Most of us think of highly-trained spies and espionage units as the best of the best, Cold War ninjas who would never dream of getting caught lest they be disavowed by Washington, Moscow, London, or wherever they come from.
If 1980s-era film and television has taught us anything, it’s that the Russian spy agencies are among the best of the best. If that was true, something is severely lacking lately, because one of their spy units keeps getting caught doing some high-profile greasy stuff.
Russia’s GRU unit 29155 was recently outed as the unit behind the alleged payment of bounties to the Taliban for killing U.S. troops in Afghanistan. But that’s not the only high-visibility mission that was uncovered in recent days. 29155 was also allegedly behind the effort to hack Hillary Clinton’s State Department emails during the 2016 U.S. presidential election, the assassination of former KGB spy Sergei Skripal in England, and an attempted coup in Montenegro.
The unit is part of the Russian military intelligence apparatus, responsible for intelligence gathering and operations outside of the Russian Federation. The GRU (as it’s known outside of Russia and the former Soviet Union) was not as widely known or regarded as the Soviet KGB or the KGB’s antecedents, the Russian SVR and FSB, but today it is the go-to agency for military-related operations.
Why? Because it deploys six times as many foriegn operatives as the FSB or SVR. The GRU is Russia’s largest foreign security service. But unlike the KGB, the GRU has been largely unchanged since its Soviet heyday.
The GRU is the unit that takes on the most important military operations, like say, partnering with the Taliban or killing off former Soviet spies. But Foreign Policy says their work has been pretty sloppy in the past few years.
In the case of bounties on American troops in Afghanistan, U.S. intelligence services were actually able to track bank transfers between the Taliban and GRU accounts overseas. As for the other plots, it didn’t even require intelligence services. Media outlets inside and outside of Russia have been able to track members of 29155 because they kept reusing aliases with questionable cover stories to travel throughout the world.
Using these bits of information, the movement of GRU assets was relatively easy to track for the media, who published their findings. It was so easy, the information was confirmed by multiple countries’ intelligence agencies. The members of 29155 were mapped and tracked all over Europe.
Two of the 29155’s agents, Alexander Petrov (really Alexander Mishkin) and Ruslan Boshirov (real name Anatoliy Chepiga), were caught red-handed by Scotland Yard on closed-circuit tv cameras in the 2018 assassination plot of Sergei Skripal.
In that plot, the use of a Soviet nerve agent, along with the GRU operatives, led investigators not only to 29155, but to Chepiga entire graduating class of the GRU academy. From there, they uncovered plots to poison an arms dealer, interfering in elections in Spain, and even a coup in NATO member Montenegro.
Western intelligence saw the effort as a “Rosettta Stone” in reading Russian intelligence movements abroad.
When one nurse chose emergency medicine for its fast paced environment and continual learning, she never dreamed she’d be working through a global pandemic.
Alyssa Piegari has been drawn to the emergency room (ER) ever since she graduated high school. She began her career in medicine as an emergency medical technician. Ten years later, she would go on to earn her Master’s in nursing and the ER would become her second home.
That home is becoming increasingly chaotic.
Piegari is a nurse in a northern New Jersey hospital, just minutes from New York City. Her county has the most cases in the state. The Governor recently requested help from the Army Corps of Engineers to expand hospital and intensive care abilities. Piegari shared that the ER was already a hectic place, short on vital resources.
Now, things are even worse.
If a patient is suspected of having the novel coronavirus or COVID-19, there’s a full donning process before you can enter into their room. Gown, N95 mask, face shield, and gloves. But if you get into that room and its missing things like a blood pressure cuff, which she shared happens often, you have to take everything off and start over. Those vital personal protective equipment (PPE) items are running scarce.
Piegari treated her hospital’s first coronavirus patient.
Piegari shared that if you walk into an ER showing signs and symptoms of a virus you are immediately swabbed and tested for 20 different viruses. The COVID-19 swab takes three to five days for results. Patients who come up negative for the other viruses in the initial scan are then treated as though they are positive for COVID-19 and sent for a CAT scan of their chest.
“When you look at the CAT scan pictures of a healthy person compared to one with the beginning stages of the virus, it appears as ground glass looking nodules. It starts with one in the lungs and then spreads like wildfire,” said Piegari. After a few days, those with coronavirus tend to decline quickly, with those patches of ground glass nodules taking over the lungs. This is what leads to death for many patients.
She went on to say that not only is her hospital seeing patients with COVID-19 that have underlying conditions, but people who have no comorbidities or issues. Her hospital recently admitted a patient who was just 23 years old.
Piegari shared that people – possibly even children – are walking around as carriers of this virus, showing absolutely no symptoms. They are living their lives as usual and passing it to people who are getting very ill; and some dying. This is the entire point of social distancing, says Piegari, to stay home and protect your community members. Whatever activity you have planned, it just isn’t worth the lives it impacts.
“We are now in a society where the flu is globally accepted. Due to this, people aren’t considerate of others. They’ll still go to the gym, grocery story, and cough and expel the virus; spreading it,” shared Piegari. The most recent study of COVID-19 has shown that it can survive in the air for several hours, posing significant risk to communities and especially medical professionals taking care of these patients.
“Quarantine is a good thing. It is going to take down the number of cases. The mass hysteria that is going around is inappropriate, however. It is causing lack of resources for those that are truly in need,” said Piegari.
This is the reasoning behind the majority of states closing down their businesses, schools, and limiting gatherings. To those that are still taking this virus lightly, they should become concerned. If not for themselves, then for the people around them.
Piegari also encouraged people to call ahead and not just come in. Her hospital in particular has seen a massive influx of people with flu-like symptoms. Even if they do not have the novel coronavirus, they’ve just now exposed themselves to a whole host of viral possibilities.
In the end, Piegari shared that she will continue to go to work, even at the risk of her own health and that of her family. She and many other medical professionals on the front lines deserve our utmost respect and our attention. Listen to them and help slow the spread of this pandemic.
The Soviet-run Red Star Kennel mated Giant Schnauzers, Airedales, Rottweilers, and Moscow Divers as the primary breeds. These were chosen for the Schnauzer’s agility and sharp guarding instinct; the Airedales’ happy disposition, perseverance, and staying power; and the Rottweiler for its massive make, shape, and courage.
Other breeds included Newfoundlands, Caucasian Shepherds, and others – including the now-extinct Moscow Water Dog.
They created the ideal working dog, a large breed that stays alert, is protective without being aggressive, and is able to withstand the extreme climates of Russia – which ranges from frozen Siberia to dry, hot desert. By 1983, it was declared a new breed worldwide.
As a result of the extremely selective breeding, the Black Russian Terrier is a big dog, upwards of three feet tall and 130 pounds – and needs a job to do in order to be happy.
While initially used to guard prison camps and against potential industrial sabotage, the dogs were needed at a time when the population of the Soviet military’s working dogs was on the decline. While not added to the American Kennel Club until decades later, the young breed was at work in the Soviet Union by 1954.
They love to run around in big spaces and a reportedly very lovable pets. But they need to be around people. Think of it: a specifically bred large, powerful dog with big teeth, who only wants to cuddle. Some owners report they will destroy your house like German Panzer Army if you leave them alone too long!
In 1871, an American fleet led by a diplomatic and merchant ship entered Korean waters and were fired upon by antiquated shore batteries, leading to a battle where 650 Marines and sailors landed on one of the island and fought against Korean personnel to capture five forts.
Officers of the USS Colorado pose on the ship in Korean Waters near the end of the Korean Expedition in 1871.
The mission of the fleet was to open up trade and diplomatic relations with the Korean people, a mission that was fraught with dangers stemming from a bloody history.
Meanwhile, the General Sherman incident followed years of Korean atrocities against their Christian populations, largely a response to perceived encroachment by missionaries and other western influences.
U.S. Navy officers pose during a council of war aboard the USS Colorado in June 1871 while preparing to make landfall on a Korean island.
So, when the fleet arrived in Korea, they shouldn’t have expected a warm welcome. But they were still surprised when the lead vessel, an unarmed merchant ship, came under a sustained 15-minute barrage from shore batteries.
But the American fleet was only moderately damaged from the fusillade and the Americans simply withdrew. They returned 10 days later, made landfall, and spoke to Korean authorities.
The Koreans refused to apologize, and the Americans launched a concerted assault on Ganghwa Island, the source of the earlier fire. The island boasted five forts, but they were mostly armed with outdated weapons and the troops lacked training in the tactics of the day.
Marine Corps Cpl. Charles Brown and Pvt. Hugh Purvis stand in front of a captured Korean Military Flag in June 1871 following the capture of Korean forts on June 11. Brown and Purvis received Medals of Honor for their actions during the short conflict.
(National Museum of the U.S. Navy)
Approximately 650 Marines and sailors, nearly all the men of the expedition, attacked one fort after another, pushing the Korean forces back and inflicting heavy casualties while suffering relatively little in return. The fighting was over before nightfall, but the Americans achieved a dramatic success.
They captured five forts, killed 243 Korean troops, and suffered three deaths and little damage to equipment.
The Koreans refused to enter negotiations with the Americans, and simply closed themselves back off for another two years.
Korean troops killed during the 1871 Korean Expedition.
(Ulysses S. Grant II Photographic Collection)
While the force failed to meet its political and strategic goals, it had been a smashing tactical success. This was partially thanks to the superior American weaponry, but also thanks to the bravery of individual fighters.
This engagement took place before the Battle of Little Bighorn triggered a review of the Medal of Honor standards, resulting in a slow increase in what was necessary to earn one of the medals.
As for Korean relations, they wouldn’t take off until the 1882 Treaty of Peace, Amity, Commerce, and Navigation. Relations under the treaty continued until 1910 when Japan established colonial rule, which didn’t end until 1945 and Japanese capitulation in World War II.
America has seen some supersonic strategic bombers serve. Notable among these is the FB-111A Switchblade and the B-1B Lancer. But one bomber blazed the trail for these speedsters with a pretty huge payload.
The Convair B-58 Hustler was the first operational supersonic strategic bomber in American service. Aviation historian Joe Baugher noted that Strategic Air Command was looking for a high-performance bomber.
The B-58 made its first flight in 1956, but didn’t enter service with the Strategic Air Command until 1960, due to a number of hiccups, and wasn’t ready to stand alert until 1962. However, when the bomber entered service with the 43rd Bomb Wing, it was soon proving it had a lot of capability.
However, in 1961 and 1962, even as it dealt with the teething problems, it set numerous aeronautical records. The plane had a top speed of Mach 2.2 at high altitude, a maximum range of 4100 nautical miles, could carry five nuclear bombs (it never had a conventional weapons capability), and reached an altitude of 85,360 feet.
It also had a M61 Vulcan cannon in the tail with 1,200 rounds of awesome.
A 1981 Air University Review article outlined that the Hustler had a lot of problems. To load the weapons, the plane actually needed to be de-fueled and then re-fueled. And before the loading, the ground crews would need to hand a four-ton weight on the Hustler’s nose. Forget that step, and the plane would tilt back onto its tail.
Maintenance crews also came to dislike the plane, due to the complexities the plane’s high technology imposed on them.
The plane’s teething problems, the development of surface-to-air missiles like the SA-2 Guideline, and the increasing costs killed hopes for newer versions, especially since the B-58 was optimized for high-altitude operations.
One of the proposed new versions, the B-58B, was to add significant conventional capabilities to the Hustler. Proposed passenger/cargo versions never took off, either, and a planned export sale to Australia didn’t happen (the Australians did eventually get the F-111).
Ultimately, the B-58 was retired, and replaced by the FB-111A. The FB-111A not only was supersonic, but it was able to operate at low altitudes and carry conventional bombs – addressing the B-58’s two shortcomings.
Most B-58s went to Davis-Monthan Air Force Base where they entered the boneyard and were eventually scrapped.
In another positive sign for the beloved A-10, Air Force maintainers at Davis-Monthan Air Force Base in Arizona have outfitted the Warthog with an upgrade for combat search and rescue missions, or CSAR.
Dubbed the lightweight airborne recovery system, the upgrade helps A-10 pilots “communicate more effectively with individuals on the ground such as downed pilots, pararescuemen, and joint terminal attack controllers,” according to an Air Force statement.
CSAR missions jump off with little warning and often involve going deep into enemy territory, so becoming certified to perform CSAR missions takes tons of training, which only A-10 pilots undergo.
Senior Airman Clay Thomas, a 355th Aircraft Maintenance Squadron load crew member, loosens paneling screws from an A-10C Thunderbolt II at Davis-Monthan Air Force Base, Ariz. | U.S. Air Force photo by Airman 1st Class Ashley N. Steffen
The A-10’s rugged survivability, massive forward firing power, newly acquired communication capabilities, and long loiter times at low altitudes make it ideal for flying low and slow and finding the lost person.
According to the Air Force, an “urgent operational need arose in August” for increased CSAR capabilities. Within a few months, the “massive logistical challenge” that required the Air Force to “build a production machine, find facilities, manpower, equipment, tools, and make material kits (to) execute the requirement” came together, and now 19 A-10s sport the upgrade, according to the Air Force.
“A-10 pilots take the combat search and rescue role very seriously,” said Lt. Col. Ryan Hayde, 354th Fighter Squadron commander and A-10 pilot, according to the Air Force statement. “While this is just one tool, it can assist us in bringing them back to US soil safely.”
While the A-10 still faces the chopping block in 2018, new investment in the Warthog and the reopening of the production lines in October bode well for the plane’s future protecting American interests and infantry soldiers.
There is no living astrophysicist to have a place in the hearts of as many space nerds as Neil deGrasse Tyson. Hell, he even holds the honor of being named People Magazine’s sexiest astrophysicist in 2000, before making his mainstay in the public view with his works to promote scientific advancements and way before he helped declare Pluto the dwarf planet it actually is. ( It has an orbital pattern similar to a comet, it’s beyond the gas giants and lies in the Keiper Belt, and has a surface area just slightly bigger than Russia. Fight me.)
But he has also been a vocal supporter of the Space Force. Once you tear away all the jokes, fantasies, and memes that the internet’s generated the Space Force, you’re left with a very serious take on how to to best look into the future. If or when the Space Force becomes a reality, there’s no single human being better suited to become the first Secretary of the Space Force than Neil deGrasse Tyson himself.
Though he never served in the military and, obviously, not in the Space Force, but that’s never been a disqualifying factor for many of the armed forces’ secretaries.
(NASA photo by Bill Ingalls)
Tyson is no stranger to serving with the United States Government on issues regarding space. In 2001, he served on a government commission to help determine the future of the U.S. aerospace industry. He again served on the President’s Commission on Implementation of United States Space Exploration Policy, where he helped cement America’s commitment to once again be the pioneers of the final frontier.
He’s also no stranger to working with both the Air Force Space Command and NASA, the main two predecessors of the proposed Space Force. His work in the American Astronomical Society also places him as a top contender for the role.
It’ll be perfect. Tyson could help prevent the film ‘Gravity’ from being a reality. Well, he’s also got plenty of choice words about the film’s scientific accuracy, but that’s beside the point.
(Warner Bros. Pictures)
His appointment would also bring legitimacy to the often-joked-about branch. The true gravity of the Space Force’s responsibility seems to be lost on much of the internet community. In response, Tyson has been making the rounds on the late-night circuit and internet talk shows to showcase the various, great benefits of maintaining a such a force.
As much as we all want to be the first space shuttle door gunner (and trust me, I’ll be the first in line at the USSF recruiter’s office if that job is announced within my lifetime), there are a million other things that the Space Force would realistically be doing.
Treaties bar any overt acts of war in space, but there’s a clause in there about defensive measures. If anyone were to launch a missile at any of the countless military or civilian satellites in orbit (a capacity both China and Russia have both bragged about possessing), there needs to be a way to stop them. Some kind of defensive force.
The Space Force would also act in situations where astronauts become stranded in space, much in the same way the Coast Guard does on the water. This isn’t a problem right now, seeing as there are only six people up there at this very moment, but when space travel becomes more of a reality for many people, it will become one.
There are no officially released statements that outline the details of how the Space Force will be created other than the briefings that say it will happen. Tyson has also never officially shown any interest in heading the Space Force outside of giving it his approval, but when the eventual shortlist of candidates surfaces, we’re hoping Dr. Neil deGrasse Tyson tops it.
Let’s face it, with more women than ever serving in the military, not to mention in combat positions, there’s still a lack of acknowledgment for female veteran service (and quite often this comes from our own brothers-in-arms). Female veterans are in a unique position; the military tends to be associated with the high-and-tight haircut on, well, a man, but modern technology and shifting mindsets mean there are more women serving than ever before.
Still, we all look different, have different grooming habits while out of uniform, and remain subject to stereotypes.
Most of us still encounter the look of surprise when someone realizes we served. Usually, people thank us for our service or ask questions about military life, but inevitably, we also get judgment and assumptions. Here are a few of the worst:
4. Assuming a woman could never have been in the military based on her appearance
The problem female veterans face, during service and when they get out of the military, is that people automatically judge a woman based on appearance.
The reality is veterans come in all shapes, sizes, and genders, but when women decide to reclaim some femininity, they are looked down upon or disregarded as vets. It’s a lose-lose situation when lipstick and colored hair are equated with loss of veteran credibility.
3. Assuming anything about a woman’s mental health status based on gender or career field AFSC/MOS
We all know career fields in the military are not created equal as far as physical stress or deployment tempos go. People may assume that administrative careers in the military, and anything other than combat positions, don’t get exposed to trauma. This simply isn’t true. First of all, you don’t have to go beyond the wire to be attacked, but more importantly, trauma is experienced in many forms — a veteran’s experience is between them and their doctor.
Women of all career fields deploy, and many come home with PTSD from traumatic events they experience during their time overseas — just like men. According to the U. S. Department of Veteran Affairs, “among women Veterans of the conflicts in Iraq and Afghanistan, almost 20 of every 100 (or 20%) have been diagnosed with PTSD.”
What these numbers don’t reflect are the women who have not sought help and been diagnosed for their PTSD. Also, these are just the statistics for Iraq and Afghanistan — they don’t mention every other conflict that women served in. Women work, fight, come home, and live with what they experience, exactly like their male counterparts.
Furthermore, it doesn’t take a deployment to be affected by the life-and-death stress situations the military demands.
2. Assuming female veterans are lesbians
Now, this is almost a joke to even mention because it seems so far-fetched, but it is more common than one would think! There is nothing wrong with being a lesbian or any other sexuality, for that matter, but for some reason, when women tell people that they are veterans, many are then met with assumptions about their sexual orientation. Well, I guess since it needs to be said: not all women who serve are attracted to other women.
It doesn’t take a scientist to figure out that military service and sexual orientation are unrelated. Yes, women who have served and are serving need to be able to throw femininity to the side regularly to get the job done, but that doesn’t mean sexuality changes as soon as it’s time to get our hands dirty.
Women can be feminine and brave at the same time, and neither of these things has to do with who they’re attracted to.
1. Assuming a woman is the spouse of a veteran and not a veteran herself
Statistically, this at least has a little merit. Nevertheless, showing up to a VA appointment and being asked, “Who’s your husband?” is frustrating. It doesn’t just happen at the VA, but also at Veteran Resource Centers, American Legions, and anywhere where there is an abundance of veterans present.
It might not seem like this is such a big deal, but the assumption behind the question is that women don’t serve in the military — or worse, that we can’t serve. Plus, it gets exhausting trying to explain why we joined and how we fared “in a man’s world.”
Gen. Arnold W. Bunch Jr. is the commander of Air Force Materiel Command, headquartered at Wright-Patterson Air Force Base, Ohio. He handles installation and mission support, discovery and development, test and evaluation, life cycle management services and sustainment of every major Air Force weapon system. The command employs approximately 80,000 people and manages $60 billion of budget authority.
AFMC delivers war-winning expeditionary capabilities to the warfighter through development and transition of technology, professional acquisition management, exacting test and evaluation and world-class sustainment of all Air Force weapon systems.
There are eight AFMC host bases: Arnold AFB, Tennessee; Edwards AFB, California; Eglin AFB, Florida; Hanscom AFB, Massachusetts; Hill AFB, Utah; Robins AFB, Georgia; Tinker AFB, Oklahoma and Wright-Patterson AFB, Ohio. In addition, the command operates associate units on several non-AFMC bases.
During an interview with Airman magazine, Bunch discussed AFMC’s mission and responsibilities and the roles of science, technology and innovation in increasing Air Force readiness.
Airman magazine: Air Force Materiel Command is a large and diverse command which a lot of Airmen may not understand. Can you talk about the mission of the command?
Gen. Bunch: I would say we are the most diverse (major command) that there is in the Air Force. When you consider the demographics, we are very diverse. AFMC has huge mission diversity as well. What I want to tell the Airmen is, we touch everything that they touch on a day-to-day basis. When a system comes into the Air Force, we do a lot of the (science and technology) research upfront and early. That work is done through the research lab. We do a lot of the acquisition planning either through the Nuclear Weapons Center or through the Life Cycle Management Center and that starts the acquisition process. We test systems and we do all the activities to get it into the Air Force. Then we sustain the system for the long term through the sustainment center, all the way to the point that we get rid of it or retire it and put it at (Aerospace Maintenance and Regeneration Group) in some cases.
So, from the beginning all the way to the end of any system we have within the Air Force, AFMC plays a key role. Underlying all that and at the foundation is the work the Air Force Installation and Mission Support Center.
The AFIMSC takes care of all facilities modernization and restoration. They also take care of contracting, security forces, housing privatization, dormitories and military construction. They take care of these things on our installations day-to-day to make sure that our facilities are up to date so that we can project power anywhere in the world.
So our mission diversity ranges from every mission system across the Air Force that we create, develop, test and maintain from the very beginning of the program all the way to the very end of a program’s life to support for the nuclear enterprise, and installation and mission support.. AFMC is involved in all of it, so it’s a very diverse mission.
Gen. Arnold Bunch Jr., Commander, Air Force Materiel Command, talks with members of the 412th Medical Group during his visit to Edwards Air Force Base, California, Oct. 18.
(U.S. Air Force photo by Giancarlo Casem)
Airman magazine: You talk about the importance of AFMC people. What is AFMC doing to attract top talent, develop and keep the workforce?
Gen. Bunch: Our Airmen, and when I use Airmen, I’m talking about military and civilian. I don’t distinguish within this command. We, more than any other command with (more than) 60,000 civilians, we are Airmen all focused on the Air Force mission. They are our most valuable resource and they are what make this organization tick. They’re the ones that get it done every day and execute their wartime mission each day.
We are trying to speed up the process of bringing the right people in and who we can recruit. We’ve actually taken some steps to speed that process up, to make it go quicker. We’re also doing some unique things where we’re doing job fairs to try to get at the right people. We’re using acquisition workforce development funds to pay off student loans to attract high quality, high caliber people in the skill sets we need. And what I’ve asked the team to start looking at is how do we communicate this so that we can keep people?
We had a lady who worked in the Air Force Test Center in May who retired after 68 years of service. We have 21 or 22 year-old young men and women coming in and I’ve got folks that have worked in the organization for 68 years. How you communicate across that diverse spectrum and how you motivate them all to keep going forward and how do you reward and award. Those are the things that we’re asking our people to take a look at and to help us drive our retention numbers the way we need them to go.
Since October of last year, we’ve seen about an 11% drop in the time to hire civilians. We’re not where we want to be, we’ve got to get better, but it’s a step in the right direction and something that I feel comfortable saying to the workforce. We know we’ve got to do better and we’re working at it.
Congress has been very helpful by giving us some additional authorities and we’re utilizing those authorities to try to go faster.
Air Force Chief of Staff Gen. David L. Goldfein congratulates Gen. Arnold W. Bunch, Jr. after assuming command of Air Force Materiel Command commander, shake hands during an assumption of command ceremony inside the National Museum of the United States Air Force, Wright-Patterson Air Force Base, Ohio, May 31, 2019.
(U.S. Air Force photo by Wesley Farnsworth)
Airman magazine: The (Former Secretary of the Air Force Heather Wilson) and Air Force Chief of Staff Gen. David Goldfein) have called out the “Air Force We Need.” Can you please describe the “AFMC We Need” initiative? What are some focus areas and objectives?
Gen. Bunch: We have the National Defense Strategy that came out that everyone’s focused on and (the Air Force) came out with the “Air Force We Need.” When I came into the job, what I wanted to do was define what do we, as AFMC, need to be to support the National Defense Strategy and to support where the chief and secretary want to go with the “Air Force We Need.”
I didn’t have any preconceived ideas of what we wanted it to be. I wanted to tap into our most valuable resource, our Airmen. They’re the ones that are executing the mission each day. So we wanted to, as Gen. Goldfein says, “squint with our ears” and listen to our men and women about what’s impeding their ability to get the mission done and what do they think it means to speed things up, go at the speed of relevance. So, we formed a team. We sent them out. They did a lot of surveys. We got a lot of results back in and a lot of great ideas that we’re now trying to review and see how we want to implement the suggestions or what we can put in place to move forward.
One of the books I’ve read about leadership is “Primal Leadership.” In the book there is a quote about, “None of us is as smart as all of us.” So, what I wanted to do was capture the essence of what the men and women believe in the organization and then glean through those comments to figure out what we need to get after. So we’re excited about going forward.
Airman magazine: The “AFMC We Need” addressed broad areas across the command. What are some of the challenges identified?
Gen. Bunch: We did do some external interviews and I would say they’re kind of consistent. One of the things is we’ve got to do a better job of communicating our impact and what our mission is. Some of our folks didn’t understand what we do, internally and externally, so we’ve got to do a better job at communicating some of that. A couple other challenges identified were facilities, infrastructure and information technology.
We’re telling people they’re coming to work in this remarkable organization, but they’re having tremendous impacts on a day-to-day basis with how our information technology systems work and it’s causing limitations. So those will be some of the initial challenges that we are going to focus on.
Another challenge we are going to focus on and we are starting to take some actions in is leadership training. Our people want their supervisors to be better leaders.
Last month, we had a senior leader conference where we talked about that with all our center and installation commanders. One of the things we’re trying to find out is who are the “no” people. The goal is to stop some of those noes and see what we can do to get to “yes” to move forward as an organization so we’re better prepared to support the future.
One of the installation commanders gave me a sign and I’ve got it in the office. I asked everybody at the senior leader conference to sign it. It says, “Find out where no lives and kill it.”
Capt. Joshua Lee talks with Gen. Arnold Bunch, Air Force Materiel Command commander, about unmanned aerial systems Oct. 15 at Eglin Air Force Base, Fla. The commander visited Air Force Research Lab Munitions Directorate’s newest networking test and design facility during an early stop on his two-day tour of the base.
(U.S. Air Force photo by Samuel King Jr.)
Airman magazine: You have stated the AFMC has to be better at anticipating Air Force needs. How will AFMC do this?
Gen. Bunch: We have to think forward. We have to think about the future. We can’t get caught up in what is Air Combat Command or Air Mobility Command or Global Strike Command asking for today. We need to focus our science and technology to go forward. (The Air Force) put out the Science and Technology 2030 strategy. We’re building an implementation plan to get after that. How do we create a competitive environment with what we’re doing within the research laboratory so that we are pushing ourselves and we’re scanning that horizon for what’s out there for the future. That’s one way that we can do that.
We also need to capitalize on a lot of what’s going on with commercial industry to get innovative ideas from outside that we may not have thought of. So we’re supporting the pitch days that (Dr. Will Roper, assistant secretary of the Air Force for Acquisitions, Technology and Logistics) implemented in small business innovative research.
We’re supporting the stand-up of consortiums so that we can get good ideas in and see what people can do. So, there are a lot of activities we as AFMC need to work on. We need to continue to look at industry strategies for how they’re doing business and how they develop software. We need to look at how can we do those things in a more responsive manner and change how we hire the workforce and how we recruit and retain them.
We’ve got to get a more operational tie and more linkage with what we’re doing across AFMC, and with the other major commands. How are they employing some of their aircraft? How are they doing their communication? What do we need to do? What can we glean from within to find answers? We need to make our ties stronger.
Air Force Vice Chief of Staff Gen. Stephen W. Wilson, left, and Dr. William Roper, assistant secretary of the Air Force for Acquisition, Technology and Logistics, center, discuss the April 20 TechStars Autonomous Technology Accelerator for the Air Force Demo Day at the Westin Hotel in Boston with John Beatty, right, executive director of the Massachusetts Military Task Force. Ten startup companies pitched their ideas to potential investors and Air Force senior leaders during the event, which is a partnership between Techstars and AFWERX.
(U.S. Air Force photo by Linda LaBonte Britt)
Airman magazine: How is AFMC utilizing partnerships with commercial tech companies and academia to have a better understanding and mine those advanced capabilities that may be on the horizon?
Gen. Bunch: So there are a couple of different areas that I’ll focus on. We’re working right now and we’ve got some good partnerships with Delta, Tech Ops, and Georgia Tech Research Institute on what we’re doing for condition based maintenance. We’re looking at what the commercial industry is applying in managing their large fleets of aircraft. Also what can we do with machine learning or artificial intelligence so that we can be more predictive for when some of our systems may be going to fail and help us keep the supply lines primed with repair parts. To me, we have great partnerships with a lot of great ideas that we can employ and we’re working down that path together, so that’s good.
We’ve got to get rapid. That’s all part of the Rapid Sustainment Office that we stood up with Lt. Gen. Robert McMurry as the program executive officer. The RSO team is looking at condition based maintenance, additive manufacturing or 3D printing and are there technologies out there we can use and capitalize on. We’re starting to make grounds in those areas. So those are a few of the ideas that are coming from the commercial end that we can utilize.
Airman magazine: You’ve said our peer adversaries are developing new capabilities modernizing existing capabilities, eroding our tech advantage. Please describe how AFMC is responding to the need for speed?
Gen. Bunch: There are a lot of different things we can do to get at that need for speed. But what we also want to make sure of is while we’re speeding, we’re doing it with discipline. We need to go fast, but we also need to put the disciplines in place so that we’re thinking our way through some of those systems and some of the decisions we’re making so that we are looking long term as well as immediate. We’re looking at, can I get a technology to the field faster? That means a viable product that we would evolve over time versus going for the solution that would take 10 years and a lot more effort. Can I give you something that gets me on that path in two years that you would be able to utilize in the field and be able to move out with.
So that’s one area that we’re looking at. Can I turn things faster and build over time? Another one that we’re continuing to focus on is open mission systems. If we can get open mission systems architecture into our weapons systems and into our designs, we can then bring in new technologies as technology evolves or the threat changes, because those are two things that are never going to slow down. They’re going to change. But by having open mission system architecture, we can piecemeal in parts over time as the technology and the threat changes so that we can adapt more quickly. We shouldn’t have to test systems as long. We should be able to be cyber secure. Those are a couple examples of things that we can immediately get after.
A good example of that is R-EGI, our Resilient Embedded GPS/Inertial Navigation System. That’s a program that we’re running out of the Life Cycle Management Center and it’s to get after having a resilient position navigation and timing solution over time. If that becomes threatened, what we have is an enhanced GPS/INS, most folks know. We fly it in all of our aircraft. It’s common with us, the Navy, the Army; it’s in all platforms. It’s something that’s almost universal. What we’re doing in this effort is trying to build open mission system architecture design so if I needed to inject new software or I needed to add a new component, I could evolve that over time as the threat changes and we could be more resilient.
Another good example is we’re using and trying to push to digital engineering and a digital enterprise. Right now, the ground based strategic deterrent team is doing a good job with some model-based systems engineering. We want to digitize and become a more digital enterprise with what we’re doing within AFMC. In digital we can change things in a more rapid manner and do things on a computer and look at options and look into digital areas before we ever start doing some of the other advances. It should eliminate some of our trial and error.
The Air Force Research Laboratory’s AgilePod is shown mounted on the wing of the Textron Aviation Defense’s Scorpion Light Attack/ISR jet. The AgilePod is an Air Force-trademarked, multi-intelligence reconfigurable pod that enables flight-line operators to customize sensor packages based on specific mission needs. A fit check in late December 2017 provided an opportunity to demonstrate the ability of the pod to rapidly integrate onto a new platform with short notice, highlighting the benefits of Sensor Open Systems Architecture.
(U.S. Air Force photo by David Dixon)
Airman magazine: In fall of 2017, the secretary challenged us to develop a new Air Force ST Strategy for 2030. That document is now published. From your perspective, what are a few of the key takeaways?
Gen. Bunch: Really, it’s about competition and how do I create competition within what we do, within our research laboratory and our ST so that we’re continuing to push the bounds. I think that’s one of the key ingredients. How do we as an enterprise capitalize on the various basic research activities that may be out there so that we’re pushing the envelope and we’re looking at things and going, “That has great promise, I need to continue to work in that area.” Or, “That’s not making the progress I need. I need to off ramp that and I need to go another way.” So I think that one is really important.
The other one is we have science and technology dollars and how do I, over time, take those and shrink the investments so that they’re more focused in game changer technologies that I’m going to put out in the field. How do we capitalize on that knowledge base and how do we drive to where we’re transitioning game-changing technologies and we’re getting them into the field and capitalizing on that transition. I think those are two of the key things that we’re really looking at.
Airman magazine: How are AFMC and AFRL going to support the execution of the strategy?
Gen. Bunch: So there are a lot of activities already underway. Right now, we’re working with AFWIC, Air Force Warfighting Integration Capability, and we’re working with Dr. Roper’s team to come up with an implementation strategy. So that’s in the works. We are also trying to make some changes so that we can handle our money with a little more flexibility, so that we can shift and put our focus where the dollars need to be for those bigger projects.
So we’ve got a great partnership right now. The team is working with me on a regular basis. Our team’s trying to set in place processes to review where our tech focus areas are so we can make the right investments. They’re looking at what we want to do in basic research. They’re looking at what we want to do at the next level and then what we’re doing in our advanced research, where we’re getting to the prototyping and how do we focus.
A Republic of Singapore air force F-16 Fighting Falcon fighter aircraft tactical aircraft maintainer assigned to the 425th Fighter Squadron, Luke Air Force Base, Arizona, performs a launch inspection June 10, 2019, on the flightline at Tyndall Air Force Base, Florida. The 425th FS is at Tyndall to take part in a Combat Archer exercise.
(U.S. Air Force photo by Airman 1st Class Bailee A. Darbasie)
Airman magazine: Is the Tyndall AFB rebuild an opportunity to take the Base of the Future off the drawing board and make Tyndall a proof of concept for new tech?
Gen. Bunch: We are looking at new technology for Tyndall. Tyndall, as devastating as that was, thank goodness we had a great team doing a lot of great work so that the damages were material damages to things that we can replace and it wasn’t to our Airmen and their families. That’s our number one focus, their safety. But now as we recover, we do have an opportunity to look at what would we want the base to look like for the future. How would we want the information technology system set up so that it’s more efficient? How would we set in the power lines? How would we build the buildings? We are looking at Tyndall as an example of what we may be able to do for the future.
We’ve actually had AFWERX bring in some outside companies to come in and pitch their ideas. So we’re trying to move as quickly as we can to get everything moving forward, to get the mission back to normalcy. We’re also looking at what would we do different now that we can make changes and we can look at the mission from a different perspective. How would we make it better when we rebuild it? How is it more resilient? How do we have a better information technology network? How do we design everything–from are we going to put anything above ground or are we going to put it all underground now that we have the time to be able to do that so that it’s safer and more secure and less likely to be damaged in the future. Those are all things that we’re looking at as we go forward.
Airman magazine: How does AFMC support the Air Force as a hub for innovation?
Gen. Bunch: Innovation’s been a foundation of what we’ve been as an Air Force from the very beginning. And it’s interesting, we have more than 80,000 people within AFMC and you ask them all what innovation means, you’d probably get 80,000-plus different definitions. And I’m good with that. Innovation can mean some groundbreaking revolutionary thing that we’ve never done or it could mean changing a process so that we can go faster because we’ve employed what the Sustainment Center uses which is the ‘art of the possible.’
I’m good with all of it. What we have to create, and I think we are doing a better job of it, is an environment where a good idea can come in. What I want to make sure, as the commander, is that our people understand I’m willing to let them try things. And I’m not talking crazy risks, but if they want to try a new idea or process, I’m okay with that. If it works, that’s great and if it doesn’t work, then we’ll learn from it and we’ll move on. So innovation can take many, many forms. I want people to come in with their good ideas and I want to capitalize on their innovative spirit. That is what we as an Air Force were founded upon.
We also tie in with AFWERX; the Pitch Days to me are innovative. We’re going to be doing an AFMC internal pitch day where we can pitch our own good ideas, not just try to capitalize on what industry does or what venture capitalists are doing. So we’re trying to actually harness those good ideas to go forward.
Dr. Will Roper, Assistant Secretary of the Air Force for Acquisition, Technology and Logistics, welcomed event attendees during the Air Force Space Pitch Day, Nov. 5, 2019, San Francisco, Calif. Air Force Space Pitch Day is a two-day event demonstrating the department’s willingness and ability to work with non-traditional start-ups.
(U.S. Air Force photo by Van De Ha)
Airman magazine: With declining mission capable rates and an aging fleet with an average 28 years of service, what do these numbers mean and do MCRs equate to Air Force readiness rates?
Gen. Bunch: So readiness depends on where you sit as to what you believe the right metric is. The one we’re driving right now, we’re trying to increase, is aircraft availability. That’s one that we’re really focused on with our legacy fleets. And there are multiple factors that play into that. One of the things that we’re finding is, we have, in some cases, a shrinking industrial base. And that’s one that we’ve got to focus on to help grow that industrial base.
What we want to do is make sure that the people who are operating the systems have as much up time as they can so they’re as ready as possible to do their mission. That takes research. How would I go do this? It could take reverse engineering. How do I reverse engineer this component that there’s no longer a vendor for and create it? So we either build it ourselves or we put the drawings out to get it manufactured.
The fact we are flying aircraft as old as they are with the mission capable rates that we have today is because of the Airmen working in the Sustainment Center and the focus of our maintainers out on the line who can keep these legacy aircraft up and running.
At an average age of 28 years, the fact that we keep mobility aircraft taking off and landing, delivering supplies and equipment every two minutes is amazing work by a lot of different people. We’re ready, but we’ve got to continue to try to up that game and continue to try to improve.
An F-16 jet engine in max power during a test in the 576th Aircraft Maintenance Squadron’s hush house engine facility at Hill Air Force Base, Utah, June 5, 2019. The shop is responsible for performing organizational level maintenance on more than 200 engines per year. The shop’s maintenance tasks include engine inspections, external engine component removal and replacement, repairs, and troubleshooting during flight line and test cell operations.
(U.S. Air Force photo by Alex R. Lloyd)
Airman magazine: Can you identify some of the success stories throughout AFMC in new technologies like additive manufacturing, 3D printing and data analytics to improve readiness and decrease maintenance downtimes?
Gen. Bunch: We had a meeting last month where we were looking at engines. I’ll just use that as one example. We started looking at the performance of the engines over time and as we reviewed data and did the analytics, we started doing scheduled replacements of engines. So we could pull them off at the time that was of our choosing versus downtime required because the engine went too far.
What this allows us to do is control when we do maintenance. It allows us to prime the pump in the supply system so we get the right parts at the right time. That’s just one example that I can say from a data analytics perspective where we are really already seeing some great progress. We’re using condition based maintenance and algorithms right now with the C-5 Galaxy. We’re doing it in some cases in the B-1 bomber and we’re looking at growing it into the KC-135 fleet. So we’re trying to take some of those lessons learned in technologies and capabilities that others are using and apply it into our inventory and we’re starting to see some benefits.
We really want to get to the point if we’re going to send an aircraft down range and it’s going to have something fail in five days and the deployment is for 10 days, let’s fix it before we deploy it. If we can get to that point, we’ll really increase our aircraft availability and our ability to generate sorties and improve the mission dramatically.
On additive manufacturing, that one’s one that’s more challenging. A lot of people look at 3D printing as that’s really something easy to do. When you start talking about airworthiness that becomes a little more challenging. There are components we can build that are not airworthy components, and we’ve already got approval to do those parts. We have innovation centers at each of our three logistics complexes and they can do some of those. We save money and get the mission done in a timelier manner.
So we’re demonstrating some of those. It’ll take more time to get to where we can do a lot of airworthy parts. We’re working on that. We must get the engineers involved and get them the analysis.
We are seeing a lot of ground being made in additive manufacturing and in condition based maintenance. And then the other one, we’re taking technologies like cold spray, which is a repair technique, and we’re actually employing that in some of our depots so that we can minimize the downtime.
Airmen from the 90th Missile Maintenance Squadron prepare a reentry system for removal from a launch facility, Feb. 2, 2018, in the F. E. Warren Air Force Base missile complex. The 90th MMXS is the only squadron on F. E. Warren allowed to transport warheads from the missile complex back to base. Missile maintenance teams perform periodic maintenance to maintain the on-alert status for launch facilities, ensuring the success of the nuclear deterrence mission.
(U.S. Air Force photo by Airman 1st Class Braydon Williams)
Airman magazine: Would you talk about AFMC’s support to the nuclear enterprise from both a sustainment and modernization perspective?
Gen. Bunch: Maj. Gen. Shaun Morris is our Air Force Nuclear Weapons Center (AFNWC) commander and his team is doing an outstanding job making sure that our nuclear deterrent is solid and that there is never a question that if they are called are they going to be able to respond. And that goes across the full spectrum.
The Minuteman-III program was built many, many years ago with a short lifespan; well we’re still maintaining them. We’re going to be maintaining them until the 2030 timeframe. We’ve stood up depot maintenance now on our Minuteman-III system, which was never intended to have a depot capability, but we’re doing that so we can sustain it and ensure that it’s reliable if ever called upon to do its mission.
AFNWC is on the front edge of making sure that our nuclear deterrent is really a nuclear deterrent and it’s credible and it’s safe and secure and it can answer the nation’s call.
The other part of the nuclear mission is the air leg; we have to make sure that we’re doing what we need to sustain our bomber force. AFMC is key in making sure that the force is supportable, sustainable, with upgrades where needed, while making sure all the activity we’re doing in the depot is supporting the mission.
Airman magazine: Could you talk about agile software development and the way we buy and develop software and how does this relate to Agile DevOps and cyber protection for all of our weapon systems?
Gen. Bunch: Software is everywhere. We’re going to have to change our mindset about software. The way that industry does it is they’ll modify and continue to push updates on a more regular basis. I don’t ever think we’ll get to the point we’re doing what industry does with our systems, but we have to get into a more Agile mindset. That’s a challenge for a lot of the way we’ve done business. It’s not just that you have to bring in coders and create an environment where they can develop Agile methods, that’s part of it, but you also have to change the culture of the men and women that are working on this because it’s not the way they’ve historically done it.
You’re developing. You’re testing. You’re fielding. You’re correcting deficiencies and it goes on and on. That is a culture change for AFMC and the men and women that are doing the acquisition. It’s also a culture change for all of the test community and anybody involved. It’s a culture change with how you handle your dollars. One of the things that I’ve been a proponent of is the need for money that has not binned by a specific definition of sustainment, development, or production. If you’re really doing Agile or secure DevOps, those money lines are blurry. We need colorless money so that we’re not hindered by some of the rule sets on how the money gets moved around.
So it’s a big change. We’ve got to be able to change that culture. The other thing is you have to be able to attract and recruit software developers. We have to capitalize on that skill set. And a lot of what we’re doing right now, we’re actually bringing in Airmen who just have a propensity and a love for doing software development and we’re putting them to work and they love it. We also have to capitalize on our own capabilities along the way, but it’s one that we’ll have to re-look at how we bring in manpower.
Pilot Training Next instructor, U.S. Air Force Capt. Orion Kellogg, discuses a future PTN version 3 student’s virtual reality flight with members of NASA as part of a collaborative research agreement between Air Education and Training Command and NASA October 22, 2019, at Joint Base San Antonio-Randolph, TX. The goal of the agreement is to help both AETC and NASA collect physiological and cognitive data and leverage each organization’s knowledge and skills to maximize learning potential for individual students.
(U.S. Air Force photo by Sean M. Worrell)
Airman magazine: With the advancements in AI/VR, how do you see the Air Force further capitalizing on technology to equip Airmen with quality training through simulation scenarios?
Gen. Bunch: AI and VR, those are big areas that we’re going to continue to look at. The best example right now is one that our Air Education and Training Command started with Pilot Training Next. What they’re really doing is they’re capitalizing off of the gaming industry and artificial intelligence to understand and to personalize the training they’re doing for each individual student.
The way they’re building Pilot Training Next allows the student pilots to learn in a simulated immersive AI and VR environment with an individualized training methodology, which really speeds up the learning process.
I think you’re going to see more growing in that area. We’re looking at trying to apply that for maintenance. We’re also looking at other avenues to try to capitalize so we’re better able to train the workforce in a timelier manner.
Airman magazine: You have a lot of experience in your resume in the test community. How do you see the community evolving for the speed of relevancy?
Gen. Bunch: So there are a lot of initiatives here. One of the things we did in my previous job was take the test community leadership to Silicon Valley to expose them to how commercial industry tests software. The goal was to figure out what can we change within our initiatives to be able to test software more quickly to support Agile development ops, secure DevOps and to push things out into the field faster.
That’s now something we’re working on. We’re changing our philosophy. We’re working with the operational test community to set that up. Another area that we’re looking at is how do we combine more developmental tests and operational tests earlier in the process? Gen. Mike Holmes [Commander, Air Combat Command] and I have kicked off an initiative to look at that. We’re looking at how we could combine our developmental tests and our operational tests so that we’re getting more data quicker. We can streamline the amount of testing. We can save costs. We can get things into the field more readily.
There are a lot of great strides going on at the Air Force Test Center with Maj. Gen. Chris Azzano about how do we test things in a more rapid manner. He’s asking the questions: How do we not over test? How do we use digital enterprise, model-based systems engineering? How can we utilize that digital enterprise to get after some of that testing so that we don’t have to do everything in open air and repeat things?
The worst answer you can give me is, “Gen. Bunch, we got to test this much because that’s how we’ve always done it.” That is not a good answer. So anybody out there, that’s not a good answer to give me. There are certain things we’ve got to go test. We want to make sure that it’s safe for the Airmen we’re putting in harm’s way. We want to make sure that they have a good product. But we are making a lot of strides at relooking at how we do our test enterprise.
Staff Sgt. Ruth Elliot, 412th Medical Group, takes a selfie with Gen. Arnold Bunch, Commander, Air Force Materiel Command, at Edwards Air Force Base, California, Oct. 18. Elliot was a presented a commander’s coin by the AFMC commander.
(U.S. Air Force photo by Giancarlo Casem)
Airman magazine: What has been some of the most rewarding part of your career?
Gen. Bunch: From what I’ve done in the military, I go back to all I’ve ever really wanted to be was a commander and work for Airmen. I firmly believe in servant leadership and that the commander works for everybody in the organization. Right now I work for more than 80,000 men and women within AFMC, the Airmen making the mission happen every day and doing all the hard work. Getting to talk with them, getting to watch them grow and feeding off of their energy is the most rewarding thing I get to do every day.
If you listen to some of our young Airmen when they talk about the great things they’re doing or you watch them respond in a time of crisis with what they do, if that doesn’t put a smile on your face and make it great to put the uniform on every day then you probably got a problem and it may be time for you to go find something else to do.
To me, just the interactions with the our people and watching our Airmen succeed and watching them do the mission every day with the passion they do is just remarkable for me.
Airman magazine: What would you like to say directly to the Airmen of AFMC?
Gen. Bunch: So for the Airmen of AFMC, thanks for what you do each and every day, your wartime mission makes us successful. Remember that what we’re doing is critical to the war fighter and remember that we are the most important major command within the Air Force. If we’re going to achieve the National Defense Strategy and if we’re going to drive to the Air Force We Need, we’re the ones that have to succeed. If we don’t succeed then the Air Force can’t succeed. Remember, the programs and systems we’re working to sustain and test is to make sure America’s most valued treasure, our sons and daughters we send into harm’s way, have the technological advantage they need to do their mission supporting our nation’s defense and to come home safely.
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
A general assumption is that in order to lose weight, gain muscle, or get in better physical shape, you have to work more and work harder. While it’s true that the body must be put under stress in varying degrees for muscles to grow, what is sometimes overlooked is the importance of not working — the recovery process.
Anytime you deadlift, squat, bench press, or exceed the normal limits of daily activity, your muscles experience micro-tears. In response, your body releases inflammatory molecules called cytokines that activate the immune system to repair the muscle. Your body triggers delayed onset muscle soreness (DOMS) — that dull achy feeling you may experience 24 to 48 hours after the activity.
DOMS are local mechanical constraints. It’s your body telling you to stop using the muscle group and to start recovering the affected area.
(Photo courtesy of Katie Whelan.)
When deciding which recovery techniques to use, various factors must be considered, such as age, gender, physical fitness level, and the activity that was performed.
There are a growing number of techniques being used by athletes; however, proper sleep, nutrition, and hydration are key.
Sleep is a vital aspect of muscle repair and growth. While you sleep, your body goes into full repair mode. As you enter the N3 stage of non-REM sleep, your pituitary gland releases human growth hormone, which stimulates muscle growth and repair. Not only does sleep replenish the muscles, but it also recharges the brain — allowing for productive workouts the following day.
Exercise causes the depletion of glycogen stores and the breakdown of muscle protein. Consuming both carbohydrates and proteins within 30 minutes of your workout can improve recovery. Carbohydrates refuel your body, allowing you to restore lost energy sources, while proteins help repair and build new muscle cells. It is recommended that you consume .14 to .23 grams of protein per pound of body weight and .5 to .7 grams of carbohydrates per pound of body weight.
Proper hydration is imperative both during and after your workouts. During strenuous exercise, your body sweats to maintain temperature, causing fluid loss within your body. You can find your sweat rate by weighing yourself before and after exercise — then replenish your body by drink 80 to 100 percent of that loss.
Additional recovery techniques can be used in conjunction with the basics.
By reducing the weight and volume, weightlifting becomes active recovery.
(Photo courtesy of Katie Whelan.)
Active recovery is a way to flush out the by-products produced by exercise. To do this, choose an activity and lower the intensity to just above your resting heart rate. Some examples include brisk walking, jogging, cycling, yoga, and weightlifting at lower weights and volumes.
Hydrotherapy — such as cold water immersion (CWI), hot water immersion (HWI), and contrast water therapy (CWT) — is a common technique used by many athletes. Studies have shown that CWI is significantly better than others in reducing soreness and maintaining performance levels.
The easiest way to reap the benefits is to fill your tub with ice, run some cold water, and immerse your body for six to eight minutes. Ice baths can be painful at first, but they get easier with time.
U.S. Army 2nd Lt Chris Gabayan, left, and Air Force 2nd Lt. Rhett Spongberg talk about how they each pushed each other to conquer the course while they recover in an ice bath after the 2019 Alpha Warrior Inter-Service Battle at Retama Park, Selma, Texas, Sept. 14, 2019.
(Photo by Debbie Aragon/U.S. Air Force.)
The fascia is a thin connective tissue that covers our muscles. The purpose of myofascial relief is to break down the built-up adhesions and decrease muscle aches and stiffness.
If you’ve entered a gym in the last five years, chances are you’ve seen a foam roller — one of the most basic techniques to reduce muscle stiffness. In addition to foam rollers, sports massage and lacrosse balls have also been known to provide short-term increased range of motion and reduce soreness.
It’s easy to muster up an hour of motivation. Just turn up the music, scoop some pre-workout, and chalk up your hands. What’s not so glamorous is the time spent outside the gym — the 23 hours between training sessions. But it’s that time in between that determines your long-term results. Work hard — but recover harder.
A former Army officer has been running with the bulls in Pamplona, Spain since 2007 — all while filming a documentary on the event which was released last month.
Each year in July, Pamplona hosts a fiesta that brings together approximately one million people for a massive party, but most people know the city for just one reason: the crazy event that sees people running as bulls chase them from behind.
Dennis Clancey, a West Point-educated Army officer who served in the Iraq War, wanted to document the run, while trying to understand why some people risk their lives in this way each year.
“This is beyond me just asking them what it is like to run,” Clancey told The Chicago Sun-Times. “The film is an accurate stamp of what it means to be a runner. The experienced runners are running out of a sense of obligation. They run in part to protect other runners. If someone falls, you do what you can to distract the bulls and protect your fellow runners.”
Clancey self-funded his documentary — called “Chasing Red” — from 2007 to 2011, until he met a fellow filmmaker who helped him put together a trailer for the project. The trailer helped generate interest in the project, and led to a successful backing on Kickstarter that helped raise nearly $23,000.
“It’s a character-driven documentary following eight runners,” Clancey told Outside Magazine. “They each have their own goals and aspirations and we follow them in their pursuits of those dreams.”
As the United States continues to take preventative steps to slow the spread of the coronavirus known as Covid-19, the Pentagon has issued number of statements pertaining to the coronavirus and PCS orders, as well as official and non-official travel, in the coming months.
If you have a family member or loved one currently attending recruit training, make sure to check our regularly updated article explaining audience attendance restrictions at graduation ceremonies across the force here.
It’s important to remember that most service members and even their families are not at high risk even if they are exposed to Covid-19. These precautionary measures should be seen as responsible steps aimed at preventing the spread of the infection, but not as cause for significant worry. This story will be updated as more changes manifest.
You can follow these links to jump directly to sections explaining different changes pertaining to military snd civilian travel, the coronavirus and PCS orders.
On Wednesday, the Department of Defense announced new travel restrictions that will go into affect on Friday, March 13. The restrictions include a 60-day ban on travel to any nation designated by the Center for Disease Control (CDC) as a “Level 3 Location.” This ban includes all TDY and PCS related travel.
“This restriction includes all forms of travel, including Permanent Change of Station, Temporary Duty, and government funded leave,” the Defense Department announcement states. “The Level 3 countries are set by the CDC and may change. The DoD guidance will follow those changes. Service secretaries and commanders may issue waivers to this policy as they determine necessary to ensure mission readiness and address specific cases”
The Pentagon also advises that service members that are traveling to unrestricted nations take specific care to ensure their travel arrangements do not involve stops or layovers in areas designation by the CDC as “Level 3.”
“Authorized Departures are delayed until appropriate transportation and reception procedures are in place for their intended route of travel as prescribed in this memorandum,” the memo states.
Military Families and Civilian Personnel Travel
Military families and civilian personnel are also barred from traveling to “Level 2” locations for 60 days. Some “level 2” designation nations include the UK, Japan, Singapore, and Bahrain — where the U.S. Navy’s Central Command is currently located.
“The Department of Defense’s top priority remains the protection and welfare of our people,” Secretary of Defense Mark Esper said in a released statement. “While directing this prudent action, I continue to delegate all necessary authority to commanders to make further decisions based on their assessments to protect their people and ensure mission readiness. While we deal with this fluid and evolving situation, I remain confident in our ability to protect our service members, civilians and families.”
PCS and Transfer Changes
The Department of Defense’ Customer Movement Portal has updated its page to include brief answers to many of the most frequently asked questions among service members and their families pertaining to coronavirus PCS order changes.
Here are the Defense Department’s answers to the questions you have about the Coronavirus and your PCS orders, sourced directly from the Pentagon’s FAQ:
Q: My PCS is rapidly approaching–how do I know if my planned move is covered by this order?
A: Contact your chain of command immediately!
Q: I’ve confirmed that my PCS is impacted by a stop movement order, but I have already submitted my movement request to the Personal Property Office. What will they do with my shipment?
A: It depends.
– If your shipment has not yet been awarded to a moving company, it will be put in a hold status pending further guidance (e.g. either the stop movement order is rescinded or you receive approval from your chain of command to continue with your move).
– If your shipment has been awarded to a moving company, but has not yet been serviced (e.g. packing has not begun), please contact your servicing Shipping Office. They will work with you to change your pickup dates to a future date in coordination with your mover and in line with DOD guidance.
Q: My shipment has already been picked up by the moving company. What will happen to it now?
A: Contact your Shipping Office to determine your shipment’s status. Depending when it was picked up, it may be in storage in the local area, en route to your planned destination, or in storage near your destination.
Q: What about my POV? I have an upcoming appointment to drop my car off at the Vehicle Processing Center (VPC). What should I do?
A: If you are unsure if the stop movement order applies to you, contact your chain of command. If the stop movement order does not apply to your PCS—or your chain of command has approved an exception to the order—proceed to the VPC as planned.
Q: I’ve already dropped my POV off, but my PCS has been delayed. Can I get my car back?
A: If you’re interested in retrieving your vehicle, contact the VPC immediately. VPCs are postured to assist customers with changing appointments, vehicle retrieval, and answering any other POV-related questions you have.
The DoD also advises that service members contact their local Personal Property Office for answers to their specific questions, or you may be able to find more answers on their customer service page.
You can also contact USTRANSCOM’s 24-hour hotline Toll Free at (833) MIL-MOVE, (833) 645-6683.
CDC Designated Level 3 Travel Health Notice Nations
The Center for Disease Control currently designates these nations as “Level 3,” barring any travel to these countries for service members for at least the coming 60 days, starting Friday, March 13.
The Marines are trading in their old Light Armored Vehicle for a new model – and it’s about time. In an age of stealth tanks and lasers, the Marines are still driving around in the 1983 model. But you’d never know it. The Corps’ LAV-25 has seen action from Panama to Afghanistan and everywhere in between, and few would complain about her performance.
But times are changing, and even the Marines are going to change with them. Within the next decade, for sure.
Staff Sgt. Heighnbaugh, a platoon sgt. with the 3rd Light Armored Reconnaissance Platoon (reinforced), Battalion Landing Team, 2nd Battalion, 5th Marine Regiment, fires a M240G medium machinegun on a light armored vehicle at the Su Song Ri Range, South Korea.
(U.S. Marine Corps photo by Lance Cpl. Kamran Sadaghiani)
The modern Armored Reconnaissance Vehicle will likely show up “in the next decade,” according to the Marine Corps. It will be highly mobile, networked, transportable, protected and lethal while the new technology allows it to take on the roles normally used by more heavily armored vehicles.
“The ARV will be an advanced combat vehicle system, capable of fighting for information that balances competing capability demands to sense, shoot, move, communicate and remain transportable as part of the naval expeditionary force,” said John “Steve” Myers, program manager for MCSC’s LAV portfolio.
A LAV-25 patrolling the area near the Panama Canal during Operation Just Cause.
The Marine Corps didn’t list any specific roles or technologies they would look at integrating into the new modern Armored Reconnaissance Vehicle but the Office of Naval Research “has begun researching advanced technologies to inform requirements, technology readiness assessments, and competitive prototyping efforts for the next-generation ARV.”
“The Marine Corps is examining different threats,” said Kimberly Bowen, deputy program manager of Light Armored Vehicles. “The ARV helps the Corps maintain an overmatched peer-to-peer capability.”
The Corps wants the new vehicle to equip the Light Armored Reconnaissance Battalions inside Marine divisions with a solution for combined arms, all-weather, sustained reconnaissance, and security missions by the mid-2020s.