear the wrong kind of undergarments
We’re talking a too-small strapless bra that cuts off circulation, layers of Spanx that require you to get completely naked for a bathroom break. Maybe one of those pasties that comes unstuck right in the middle of your main course. Get creative! The worse the fit and function, the rockier your night will fare! Dresses with heavy sequins or glitter that trails your every move are also among top contenders.
Shots are ALWAYS a good idea. Always.
Drink ’til you drop
Chug a lug! Nothing screams “disaster” quite like throwing up after on your spouse’s boss. Extra points if you can get a few of them with your booze-soaked contents. Where’s the general at, anyway? Take shots — the louder you are about it, the better. Shots! Shots! Shots! Don’t forget to make your way up to the grog, either. Your night will not be complete without it, obviously.
Rub ALL the pregnant bellies
See those sober ladies watching you with wide eyes? It’s because they want you to rub their growing bellies for good luck. They won’t say it, but it’s all they can think about. Talking to each in-utero babe will bring added wonder to your night of joy. Unsure if it’s a baby in there? Better rub that belly anyway! How else would the night remain as one of the worst of all time?!
Help yourself to the desserts
Did you know that when you arrive, dessert is already on the table? Get there first, and you can have your pick of the lot. Or better yet, you can just have it ALL! Be sure to stack up dirty dishes and to discuss — loudly — how good it was to finish dessert for the table. Leave the napkin for later, though; chocolate on the face will help complete your overall vibe.
Ready to have your worst military ball yet? Best of luck to all who stand in your path — in fact, it’s best to push them out of the way — especially as you run to the stage for an impromptu speech. Stiff arms out and spirit in your heart.
One in 10 adults in the US will fall victim to fraud every year. That figure is only rising, and it jumped by 34% in 2018, according to the Federal Trade Commission. The vast majority of that fraud takes place online.
A new study conducted by the Better Business Bureau, FINRA, and the Stanford Center for Longevity sheds light on the channels through which scammers are raking in the most money, based on interviews with 1,408 consumers who submitted tips to the BBB between 2015 and 2018. The median losses reported by respondents was $600.
The study shows that about half of people who were contacted by scammers did not engage, detecting the fraud immediately. Meanwhile, 30% of respondents engaged and did not lose money, while 23% engaged and lost money to a scammer.
While scammers most frequently contacted potential victims using phone and email, relatively few people lost money from phone and email scams compared to scams on other platforms. By contrast, 91% of targets who were contacted by scammers over social media engaged, and 53% lost money. Similarly, 81% of respondents who encountered fraud via a website engaged, and 50% lost money.
Here are the scams that people fall for online, according to the study’s findings, ranked from least to most likely to separate victims from their money.
By this point, people are pretty good at sniffing out bogus tax collection scams, the study found.
The study’s authors define this scam as one in which “imposters pose as government tax collection agents and use threats of immediate arrest or other scare tactics to convince their targets to pay, often requesting that the target load money onto gift cards as payment.”
Fake IRS scams were one of the most highly reported types of grift in the study but had the lowest rates of engagement and people losing money — only 15% of respondents said they engaged with scammers, and only 3% reported losing money.
Of the respondents who reported phishing scams, 18% said they engaged and just 4% said they lost money.
“Phishing” is a catch-all term used to describe scammers who pretend to be a trusted person, like a banker, service provider, or mortgage company, in order to trick victims into sharing private information that can be used against them.
Despite their low rate of success, phishing scams were also among the most frequently reported types of scams, the study found.
Similar to fake tax collection, this scam hinges on grifters pretending to be debt collectors and harassing victims to pay debts that they don’t actually owe.
However, this approach was significantly more effective at fooling people than fake tax collection scams. According to the study, 38% of respondents who reported debt collection scams engaged with scammers, and 12% lost money as a result.
Of the respondents who reported scams involving fake checks or money orders, 64% engaged and 22% lost money.
This convoluted scheme relies on scammers sending victims a fake check, getting them to deposit it, and then asking for some of the “money” back via wire transfer due to a supposed overpayment — hoping that banks don’t notice the check is fake until it’s too late.
In this scam, grifters pose as potential employers and fool victims into thinking they’re being offered a job or considered for a position. From there, they trick victims into sending money to be spent on “training” or “equipment,” or carry out a fake check scam using a bogus paycheck.
This scam was one of the most successful at getting victims to engage. Of the respondents who reported employment scams, 81% engaged with scammers and 25% lost money
Ironically, tech support scams typically take the form of an advertisement, email, or pop-up that warns users their computer may be infected with a bug or virus. Once users engage, scammers then pretend to be an IT professional and badger victims to hand over money in exchange for phony tech support.
While not as many users engage with this scam as with employment scams, it has a high success rate at getting victims to spend money. Of respondents who reported tech support scams, 64% engaged and 32% lost money.
1. Online purchase scams
Online purchase scams were among the most highly reported and successful scams documented by the study, with 84% of respondents who reported online purchase scams engaging with them and 47% losing money as a result.
According to the study, these scams proliferate on websites like Craigslist, eBay, Kjiji, and other websites that directly connect sellers and buyers, and can take many forms.
On the most basic level, scammers list items, collect payment from buyers, and then never ship the goods. Conversely, scammers will sometimes pay for items with a bogus check in order to ask for a refund for “accidentally” overpaying.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
A black hole and its shadow have been captured in an image for the first time, a historic feat by an international network of radio telescopes called the Event Horizon Telescope (EHT). EHT is an international collaboration whose support in the U.S. includes the National Science Foundation.
A black hole is an extremely dense object from which no light can escape. Anything that comes within a black hole’s “event horizon,” its point of no return, will be consumed, never to re-emerge, because of the black hole’s unimaginably strong gravity. By its very nature, a black hole cannot be seen, but the hot disk of material that encircles it shines bright. Against a bright backdrop, such as this disk, a black hole appears to cast a shadow.
The stunning new image shows the shadow of the supermassive black hole in the center of Messier 87 (M87), an elliptical galaxy some 55 million light-years from Earth. This black hole is 6.5 billion times the mass of the Sun. Catching its shadow involved eight ground-based radio telescopes around the globe, operating together as if they were one telescope the size of our entire planet.
“This is an amazing accomplishment by the EHT team,” said Paul Hertz, director of the astrophysics division at NASA Headquarters in Washington. “Years ago, we thought we would have to build a very large space telescope to image a black hole. By getting radio telescopes around the world to work in concert like one instrument, the EHT team achieved this, decades ahead of time.”
To complement the EHT findings, several NASA spacecraft were part of a large effort, coordinated by the EHT’s Multiwavelength Working Group, to observe the black hole using different wavelengths of light. As part of this effort, NASA’s Chandra X-ray Observatory, Nuclear Spectroscopic Telescope Array (NuSTAR) and Neil Gehrels Swift Observatory space telescope missions, all attuned to different varieties of X-ray light, turned their gaze to the M87 black hole around the same time as the EHT in April 2017. NASA’s Fermi Gamma-ray Space Telescope was also watching for changes in gamma-ray light from M87 during the EHT observations. If EHT observed changes in the structure of the black hole’s environment, data from these missions and other telescopes could be used to help figure out what was going on.
Chandra X-ray Observatory close-up of the core of the M87 galaxy.
(NASA/CXC/Villanova University/J. Neilsen)
While NASA observations did not directly trace out the historic image, astronomers used data from NASA’s Chandra and NuSTAR satellites to measure the X-ray brightness of M87’s jet. Scientists used this information to compare their models of the jet and disk around the black hole with the EHT observations. Other insights may come as researchers continue to pore over these data.
There are many remaining questions about black holes that the coordinated NASA observations may help answer. Mysteries linger about why particles get such a huge energy boost around black holes, forming dramatic jets that surge away from the poles of black holes at nearly the speed of light. When material falls into the black hole, where does the energy go?
“X-rays help us connect what’s happening to the particles near the event horizon with what we can measure with our telescopes,” said Joey Neilsen, an astronomer at Villanova University in Pennsylvania, who led the Chandra and NuSTAR analysis on behalf of the EHT’s Multiwavelength Working Group.
Chandra X-ray Observatory close-up of the core of the M87 galaxy.
(NASA/CXC/Villanova University/J. Neilsen)
NASA space telescopes have previously studied a jet extending more than 1,000 light-years away from the center of M87. The jet is made of particles traveling near the speed of light, shooting out at high energies from close to the event horizon. The EHT was designed in part to study the origin of this jet and others like it. A blob of matter in the jet called HST-1, discovered by Hubble astronomers in 1999, has undergone a mysterious cycle of brightening and dimming.
Chandra, NuSTAR, Swift and Fermi, as well as NASA’s Neutron star Interior Composition Explorer (NICER) experiment on the International Space Station, also looked at the black hole at the center of our own Milky Way galaxy, called Sagittarius A*, in coordination with EHT.
Getting so many different telescopes on the ground and in space to all look toward the same celestial object is a huge undertaking in and of itself, scientists emphasize.
“Scheduling all of these coordinated observations was a really hard problem for both the EHT and the Chandra and NuSTAR mission planners,” Neilsen said. “They did really incredible work to get us the data that we have, and we’re exceedingly grateful.”
Neilsen and colleagues who were part of the coordinated observations will be working on dissecting the entire spectrum of light coming from the M87 black hole, all the way from low-energy radio waves to high-energy gamma rays. With so much data from EHT and other telescopes, scientists may have years of discoveries ahead.
This article originally appeared on NASA. Follow @NASA on Twitter.
In January 2008, the Army began the process of removing drill sergeants from Advanced Individual Training, and replacing them with platoon sergeants. One decade later, the reverse transition has begun with the first wave of noncommissioned officers graduating March 8, 2018, from a 10-day conversion course qualifying them to wear the drill sergeant identification badge.
In the past, noncommissioned officers who trained to be AIT platoon sergeants attended the first six weeks of the nine-week long drill sergeant school before splitting off to learn other things, such as attending the master resilience course.
According to officials, although AIT platoon sergeants proved effective and provided “ready Soldiers for the nation,” the return of drill sergeants is expected to “improve the standards and discipline” of new Soldiers.
Making the transition is mandatory for those who have graduated from the AIT platoon sergeant course on or after Jan. 21, 2017. Platoon sergeants who have between 13 to 18 months of time can volunteer to extend for an additional year to become eligible.
Master Sgt. Christopher Foley, 1st Engineer Brigade operations sergeant major, said the brigade has 27 platoon sergeants at installations across the country, 15 of which are here at Fort Leonard Wood. “(As a whole,) 15 must attend training; six are in the option window, and six do not have enough time remaining,” Foley said. “Two within that option window have already volunteered and will incur a third year of duty.”
(U.S. Army photo by Terrance Bell)
Foley added that the brigade has already had three of their Fort Leonard Wood platoon sergeants attend the course, making the transition to drill sergeant. The brigade plans to have all eligible platoon sergeants converted by July 2018.
Staff Sgt. Ericka Kong-Martinez with Company A, 554th Engineer Battalion, is one of those recent graduates. She has spent one year as a platoon sergeant and, after volunteering to extend for a year, will spend the next two as a drill sergeant.
“It’s a good opportunity to see the difference between both roles,” Kong-Martinez said. “Now I see the difference in trainees’ reactions from a platoon sergeant to an actual drill sergeant. They react a lot faster when a drill sergeant addresses them.”
She added, “the discipline level is higher. It shouldn’t be, but it is.”
Here, the 3rd Chemical and 14th Military Police brigades, together, have approximately 38 platoon sergeants that will also transition or be replaced.
In the end, approximately 600 current platoon sergeants across the Army will make the conversion to drill sergeant. All are expected to be in place by the end of the fiscal year.
American playwright Arthur Miller once observed that an era has reached its end “when its basic illusions are exhausted.”
Congress, the defense industry, academia, and the U.S. Army all believe the Pentagon must fundamentally change the culture and performance of its acquisition enterprise after decades of tweaks and inertia.
Since Vietnam, the most significant reform to the Defense Department, the United States Army, and Army Acquisition Enterprise was the Goldwater-Nichols DOD Reorganization Act of 1986. It changed who controlled budgets, project management, research and development, and aspects of modernization. Since then, numerous institutional adaptations and reorganizations have been initiated, many of which have led to familiar conditions: cumbersome spans of control; complex communication and procedural (bureaucratic) structures; difficulty prioritizing competitive programs and budget requirements; decreased accountability and effectiveness; and, disconnects between futures and acquisition procurement strategies, to name a few.
For the Army, those conditions materialized into “a lost decade of procurement” marked by, “reductions in modernization, procurement, and RDTE funding”; and a “wave of [OSD] requirements,” according to Lt. Gen. Mike Murray, Army Deputy Chief of Staff (G-8). While the present Army reorganization should address many of these concerns, a critical purpose of any new command, regardless of structure, is to obtain a central authority for translating futures and modernization activities into a smart acquisition strategy; activities that haven’t been under a single command since 1940.
With Futures Command
While the existing structure managed victory on global battlefields from Grenada to present operations, the U.S. Army has determined that long-delayed reforms in acquisitions require the most significant reorganization of modernization functions in 40 years. Because the overmatch our Army has enjoyed for the last 70 years is closing quickly across all domains of warfare, it is clearly understood that early successes are going to be essential for the new Army Futures Command.
While some may think this new command is a strategy of creating a new bureaucracy to address bureaucratic cultural concerns, the new command will be challenged to:
Streamline the requirements process, which averages three to five years, and major weapons systems development, which averages 10 years. A major contributing factor for such lengthy delays is the current command structure requires dozens of flag officer board and committee hearings within multiple multi-star command to approve requirements (if one includes the Joint Capabilities Integration and Development System).
Overcome a risk-averse acquisition culture optimized for individual and organizational outcomes within stove-piped organizations, thus requiring synchronization at HQDA level.
Provide a vision-to-victory or futures strategy that alleviates tensions between present requirements and future readiness.
Improve integration of operational concepts into acquisition strategies, presently determined and developed by multiple disjointed multi-star commands. At present, there is no single point of contact (command) with ownership of futures to formulate consensus on a long-term procurement strategy within the United States Army.
Overcome the stale reforms and existing RD structure by leverage industries leadership of advanced technologies and modernization in order to decrease procurement and acquisition timelines, increase innovation, and, address cultural “contrast in approaches to research and development that differentiates defense firms from their commercial counterparts.”
Improve and balance the research and development strategy; establish conditions for a “succeed-fast” and “fail-fast” strategy throughout the defense acquisition life cycle.
Elevate the confidence of stakeholders, particularly Congress, in our ability to manage major Army defense acquisition programs. For the Army, recent “failures” have cost tax payers billions and are the most obvious reason why oversight and authorities is overly centralized (by Congress). Since 2011 alone, the Army has ended 20 programs, delayed 125 and restructured 124 others.
and, ultimately, establish a wartime acquisition enterprise capable of rapid adaptability to threat capabilities today and in the future.
On this last point, recent acquisition enterprise efforts to synchronize and create a shared visualization stem from a current state assessment that “acquisition’s underlying problems are exacerbated during conflict, when warfighters are in harm’s way. Therefore, the natural tendency has been to work around the system rather than fix it,” according to a previous Army Futures Studies Group cohort. Reflecting on these truths, the Army has determined that now is the time to fix the system, as “wartime adaptation against a peer adversary will require capability generation to be exponentially faster than it was for recent operations”, according to Maj. Hassan Kamara of the Army Future Studies Group.
So the Army has started its most significant organizational redesign in four decades to meet futures and modernization challenges to do its part. Let’s look at how it got here.
A Short History of the Army’s Modernization and Futures Enterprise
Since the dawn of World War II, the Army has maintained a flexible organizational structure to meet significant overseas and continental commitments and challenges. Hundreds of congressional panels, committee hearings, and operational research projects have created new commands to address niche requirements but rarely resulted in the birth of a major command.
Of relevance to the present era, the first significant organizational overhaul was in 1940, when the General Headquarters (GHQ) of the United States Army was established. The GHQ struggled to manage training, support, modernization, and ground combat functions. In 1942, these functions were separated when the War Department reorganized itself and assumed command and control over ground combat troops and formed Army Ground Forces (AGF) command which assumed responsibility for training troops.
At the end of the war Congressional and industrial committees and boards reformed the War Department and the Army. Unfortunately, a mix of incremental and disruptive structural alterations was implemented which left the service with an uncoordinated command structure and in need of significant reorganization by 1955, when the Davies Committee formed the Continental Army Command (CONARC) which assumed command and control of ground forces and training functions.
Almost immediately, various panels recognized CONARCs structural challenges as the Cold War stressed the nation’s resources, but most recommendations went ignored throughout the remainder of the decade. By 1962, following the Hoelscher and Traub Congressional Committees, the Army was thoroughly reorganized. The Technical and Administrative Services; all support functions were centralized under Army Materiel Command; and the Combat Developments Command (CDC) were created under Continental Army Command (CONARC) to support modernization.
Within a decade CONARC’s span of control had become a significant concern and Gen. Creighton Abrams, Army Chief of Staff, initiated Operation STEADFAST under Lt. Gen. William DuPuy to fix it.
Operation STEADFAST led to the creation of Forces Command (FORSCOM) and Training and Doctrine Command (TRADOC), the latter assuming control of training centers, Army schools, and doctrine development and CONARC was abolished. Later that same year, TRADOC assumed the mission for modernization and CDC was deactivated. As a result of this restructuring, similar to today, modernization and research development (RD) activities were scattered among major commands but all other functions were represented by a major command.
While significant structural change has occurred since 1973, they have not fundamentally changed how TRADOC and AMC function.
Key challenges we’re dealing with now, like the construct, function, and institutional integration of Futures Command, which were factors in the failures of structural changes in the past, must be clearly understood. There is never a time in the Army where a need to repair something structural isn’t required. Therefore, considering historical examples above, the question we must ask today is, are we in need of “incremental” or “disruptive” reform? If “disruptive” change is in the cards, the alignment of forces, sustainment, training, and combat developments (or modernization) functions within streamlined commands is one potential course of action. However, what the Army is ready for, what the specific content of the reform will be, and its tolerance levels for disruption while heavily engaged in current operations are yet to be determined. If history is any guide, this will be determined based on whether or not senior defense leaders perceive the current state as one in crisis or this is just an opportune time for reform.
It is clear that any new modernization command must demonstrate value to industry, academia, research and development communities within and external to the U.S. Army, but, even more so to the warfighters whose equipment readiness is one of four pillars of readiness.
Pugh was working as a commercial airplane mechanic in Kuwait, but was fired in December 2014. The next month, authorities say he purchased a one-way ticket to Istanbul through Cairo, where Pugh refused to let Turkish authorities search his laptop. The Turks sent him packing back to Egypt. Once back in Egypt, security officers found a number of damaged electronics. The Egyptians deported Pugh back to the United States.
Once there, Pugh told an undercover law enforcement agent he was indeed trying to join the terrorist group. Prosecutors say his laptop had Islamist propaganda videos on it, along with a letter to a woman he married in Egypt in 2014, where he vowed to “defend the ISIS.”
The FBI says Pugh converted to Islam in 1998 while living and working Texas. Former co-workers say he became radicalized, openly sympathizing with Osama bin Laden.
He was indicted by a grand jury in Brooklyn on two charges, including attempting to provide material support to a terror organization. Twenty-three Americans have been charged for trying to fight for ISIS. Pugh pled not guilty.
When Army cavalry veteran Rick Groesbeck was invited to the Hendrick Motorsports race shop, he probably suspected he would get a bit of a thrill. He couldn’t have expected everything that was about to happen.
Groesbeck, 46, had shown up to the Hendrick shop at the request of Charlotte Bridge Home, which helps area veterans transition back to civilian life after their military service has concluded. Groesbeck was told a camera crew wanted to talk to a veteran who was also a NASCAR fan, but he had no clue what was about to happen.
First, the 11-year Army veteran and his six-year-old son were given a personal tour of the shop and Rick Hendrick’s car collection by Rick Hendrick himself.. Then, he met Xfinity Series Champion Chase Elliott and was able to ride with Elliott in a race car on Charlotte Motor Speedway.
Finally, he learned he would be waving the green flag to start Saturday’s Bank of America 500.
“What they did that day and what I get to do this weekend, you see that happening to other people,” Groesbeck told USA Today. “You never think what I did was anything compared to what other people did, and you think there’s other people out there who deserve it more than you. So to have all that happen, I’m truly humbled by that appreciation and gratitude.”
To learn more, check out the original article at USA Today or watch the video below:
Airmen from Joint Base Charleston and Little Rock Air Force Base, Arkansas, supported Battalion Mass Tactical Week at Pope Army Airfield, North Carolina, Aug. 18-23, 2019.
BMTW is a joint exercise designed to enhance servicemembers’ abilities by practicing contingency operations in a controlled environment. The exercise incorporated three Air Force C-130J Super Hercules, three Air Force C-17 Globemaster IIIs and Army paratroopers assigned to the 82nd Airborne Division at Fort Bragg, North Carolina. The exercise allowed all parties to quickly complete training tasks, such as personnel drops and cargo air drops, to better prepare joint forces to operate during global mobility missions.
“We do these types of exercises quarterly throughout the year,” said Lt. Col. Justin Warner, 437th Operations Support Group director of operations and the BMTW air mission commander. “The goal of the BMTW is to have a joint collaboration between the Air Force and the Army. We want not just C-17s, but also other airframes to take part in the same formations to support the Army in whatever their specific scheme of maneuvers may entail. This is a great training opportunity for airlift loadmasters and pilots to see and understand Army procedures, tactics and how they’re organized.”
An Air Force C-17 Globemaster III airdrops equipment onto a landing zone during Battalion Mass Tactical Week at Fort Bragg, N.C., Aug. 20, 2019.
(U.S. Air Force photo by Senior Airman Cody R. Miller)
Starting in 1917, the 82nd Airborne Division’s mission has evolved to strategically deploy, conduct forcible entry parachute assault and secure key objectives in support of U.S. national interests within 18 hours of notification. However, without the help of transport aircraft, the 82nd Airborne wouldn’t be able to execute this mission and get where they need to go. Air Force assets like the C-130J and C-17 allow for soldiers to safely get to their drop points and complete the mission.
While working with the 82nd airborne soldiers, airmen were able to complete training tasks with a focus on joint operations, readiness and interagency operability.
“Any type of repetition to help us stay proficient and current helps aircrew,” said Air Force Staff Sgt. Justin Hampton, a 16th Airlift Squadron loadmaster. “We could be deployed in a matter of weeks or days so training like this really helps us prepare for anything we might face while in a deployed environment. Coming out to work with Army is great because we get to learn their way of doing things and how to work in a joint environment.”
Air Force Capt. Peter Callo, a 621st Mobility Support Operations Squadron air mobility liaison officer from Joint Base McGuire-Dix-Lakehurst, N.J., inspects communications equipment during Battalion Mass Tactical Week at Fort Bragg, N.C., Aug. 20, 2019.
(U.S. Air Force photo by Senior Airman Cody R. Miller)
BMTW implemented a mixed formation with the C-130Js and C-17s to target small drop zones in a restricted and austere environment, challenging the expertise of the mission planners and those executing the mission. Despite challenges of weather, timelines and effective communication, participants continued to be flexible and resilient to successfully complete BMTW.
“A mission is only as good as the plan that’s been developed for it,” Warner said. “The planners that have worked here to learn both Army and Air Force terminology and understand how both branches communicate have greatly enhanced our ability to get us to that next level of training and execution.”
Exercises like BMTW are held regularly to keep airmen current and up-to-date on current joint tactics. This specific BMTW was to prepare participants for the upcoming Exercise Mobility Guardian 2019, Air Mobility Command’s premier, large-scale mobility exercise. Mobility Guardian, which is scheduled for Sept. 8–28, 2019, provides a realistic training environment for more than 2,500 airmen to hone their skills with joint and international partners and keep a competitive edge in future conflicts.
President Donald Trump is less than one month away from making history as the first sitting US president to meet a sitting North Korean leader — but it’s increasingly looking as if he’s ill-prepared and sailing toward embarrassment.
Trump has of late talked up his work on North Korea, crediting himself with creating the conditions for talks through a hardline policy. But that self-congratulation could come back to haunt him.
North Korea has in 2018, pursued diplomacy with its neighbors on the back of a vague promise to denuclearize. Pyongyang’s apparent wish to make peace with Seoul after Trump’s nuclear brinkmanship throughout 2017, shocked much of the world and has generated Nobel Peace Prize buzz for the president.
Sanger reported that Trump had questioned whether he should even go through with the summit and hastily spoke on the phone with South Korean President Moon Jae-in for reassurance.
Trump has so far stayed the course with the summit, which would represent a major part of his foreign-policy accomplishments as president. For Kim, meeting a US president is a legitimizing win, lending his country previously unattainable international credibility.
Additionally, Trump is reportedly not thrilled about preparing for the summit, which is expected to cover not only the issue of nuclear weapons on the Korean Peninsula but virtually every major flashpoint in East Asian geopolitics.
But if Trump is ill-prepared for the summit and it does blow up in his face, he can share some of the blame.
“It increasingly looks like the Moon administration overstated North Korea’s willingness to deal,” said Robert Kelly, a political-science professor who’s an expert on North Korea.
He added: “Moon likely exaggerated this to tie Trump to a diplomatic track to prevent him from backsliding into 2017’s war-threats which scared the daylights out of South Koreans. If Trump were less vain and had allowed his national security staff to vet the NK offer, he might have learned this.”
South Korea has reasons to push for diplomacy with North Korea, not least of which is that its citizens would be likely to bear the brunt of the suffering and death if war broke out.
The stuff could hit the fan
On June 12, 2018, in Singapore, Trump is set to face a task like never before in meeting Kim.
North Korea has measurably gained from its diplomatic offensive by forging closer ties with China — and, as Trump has acknowledged, seemed to get Beijing to ease off sanctions. Trump’s main achievement on North Korea thus far has been getting China to adhere to international sanctions.
Kim’s unwinding Trump’s win on the North Korea front with a sophisticated diplomatic ruse could prove embarrassing to Trump before the midterm elections in 2018, when he’ll look for a boost for the Republican Party.
Over the past few years, public awareness of veteran suicide has increased and, more importantly, people are more aware than ever before of the resources available to help struggling veterans and active-duty service members. However, in the past year, we’ve noticed a disturbing new aspect of the problem — there have been a number of recent suicides among high-profile veterans who stood as beacons of hope for others in the suicide prevention movement.
At the Tragedy Assistance Program for Survivors (TAPS), our Red Team has been reflecting on these losses and their impact on suicide prevention and postvention efforts across the military and veteran community.
The late Pfc. Kevin S. Jacobs, United States Marine Corps infantryman. Pfc. Kevin Jacobs struggled with anxiety, emotional pain, and grief due to his experiences at war. Both he and his brother Bryan Keith Jacobs a veteran U.S. Navy Corpsman suffered from PTSD and emotionally began to drift apart. Kevin’s experiences eventually got the best of him, and on Memorial Day, May 28, 2014, Kevin died by suicide. (Guest Photo by Bryan Keith Jacobs, U.S. Navy Veteran)
If any among us believes that suicide is an act of weakness, we should alter our thinking: even the strongest of us — the fierce tribe of warriors who fight our wars — sometimes die by suicide. A man or woman can be a hero to many, noted for his or her uncommon bravery and unconquerable fighting spirit, and still be at risk. Such a man or woman is a true hero.
A second truth is that death by suicide leaves a wake of loss, risk, and regret that is devastating to our community. Many times, I have witnessed and walked with veterans who are cut to the core by this kind of loss. They often say that they “did not see it coming.” In addition to shock and overwhelming grief, they often feel angry that their brother or sister did not reach out to them. Far too often have I heard, “I would have dropped everything to be there if I had only known.”
Soldiers with 2nd Armored Brigade Combat Team, 3rd Infantry Division, behavioral health team, host a Cars Against Suicide Car Show Dec. 1, 2017 at Fort Stewart, Ga. The Cars against Suicide event was hosted by 2nd ABCT in an effort to promote awareness and offer resources to help prevent suicide. (U.S. Army Photo by Spc. Robert Winns)
They also express a deep sense of helplessness, a kind of helplessness that puts them directly at risk for self-destructive actions. And sometimes, when they think of losing a leader among them to suicide, they feel great fear. If this fear had a voice, it might say, “if suicide felt like the only option for a person this strong, what does that mean for me?”
These reactions are the last thing their hero would have wanted them to think and feel.
A family and an entire community can be changed forever based on a decision made in one day of suffocating despair. There is the heroic life lived, but also the death that leaves behind more loss and destruction. How can we make sense of senseless loss?
Based on our work with veterans and military service members over the past ten years, here are 3 things we offer for the community to consider.
3. The tribe is stronger than the power of despair.
To learn to be seamlessly interdependent is to reach the summit of our human potential — it is not a sign of weakness. The lifeblood of those who do battle together is love and trust between those who would lay their lives down for each other.
Connection with the tribe is the protective factor that buffers against despair and disconnection, even in the most extreme situations. This bond of trust is stronger than despair and, when the tribe comes together and locks shields, it has a power that can defeat demons.
2. Balancing legacy and prevention.
Suicidal thinking arises in the context of a perfect storm of events; there’s never just one precipitating event. Self-destructive acts are most often the result of a combination of overwhelming mental anguish, physical pain, a biochemistry altered by chronically poor sleep, and events that create a perception of acute hopelessness. What are we to do if a perfect storm presents itself to us? Here, we can continue to find meaning and hope from the life of a hero and the things that he or she stood for.
While it is important to honor the life lived, it is equally important to balance that message with education, resources, and support around preventing additional suicides. We must think about the message that he or she carried over many years of life, while also understanding the contributing factors of that single, perfect-storm day. What did the person argue for with all of their energies while they were alive? Can their death be used to support the message that was so important during their life? Did this person advocate for turning to one’s tribe, for trusting in one’s community to supply the strength to fight demons? Was this person able to do for themselves what they encouraged in others?
These are the lessons learned on the look back that balance preventing another loss of life with the heroic life lived.
1. Leaders also need the tribe.
Finally, those who stand as a beacon of hope may have some under-appreciated vulnerabilities. Veterans are often driven to find a next mission and derive a great sense of purpose — sometimes even life-saving purpose — from inspiring others to stay in the fight. However, when veterans become caregivers and public examples of strength, there is an additional pressure that is placed on their shoulders as they hold the hope of their brothers and sisters. Veterans have expressed to us that as soon as they became a caregiver of other veterans, they have felt, in some indescribable way, a door is closed to them in terms of seeking help for themselves.
As we work with veteran and military leaders, we have observed that their first instinct is often to isolate in the hope of “getting it together” when their stress feels overwhelming. It runs against their instincts, developed through training and culture, to turn to their tribe when they themselves need support. This does not mean that they do not believe in the value of help-seeking, but may feel shame and guilt when they need it for themselves.
Maybe these leaders and heroes become like a lighthouse, helping keep other people safe, holding strong against the storm. But what happens when the lighthouse itself becomes enveloped by lashing waves and raging seas? How does it signal distress? Who looks out for the lighthouse and how can we make sure that all can turn towards the tribe of those they love and trust to lend them strength to fight their demons? Leaders also need the tribe.
When we’re aware a perfect storm is brewing, one of the best things we can do is connect the person with their tribe and with resources that can help — whether that person is a peer or a leader.
TAPS offers comprehensive, best-practice postvention support services for suicide loss survivors, including the 24/7 Helpline (1-800-959-TAPS), virtual groups and chats for survivors, and on-the-ground events and gatherings.
Veterans and their loved ones can call the Veterans Crisis Line by dialing 1-800-273-8255 and Press 1, chat online, or send a text message to 838255 to receive support 24 hours a day, 7 days a week, 365 days a year.
Shauna Springer is the Senior Director of TAPS Red Team within the Tragedy Assistance Program for Survivors. Dr. Springer is a licensed psychologist with an undergraduate degree from Harvard University and a Doctoral degree from the University of Florida. Known to many veterans as “Doc Springer,” she has helped hundreds of warriors reconnect with their tribe, strengthen their most important relationships, and build lives that are driven by their deepest values. TAPS Red Team provides training and consultation related to suicide prevention and postvention to clinicians, military leadership, policymakers, and organizations.