Russian President Vladimir Putin recently oversaw the launch of nuclear-capable ballistic missiles and apparently pulled the trigger on four of them himself, the Associated Press reports.
The large-scale military drill exercised Russia’s land, air, and sea-based nuclear capability with test launches from submarines, supersonic bombers, and a launch pad.
“The goal of the launch was to test advanced ballistic missile warheads,” a Russian defense ministry spokesman said. And the missiles, as well as the warheads, were very advanced.
Not only does the land-based missile boast a range of over 6,000 miles, enough to hit anywhere in the US with hundreds of kilotons of explosive force, but it has been tailor-made to evade US missile defenses.
Russian media reports that the Yars ICBM tested by Russia flies in a jagged pattern to evade missile defenses. Once the missile breaks up, it carries multiple reentry vehicles and countermeasures to confuse and overwhelm missile defenses.
Almost every military career ends with the service member making a decision: find a job or start a business. For those in the National Guard or reserves, this choice parallels time in uniform.
Veterans who choose the path of entrepreneurship have an added resource to lean on. Jason Van Camp founded Warrior Rising — a nonprofit organization dedicated to helping veterans and their immediate family members start their own businesses.
“When you were getting out of the military you had a question, and that question was ‘now what? What am I going to do with myself?'” Van Camp said. “You probably thought to yourself ‘you know I could just sit back and collect my retirement or I could get a job or I could start a business.”
Starting a business after leaving the military is a journey Van Camp knows well. The former green beret left the Army after a seizure disorder forced him to medically retire. He founded Mission 6 Zero, a leadership development firm with high-profile clients including the NFL and Major League Baseball.
Warrior Rising was launched to help other veterans make the transition to business ownership. The resources provided by the organization are free to veterans and their immediate family members. It is funded by donations with 82.4% of every dollar going to veterans. The rest, Van Camp said, goes to overhead. He added that initially, 100% of donations went to veterans, but the company grew too large and he had to hire paid staff to keep up with demand.
In the five years since its founding, Warrior Rising has grown exponentially. In 2015 the company helped six veterans establish businesses. Last year the number was 1,016. This year, Van Camp said, Warrior Rising on pace to help 1,500 veterans start new businesses with about 40 signing up every two weeks.
Despite frequently saying during an online interview that “business is hard,” Van Camp said Warrior Rising already has some success stories.
Firebrand Flag Company, for example, recently sold out on a limited run of fireproof American flags.
“They’re ramping up business right now and I have no doubt this is going to be a multi-million-dollar company,” Van Camp said.
People interested in using Warrior Rising’s free services should first go to the organization’s website to sign up. Van Camp said an intake specialist will call the applicant within 48 hours.
“So, you have an intimate one-on-one conversation with someone about your business idea, what you’re trying to accomplish, why you’re trying to do it. Is it a good idea? Do you have the money for this? Does your spouse support you?” Van Camp said. “Questions about the actual journey you’re about to embark on.”
From there, applicants are sent to Warrior Rising’s education platform, Warrior Academy – online training that translates a military operations order into a business model. Van Camp said the training is designed to be difficult to prepare would-be entrepreneurs for the realities of owning a business.
“You can’t start out with 0,000 salary. That’s not how it works in business,” he said. “You’re going to have to grind and go without pay and suffer for a while before you start seeing revenue — before you start seeing everything start to pay off and you see a return on investment.”
After the training is complete, applicants are paired with mentors who are successful in the industry the veteran hopes to succeed in. Van Camp said the mentors are usually, but not always veterans.
Eventually, after the veteran has met all of the requirements, they can ask Warrior Rising for financial assistance and the organization will assist them in finding investors, loans or grants.
But that’s not the end of a veteran entrepreneur’s journey with Warrior Rising.
“What I realized is it wasn’t just about starting a business and finding your purpose through business ownership, it was also about creating a community and joining a community and joining a tribe of people that can support you and you can feel comfortable with like you’re part of the family with,” Van Camp said. “We have platoons all over the country.”
In the past, the organization hosted numerous in-person events, but the ongoing coronavirus pandemic has forced Warrior Rising to turn to online venues for events.
Van Camp described coronavirus as a game changer in many ways for those hoping to start businesses. First, he said, more people are applying for Warrior Rising’s assistance.
“It’s been even more prevalent because of COVID,” he said. “Because people are at home looking for that next step because they ask the question ‘now what’ and they come to Warrior Rising for help.”
He said the pandemic will continue to affect the business world for the foreseeable future. He said trucking and logistics, online services and recreational vehicle sales businesses are doing well. His outlook is equally optimistic for credit card processing companies, home security and solar sales.
The outlook is less rosy for commercial real estate.
“Clients of mine that have office space, they’re realizing right now that they don’t need office space. They can work from home,” Van Camp said. “They’re putting as much product out the door as they did before. Private equity firms, venture capitalist firms, the companies that basically control their finances are going to say ‘listen, anything that doesn’t affect the bottom line, get rid of’. They’re going say ‘we don’t need office space. We don’t need to pay rent.’ Coronavirus is going to change the game.”
Van Camp said it’s hard to predict what kind of businesses will be successful. The deciding factor usually has more to do with the would-be entrepreneur than the business itself. Even those with ideas others think are bad might succeed if they’re tenacious and adaptable, he added.
“We try to make it difficult for them and if they continue to try to move forward and if they say ‘I don’t care what you think. I don’t care if you laugh at me, I’m doing this no matter what’, those are the guys that succeed,” Van Camp said. “We try to make sure they understand all the risks. We try to help them understand there’s no guarantees and they’re probably going to fail. We give them all the stats. For some people it scares them off. That’s a good thing because they would have been scared off during their business endeavor anyway. I’ve seen some things that I thought ‘well that’s a dumb idea.’ Because they didn’t quit, they proved me wrong.”
More than a year after a mandate for the Pentagon opened previously closed ground combat and special operations jobs to women, officials say the Navy has its first female candidates for its most elite special warfare roles.
Two women were in boot camp as candidates for the Navy’s all-enlisted Special Warfare Combatant-Craft Crewman program, Naval Special Warfare Center Deputy Commander Capt. Christian Dunbar told members of the Defense Advisory Committee on Women in the Service in June.
Another woman, who sources say is a junior in an ROTC program at an unnamed college, has applied for a spot in the SEAL officer selection process for fiscal 2018, which begins Oct. 1, and is set to complete an early step in the pipeline, special operations assessment and selection, later this summer, he said.
“That’s a three-week block of instruction,” Dunbar said. “Then the [prospective SEAL officer] will compete like everyone else, 160 [applicants] for only 100 spots.”
A spokesman for Naval Special Warfare Command, Capt. Jason Salata, confirmed to Military.com this week that a single female enlisted candidate remained in the training pipeline for Special Warfare Combatant Crewman, or SWCC. The accession pipeline for the job, he added, included several screening evaluations and then recruit training at the Navy’s Great Lakes, Illinois boot camp before Basic Underwater Demolition School training.
Salata also confirmed that a female midshipman is set to train with other future Naval officers in the SEAL Officer Assessment and Selection, or SOAS, course this summer.
“[SOAS] is part of the accession pipeline to become a SEAL and the performance of attendees this summer will be a factor for evaluation at the September SEAL Officer Selection Panel,” he said.
Because of operational security concerns, Salata said the Navy would not identify the candidates or provide updates on their progress in the selection pipeline. In special operations, where troops often guard their identities closely to keep a low profile on missions, public attention in the training pipeline could affect a candidate’s career.
It’s possible, however, that the first female member of these elite communities will come not from the outside, but from within. In October, a SWCC petty officer notified their chain-of-command that they identified as being transgender, Salata confirmed to Military.com.
According to Navy policy guidance released last fall, a sailor must receive a doctor’s diagnosis of medical necessity and command approval to begin the gender transition process, which can take a variety of different forms, from counseling and hormone therapy to surgery. Sailors must also prove they can pass the physical standards and requirements of the gender to which they are transitioning.
These first female candidates represent a major milestone for the Navy, which has previously allowed women into every career field except the SEALs and SWCC community. A successful candidate would also break ground for military special operations.
Army officials said in January that a woman had graduated Ranger school and was on her way to joining the elite 75th Ranger Regiment, but no female soldier has made it through the selection process to any other Army special operations element. The Air Force and Marine Corps have also seen multiple female candidates for special operations, but have yet to announce a successful accession.
The two women now preparing to enter the Navy’s special operations training pipeline will have to overcome some of the most daunting attrition rates in any military training process
Dunbar said the SEALs, which graduate six Basic Underwater Demolition/SEAL classes per year, have an average attrition rate of 73 to 75 percent, while the special boat operator community has an average attrition rate of 63 percent. The attrition rate for SEAL officers is significantly lower, though; according to the Navy’s 2015 implementation plan for women in special warfare, up to 65 percent of SEAL officer candidates successfully enter the community.
But by the time they make it to that final phase of training, candidates have already been weeded down ruthlessly. Navy officials assess prospective special warfare operators and special boat operators, ranking them by their scores on the Armed Services Vocational Aptitude Battery, or ASVAB, physical readiness test, special operations resiliency test, and a mental toughness exam. The highest-ranking candidates are then assessed into training, based on how many spots the Navy has available at that point.
“We assess right now that, with the small cohorts of females, we don’t really know what’s going to happen as far as expected attrition,” Dunbar, the Naval Special Warfare Center deputy commander, told DACOWITS in June.
Dunbar did say, however, that Naval Special Warfare Command was considered fully ready for its first female SEALs and SWCC operators, whenever they ultimately arrived. A cadre of female staff members was in place in the training pipeline, and the command regularly held all-hands calls to discuss inclusivity and integration.
“All the barriers have been removed,” he said. “Our planning has been completed and is on track.”
Salata said the Navy had also completed a thorough review of its curriculum and policies and had evaluated facilities and support capabilities to determine any changes that might need to be made to accommodate women. As a result, he said, minor changes were made to lodging facilities and approved uniform items.
Nonetheless, Salata said, “It would be premature to speculate as to when we will see the first woman SEAL or SWCC graduate. Managing expectations is an important part of the deliberate assessment and selection process; it may take months and potentially years.”
Editor’s note: This story has been updated in the third paragraph to correct the school the SEAL officer candidate attends. She is a junior in an ROTC program at an unnamed college, not the Naval Academy.
The US and its coalition partners have dropped more bombs on Afghanistan in the first ten months of 2018 than any year in the past five years, the US military revealed Nov. 29, 2018.
Between January and October of 2018, the US-led coalition dropped 5,982 bombs in support of Operation Freedom Sentinel and Operation Resolute Support, significantly more than the previous years.
Coalition strike aircraft flew 6,584 sorties during that time, 783 of which involved the release of a weapon, the US Air Forces Central Command’s Combined Air Operations Center disclosed in its monthly Airpower Statistics report.
The Trump administration made airpower a priority for the war in Afghanistan. With the relocation of Air National Guard KC-135 refueling tankers from Al Udeid Air Base in Qatar to Kandahar last fall, the US-led coalition has been able to increase the number of airstrikes against the Taliban and other enemy combatants.
In addition to the refueling tankers, a number of A-10C Thunderbolt attack aircraft, HH-60G Pave Hawk helicopters, and MQ-9 Reaper drones were also shifted to Kandahar, Military.com reported Nov. 28, 2018.
A U.S. Air Force MQ-9A Reaper.
The US and its coalition partners have made progress in the fight against ISIS, but while the number of bombs falling on Afghanistan is on the rise, the coalition continues to struggle to secure victory against a surging and brutal Taliban foe.
The Afghan government’s control of the country has been slipping over the past few years, falling from 72 percent in 2015 to just over half in the third quarter of 2018. In that period, Afghanistan lost 28,529 security force personnel, the Afghan president said in November 2018.
The US continues to suffer losses as well.
Five US troops were killed in November 2018, one to an insider attack, one to accidental friendly fire, and three to an improvised explosive device. Thirteen US service members have died fighting in Afghanistan in 2018, as US forces have largely shifted to advise, assist and training missions.
The Taliban “are not losing right now, I think that is fair to say,” Gen. Joseph Dunford, chairman of the Joint Chiefs of Staff, said. “We used the term stalemate a year ago and, relatively speaking, it has not changed much.”
Gen. Joseph Dunford, chairman of the Joint Chiefs of Staff.
(DOD photo by Navy Petty Officer 1st Class Dominique A. Pineiro)
“We do believe the Taliban know that at some point they do have to reconcile,” Dunford added, stressing that the key is to pressure the Taliban, which has also suffered heavy losses, to eventually negotiate.
Reporters from the Washington Post recently questioned President Donald Trump on America’s presence in Afghanistan. “We’re there because virtually every expert that I have and speak to say if we don’t go there, they’re going to be fighting over here. And I’ve heard it over and over again,” he replied.
He further remarked that there is talk of peace, but added that he was unsure if that is a real possibility.
Speaking to reporters at the Pentagon Nov. 28, 2018, Mattis said the peace process is “picking up momentum,” but did not go into additional detail.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The commander of Program Executive Soldier today refuted recent media reports that the Army’s senior leadership has killed a requirement to field a new 7.62mm Interim Service Combat Rifle capable of defeating enemy body armor.
“It is not dead. The decision has not been made,” Brig. Gen. Brian Cummings (P) told Military.com.
Despite Cummings insistence, a source told Military.com that Army Chief of Staff Gen. Mark Milley has decided to cancel requirement, and ultimately the competition, but has not made yet made it official yet.
The Army identified a potential gap in the capability of ground forces and infantry to penetrate body armor using existing 7.62mm ammunition, according to the Aug. 4 solicitation.
The opening of the competition came just over two months after Milley revealed to Congress that the M4 Carbine’s M855A1 Enhanced Performance Round cannot penetrate modern enemy body armor plates similar to the U.S. military-issue rifle plates such as the Enhanced Small Arms Protective Insert, or ESAPI.
Milley told lawmakers in late May that the Army does not believe that every soldier needs a 7.62mm rifle. These weapons would be reserved for the Army’s most rapid-deployable infantry units.
The Army intended to purchase up to 50,000 new 7.62mm rifles to meet the requirement, according to the solicitation.
It’s still unclear what changed; why the Army leadership decided to kill the effort.
It might have something to do with the U.S. Marine Corps’ lack of interest in the requirement and that it has decided to go in the opposite direction. In August, the Corps announced its plans to purchase more than 50,000 additional M27 Infantry Automatic Rifles (IARs), which are chambered for 5.56mm.
Trying to emerge from scandals that shook the agency to its core, the U.S. Department of Veterans Affairs is attempting to overhaul what officials admit was sometimes pretty bad customer service.
Quietly, since 2015, the U.S Department of Veterans Affairs has built a national Veterans Experience Office.
The office’s first steps have been rolling out over 100 community veterans committees nationwide and retraining employees to be less rigid and more customer-focused.
The VA even hired professional writers to redraft the language of 1,200 official letter templates to make them more reader friendly.
“(We) had somehow gotten away from the primary mission of organizing the enterprise through the eyes of the customer,” said Joy White, who leads the office’s Pacific district, which includes California and the West Coast.
“(We did) things that made sense to us, made it easy for us as the VA,” White said. “But, in all of that, we lost the voice of the customer.”
The task at hand: How to change the culture of a massive federal agency that provides everything from medical care to monthly disability checks to funerals.
Some might wonder if — with what’s a famously dense bureaucracy — it can be done. Even new VA Secretary David Shulkin has said it’s a struggle to fire bad apples, including employees who watch porn on the job.
The new Veterans Experience Office’s budget this fiscal year is $55.4 million, up from $49 million last year, “to lead the My VA transformation,” according to a budget document. About 150 jobs now fall under this office’s umbrella.
Two years in, the nation’s veterans organizations are still taking a wait-and-see position.
“We’re not sure how much the VEO has improved the VA to date, but we are encouraged by this initiative and hope to see it succeed,” said Joe Plenzler, American Legion spokesman. “Any effort to improve dialogue between veterans and VA employees and administrators is time and money well spent.”
One vocal critic of the VA said the office has potential but not if it tries to just “paper over” structural issues facing the veterans agency.
“Doing things that are more feel-good measures, but actually don’t address some of the core problems of the VA, could distract from what’s needed to be done,” said Dan Caldwell, policy director at Concerned Veterans for America.
“That’s the danger I see, potentially, with this office. But I want to say there’s a lot of opportunity here. If this office is managed well and insists that they are here to improve the outcomes for veterans — and not just ‘the experience’ — they could be successful.”
The “veterans experience” campaign started under former VA Secretary Bob McDonald, the retired Proctor Gamble chief executive brought in by President Barack Obama in mid-2014 following a national scandal over wait times for VA medical care.
McDonald installed a “chief veterans experience officer” in early 2015.
The office reports directly to the VA secretary — now Shulkin, a doctor and health-care executive who is the first non-veteran to lead the agency.
Whether he will continue the “experience” campaign is an open question.
However, in April he named Lynda Davis, a former Army officer and Pentagon civilian executive with experience in personnel and suicide prevention, to head the office. She replaces a former McDonald’s executive, Tom Allin, who held the job for about two years.
Some of the hiring was for “human-centered design” teams. These teams, which include people from Stanford’s prestigious D School, are supposed to re-engineer VA routines that aren’t working.
They produced a “journey map” showing what VA patients experience.
It identifies “pain points” along the way, such as cancelled appointments. It also calls out “moments that matter,” such as the check-in process and whether it’s hard or easy to park.
Two early goals were to establish one consumer-oriented website and one toll-free telephone number for all VA divisions. The result was vets.gov and 1 (844) My-VA311.
The VA is now looking for inspiration from national brands famous for good service. Starbucks, Marriott, and Walgreens are on the list.
“We get the experience that we design. Historically, we haven’t put an emphasis as an organization on customer service. There was no program of record that said ‘this how we do customer service,'” White told the San Diego Union-Tribune.
One change the Veterans Experience Office has led: hiring for customer-service skills, instead of just looking for people qualified for a position.
“We weren’t hiring for attitude,” said White, who said her office identified questions to insert in the VA’s interview process to draw out whether an applicant had customer service aptitude.
In a changing health-care industry, this is a bandwagon that the VA is belatedly jumping on.
Other hospital organizations have rebooted their customer experience in the past decade in response to a shift in Medicare reimbursement policy that now rewards for patient satisfaction, experts said. The power of social media is also a factor.
The Cleveland Clinic was the first major academic medical center to appoint a chief experience officer in 2007. Across the country, hospitals have built grand entrances, opened restaurants intended to draw non-patients and put flowers by bedsides.
“My sense of it is that we live in the age of the empowered consumer,” said John Romley, an economist at the University of Southern California’s Schaeffer center for health policy.
“VA customers maybe have less choice in the matter, but at the same time, there’s a great deal of sensitivity in the broader population about how we treat these people in the VA system.”
The VA’s new customer service motto — Own the Moment — sounds a bit like a commercial TV jingle.
Training is rolling out across the country, including at the La Jolla VA hospital.
The premise: Each VA employee should “own” their time with a customer, the veteran, and do their best to ensure the person gets the help he or she needs.
That contrasts to the like-it-or-lump-it experience that veterans have sometimes complained about in the past.
“We’re moving away from a rules-based organization to a more of what we call a values, principle-based organization,” said Allan Castellanos, the VA employee teaching the La Jolla seminar.
“I call it more like integrated ethics, like doing the right thing for the right reason,” he said.
The employees were shown a video of VA workers going the extra mile to welcome an uncertain new veteran into a clinic.
In another, VA workers allowed the family of a dying veteran to bring his horse onto hospital grounds.
The VA is trying to emerge from bunker mentality after back-to-back national embarrassments.
First, in 2013, the backlog of disability claims rose to mountainous proportions, bringing down the wrath of Congress and the public.
Then, in 2014, news reports revealed that VA medical workers were keeping secret lists of patients waiting for appointments to make wait-time data appear satisfactory.
All of this occurred as the VA struggled to handle a flood of new veterans coming home from the Iraq and Afghanistan wars.
A few of the ideas being pursued by the Veterans Experience Office have origins in San Diego.
Officials acknowledge that what they are calling Community Veterans Experience Boards — the 152 community boards they eventually want to create nationally — came from San Diego’s longstanding example.
San Diego veterans leaders meet monthly with VA officials here in both closed-door and public sessions.
Additionally, the tragic suicide of 35-year-old Marine Corps veteran Jeremy Sears appears to have helped spur a campaign to redraft VA correspondence to make it more user friendly.
Sears shot himself at an Oceanside gun range in 2014 after being rejected for VA disability benefits despite the cumulative effects of several combat tours.
Veterans advocates suggested that the VA rejection letter could have offered advice on where to go for counseling and other assistance, instead of just a “no.”
“That was one of the ‘pain points’ that was identified,” White said, referring to the veteran’s “journey mapping” that her office did. “There was a lot of legalese, when in fact we just want it to be simple and clean.”
They started with the Veterans Benefit Administration’s correspondence and are working their way toward the Veterans Health Administration’s appointment cards.
Veterans Experience Office officials first told the Union-Tribune that they could provide examples of the rewritten letter formats, but later said they weren’t ready yet.
The Veterans Experience Office, headquartered in Washington, now has split the country into five districts and dispatched “relationship managers” to each.
The Veterans Experience Office is now trying to finesse those moments that matter to veterans. In 2017, officials expect to roll out a veterans real-time feedback tool in 10 locations. They also plan to release a patient experience “program of record.”
“Our goal is to build trust with veterans, their family members, and survivors,” White said. “How do we do that? By bringing their voices to everything we do.”
Prior Sergeant Major of the Army Dailey offered some powerful guidance for the “backbone of the Army,” the non-commissioned officers’ corps. In case you missed it the first time we posted it, here it is:
No. 1. Yelling doesn’t make you skinny. PT does.
If you’re not out there saluting the flag every morning at 6:30, you can automatically assume your soldiers are not. Soldiers don’t care if you’re in first place. They just want to see you out there. This is a team sport. PT might not be the most important thing you do that day, but it is the most important thing you do every day in the United States Army. The bottom line is, wars are won between 6:30 and 9.
No. 2. Think about what you’re going to say before you say it.
I’ve never regretted taking the distinct opportunity to keep my mouth shut. You’re the sergeant major. People are going to listen to you. By all means, if you have something important or something informative to add to the discussion, then say it. But don’t just talk so people can hear you. For goodness sake, you’re embarrassing the rest of us. Sit down and listen. Sometimes you might just learn something.
No. 3. If you find yourself having to remind everyone all of the time that you’re the sergeant major and you’re in charge, you’re probably not.
That one’s pretty self-explanatory.
No. 4. You have to work very hard at being more informed and less emotional.
Sergeants major, I’ll put it in simple terms: Nobody likes a dumb loudmouth. They don’t. Take the time to do the research. Learn how to be brief. Listen to people, and give everyone the time of day. Everyone makes mistakes, even sergeants major, and you will make less of them if you have time to be more informed.
No. 5. If you can’t have fun every day, then you need to go home.
You are the morale officer. You don’t have to be everyone’s friend, but you do have to be positive all the time. The sergeant major is the one everyone looks to when it’s cold, when it’s hot, when it’s raining, or things are just going south. Your job is to keep the unit together. That’s why you’re there. The first place they will look when things go bad is you, and they will watch your reaction.
No. 6. Don’t be the feared leader. It doesn’t work.
If soldiers run the other way when you show up, that’s absolutely not cool. Most leaders who yell all the time, they’re in fact hiding behind their inability to effectively lead. Soldiers and leaders should be seeking you, looking for your guidance, asking you to be their mentors on their Army career track, not posting jokes about you on the ‘Dufflebag blog’. That’s not cool. Funny, but it’s not cool.
No. 7. Don’t do anything — and I mean anything — negative over email.
You have to call them. Go see them in person. Email’s just a tool. It’s not a substitute for leadership. It’s also permanent. You’ve all heard it. Once you hit ‘send,’ it’s official, and you can never bring it back. Automatically assume that whatever you write on email will be on the cover of the Army Times and all over Facebook by the end of the week. Trust me, I know this personally.
No. 8. It’s OK to be nervous. All of us are.
This happens to be my favorite. It came from my mother. My mom always used to tell me that if you’re not nervous on the first day of school, then you’re either not telling the truth, you either don’t care, or you’re just plain stupid. [Being nervous] makes you try harder. That’s what makes you care more. Once that feeling is gone, once you feel like you have everything figured out, it’s time to go home, because the care stops. Don’t do this alone. You need a battle buddy. You need someone you can call, a mentor you can confide in. Don’t make the same mistakes someone else has made. Those are the dumb mistakes. Don’t do this alone.
No. 9. If your own justification for being an expert in everything you do is your 28 years of military experience, then it’s time to fill out your 4187 [form requesting personnel action] and end your military experience.
Not everything gets better with age, sergeants major. You have to work at it every day. Remember, you are the walking textbook. You are the information portal. Take the time to keep yourself relevant.
No. 10. Never forget that you’re just a soldier.
That’s all you are. No better than any other, but just one of them. You may get paid a little more, but when the time comes, your job is to treat them all fair, take care of them as if they were your own children, and expect no more from them of that of which you expect from yourself.
The US Air Force’s F-22 Raptor stealth fighter is playing a crucial yet evolving role in air operations over Syria and Iraq.
With advanced stealth technology and powerful sensors, the aircraft is the first coalition plane back in Syrian airspace after a major incident. Such was the case after the US downings of Syrian aircraft this month, as well as the US Navy’s Tomahawk missile strike on al Shayrat air base in April.
Notably missing from the high-profile shoot-downs, the fifth-generation aircraft made by Lockheed Martin Corp. isn’t necessarily showcasing its role as an air-to-air fighter in the conflict. Instead, the twin-engine jet is doing more deconflicting of airspace than dog-fighting, officials said.
“This is a counter-ISIS fight,” said Lt. Col. “Shell,” an F-22 pilot and commander of the 27th Squadron on rotation at a base in an undisclosed location, referring to the Islamic State of Iraq and Syria, or ISIS. He spoke to Military.com on the condition that he be identified by his callsign.
“ISIS doesn’t have advanced surface-to-air missiles, they don’t have an air force … but we are deconflicting the air space,” Shell said. “Not everyone is on the same frequencies,” he said, referring to the US, Russian, Syrian, and coalition aircraft operating over Syria. “Deconfliction with the Russian air force — that is one of the big things that we do.”
The pilot said the F-22’s ability to identify other aircraft — down to the airframe — and detect surface-to-air missiles and relay their existence to other friendly forces while remaining a low-observable radar profile makes it critical for the fight.
The Raptor is typically flying above other aircraft, though not as high as drones such as the MQ-9 Reaper and other intelligence, surveillance, and reconnaissance aircraft, Shell said.
The F-22, along with the E-3 Sentry Airborne Warning and Control System, “has really high fidelity sensors that we can detect when non-coalition aircraft are getting close,” he said, “and we can move the coalition aircraft around at altitude laterally, so that, for example, if a Russian formation or Syrian formation going into the same battlespace to counter ISIS, [they are] not at conflict with our fighters.”
Weapon of Choice: Small Diameter Bomb
Even so, to defend itself in the air and strike targets on the ground, “we carry a mixed load out,” Shell said.
The F-22 wields the AIM-9X Sidewinder missile, the AIM-120 Advanced Medium-Range Air-to-Air Missile, the laser-guided GBU-39 Small Diameter Bomb, and the GPS-guided GBU-32 Joint Direct Attack Munition.
The Small Diameter Bomb is more likely to be used, especially in the counter-ISIS fight in urban areas where the Raptor is conducting precision strikes, Shell said.
“We carry the low collateral damage weapon, the Small Diameter Bomb GBU-39, to precisely strike enemy combatants while protecting the civilian population,” he said. “We also can carry the 1,000-pound JDAM GBU-32 used for targets where there is less-to-little collateral damage concern,” meaning a larger blast for attack.
Location Isn’t ‘Scramble-able’
The Combined Air Operations Center, or CAOC, based in another location, develop the F-22’s mission tasking typically three days out, Shell said. For logistical purposes, all aircraft in theater don’t fly unless the mission is deemed critical, he said.
“Typical maintenance practices will not have every airplane airborne at once,” he said.
In addition, “We’re not in a scramble-able location,” he said. “We’re not [a dozen or so] miles away from the OIR fight — we have to drive.”
Between flying in Iraq and Syria, “there are different rules based on where we’re flying,” Shell said, stopping short of detailing each country’s rules of engagement and flight restrictions. “They’re minor in the technical details.”
‘The Only Thing That Can Survive’
During the Navy’s TLAM strike, “serendipitously,” there were more F-22s in the area of responsibility because some were getting ready to fly home while others were coming in, according to Brig. Gen. Charles Corcoran, commander of the 380th Expeditionary Wing, which houses the F-22 mission in an undisclosed location for Operation Inherent Resolve, the Pentagon’s name for the anti-ISIS campaign.
After incidents like that, “We kind of go to F-22s only — fifth gen only” because “it’s the only thing that can survive in there,” he said, referring to the plane’s ability to fly in contested airspace despite the presence of anti-access aerial denial weapons.
Should Russia paint coalition aircraft with surface-to-air missile systems, “the only thing we’ll put in there is F-22s,” Corcoran said. Leaders will then decide which types of fourth-generation fighter — like an F-16 Fighting Falcon with capable radars — and/or drone can return to the fight, he said. Only later would they allow “defenseless aircraft” such as tankers to circle back through taskings, he said.
“If an F-15 or an F-18 — which is really more of a ground-attack airplane — is busy doing this, they’re not available to do the close air support stuff, so if we [have] got to keep this up, we’re probably going to need some more forces over here that can do their dedicated jobs,” Corcoran said. That includes more “defensive counter air” assets like F-22s so the tactical fighters can drop more bombs “and get after ISIS,” he said.
‘We Can Bring More’
Given the nature of how the US air operation against ISIS has evolved in recent months, Shell acknowledged the possibility that commanders may decide to deploy more F-22s to the area of responsibility.
“The airplanes that we have here, it’s not the maximum we can bring, we can bring more if directed,” he said. With more Raptors in theater, “they would obviously task us more,” he said.
Shell said, “People often call us the quarterback [in the air]. I don’t like that because we’re not always in charge — there is a mission hierarchy … and most of the time it is not the F-22. We enhance the mission commander’s situational awareness by feeding him information based on off our sensors for him or her to make a decision.”
When asked if that meant the stealth fighter works as a “silent partner” gathering intel, he said, “We’re not really silent. We’re pretty vocal.”
At the Office of Naval Research’s annual Science and Technology Expo on July 21 in Washington, DC, a development team from Rutgers University demonstrated the unusual quadcopter, which can swim at depths of up to 10 meters, then seamlessly launch to the surface and soar into the air.
The drone, developed with sponsorship from the Office of Naval Research, shows promise as a tool for mine countermeasures and port security, to name a few possibilities.
There’s also interest from the special operations community, said Dr. Marc Contarino, vice president of technology for the program. It carries a 360-degree waterproof camera, making it well-suited for security and bridge and ship inspections, among other missions.
“Special ops have not told us exactly what they want. But we know for special ops, it’s all about speed and not being detected,” Contarino told Military.com. “So we’re building our system to be as fast as possible.”
While current prototypes are not much larger than a typical commercial quadcopter, Contarino said there are plans to build a six-foot-diameter model capable of carrying the 30-pound payload the Navy wants for its mine countermeasure mission. That UAV will be able to operate in waves of three-to-five feet and in 30-mile-per-hour winds, he said.
Developers have already put the Naviator through its paces in real-world conditions, launching the drone from the Delaware Memorial Bridge over the Delaware River and from the Cape May-Lewes Ferry.
“Since we’re a Navy sponsor, I tried to find the biggest boat I could to showcase it,” Contarino said.
When a Phase Two development contract begins for the Naviator in 2018, Contarino said the team plans to expand its operational envelope, including work to develop a model that can operate at depths of up to 30 meters, and development of pressure-resistant features that could support much greater depths.
Whether the Naviator spends more time underwater or flying over it depends entirely on the mission.
“[It acts as if] air is a fluid, water is a fluid, and it doesn’t care,” Contarino said. ” … So we think the Navy really likes it because it does the air, the surface, and the underwater mission.”
Ahead of the historic meeting between the leaders of North and South Korea on April 27, 2018, political emblems depicting unity have been rolled out across South Korea.
One of these is an outline of the full Korean Peninsula, like on the Korean unification flag seen prominently at the Olympics. Inside Peace House, where Kim Jong Un and Moon Jae-In will meet, chairs have been engraved with the same outline and a miniature version of the flag will be placed on a dessert later in the day.
But not everyone views the symbols favorably.
The Korean unification flag features a set of disputed islands between Japan and South Korea that have been a source of tension for over a millennia.
Both South Korea and Japan claim the pair of nearly uninhabitable islets located in the Sea of Japan, which are controlled by South Korea. South Korea refers to the islands as Dokdo, while the Japanese refer to them as Takeshima.
Internationally, they have been given the name of Liancourt Rocks to avoid dispute.
Japan claims it acquired the islands in 1905 as terra nullius during its occupation of Korea, while Korea maintains it was illegally occupied and that Japan’s claims to the islands amount to continued imperialism.
The islands holds significant symbolic importance to South Korea but Japan has protested the use of the islands in the Korean unification flag.
On April 25, 2018, Japan’s foreign ministry lodged a formal complaint about the use of the flag, which is set to be featured on top of a mango mousse served during the inter-Korean summit on April 27, 2018.
A Japanese official met with the South Korean embassy in Tokyo, telling them the use of the flag is “deeply regrettable and unacceptable for Japan,” according to NHK News.
The Japanese Embassy in Seoul has also lodged a complaint with South Korea’s foreign ministry.
This is not the first time the symbol has angered Japan.
In February 2018, Japan lodged a protest against the unification flag which was on display during a women’s ice hockey match between the joint North-South Korean team and Sweden.
South Korea later said it would not depict the islands on the flag it intended to use during the Olympics. But pictures of North Korea’s cheerleaders at the games show they appear to have used the controversial flag anyway.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
China’s biggest advantage is that other countries have left giant opportunities wide open that Beijing was able to easily fill, according to John Garnaut, a former adviser on China to Australia’s Prime Minister Malcolm Turnbull.
Garnaut, who spoke to the US House Armed Services Committee on March 21, 2018, was giving national-security advice on state influence operations when he pointed out a common thread of China’s influence operations. Namely, that the US, Australia, and other leading nations stopped investing in Chinese education and global development, allowing China to take control.
“China is really filling a service we are failing to provide — that is a China capability, linguistic capability, understanding of Chinese contemporary politics and history,” Garnaut said, before putting a spotlight on China’s state-run cultural institutes around the world.
“Confucius Institutes have found a great black hole that they can fill,” he said.
There are over 1,500 Confucius Institutes and Classrooms, which aim to promote Chinese language and culture, in universities, primary schools, and high schools in 142 countries around the world.
While playing a key role in, by their own admission, China’s soft-power and propaganda, they have also been deemed a “trojan horse” and a source of censorship. China’s Communist Party retains ultimate control over Confucius Institutes, their budgets, activities, and curricula.
Garnaut believes the US and Australia have essentially given Beijing this influence. He said that universities “need to work hard” to rebuild their Chinese expertise so they don’t have to rely on China’s government to fill the gaps.
But education isn’t the only area where China has seized opportunities. The Belt and Road Initiative (BRI), President Xi Jinping’s plan to link 70 countries via railways and shipping lanes, has seen an outpouring of expensive loans to poorer nations to fund infrastructure.
“With BRI, obviously again they filled a vacuum,” said Garnaut. “If we’re — between us — no longer supporting development in the way that we used to in my part of the world, in Southeast Asia and the Pacific, it provides opportunities for others. I think there’s opportunity to do more there and also to again really focus on transparency.”
US legislators want Confucius Institutes to register as foreign agents
On March 21, 2018, three US legislators, including Florida Sen. Marco Rubio, introduced the Foreign Influence Transparency Act which would require Confucius Institutes to register as foreign agents.
“This legislation aims to bring greater transparency to the activities of foreign governments operating in the United States,” said Rubio.
When asked about the proposed law, Garnaut said regardless of whether Confucius Institutes should be registered, “that’s the right direction.”
“What they do is partly propaganda, but even more importantly is their connection to the United Front’s Work Department system and that is they can potentially be used, and we need to stop them being used, as a platform for influencing decision-making in universities,” said Garnaut.
The United Front Work Department is the arm of China’s government that openly runs China’s soft power and influence initiatives internationally, particularly in regard to Chinese students studying abroad and the Chinese diaspora.
And the relationship between United Front Work and Confucius Institutes was made even stronger this week in a vast government shakeup. United Front Work’s role is being strengthened, and it will absorb the Overseas Chinese Affairs Office and oversee international Chinese language education.
From now on, Confucius Institutes may very well be overseen by the United Front Work Department.
But countries should be more concerned about quieter initiatives
As much as the US and Australia should be concerned about overt instances of influence, such as the Confucius Institutes, Garnaut believes there are far more serious instances of influence that need to be tackled.
“One thing about the Confucius Institutes is, at least we know about them and people are talking about them. In a way, that degree of transparency goes a long way to curing the problem,” Garnaut said.
“What I’m personally more concerned about is things that don’t have a big flag over their building. We see other institutes and research institutes performing similar functions but without the attention, and I think that’s where we need to pay a lot more attention.”
The Islamic State of Iraq and Syria has long had a track record of hitting new lows when it comes to atrocities. Well, they also do stuff to their recruits that even Gunny Hartman from Full Metal Jacket wouldn’t do.
According to a report by the London Daily Mail, ISIS recruits at a training camp in Yemen once lined up to be kicked in the groin as part of their training to join the terrorist group. The image was part of a propaganda video put out by the radical Islamic terrorist group, which has been suffering substantial reverses in its original stomping grounds of Iraq and Syria.
As a result, ISIS is setting up its training camps in a safer venue. Yemen, which has been suffering through a civil war between Iranian-backed Houthi rebels and the Saudi-backed government since 2014, has fit the bill as that relatively safe area for the terrorist group, despite an air campaign carried out by a Saudi-led coalition.
The terrorist group al-Qaeda in the Arabian Peninsula, an affiliate of al-Qaeda, has operated in Yemen as well.
The photograph of the junk-kicks was part of a montage that also showed recruits going through assault courses, doing pull-ups, and taking target practice.
As for why the junk-kicks were included, the Daily Mail claimed that ISIS may have been trying to show how tough their recruits were. But because it was merely a photograph, there was no way to tell if the exercise put any of the prospective terrorists out of commission.
It can sometimes be hard for commanders to get a full picture of the battlefield, whether that’s on the ground in Syria or in the forests of Colorado. The “Space Cowboys” of the Colorado Army National Guard‘s 117th Space Battalion aim to solve that problem.
Just the Facts
The 117th Space Battalion is the only unit of its kind in the National Guard.
Its 12 space support teams work with commercial and classified space-based assets to support command requirements.
The 117th has the highest concentration of space support teams anywhere in the Army.
Army Space Support Teams are made up of six soldiers — two officers and four enlisted — each with unique skills. The teams deploy around the world to enhance intelligence and operations planning abilities.
U.S. Army Sgt. Rick D. Peevy, a crew chief from Alpha Company, 2nd Battalion, 135th Aviation Regiment, Colorado Army National Guard, surveys the scene while wildfires burn the training range at Fort Carson, Colo., June 12, 2008.
“The [space] support team allows the warfighter to see and overcome enemy forces using the most appropriate amount of lethality available to them,” said Army Sgt. Maj. Fred Korb, the 117th’s senior enlisted leader. “For example, this allows the maximum effectiveness for targeting enemy forces while limiting danger to the coalition warfighter and noncombatants.”
More than 55 percent of soldiers in the unit have advanced degrees.
“Support can include producing imagery products, deconflicting GPS issues, missile warning, missile defense, satellite communications, and space as well as terrestrial weather effects on operations,” said Army Staff Sgt. Joseph Fauskee, the noncommissioned officer in charge of one of the battalion’s space support teams.
The 117th’s soldiers also produce the imagery needed to support wildfire fighting efforts in their home state. This year, some of its soldiers responded to the Spring Creek fire, the third-largest wildfire in Colorado history.