The U.S. Navy abandoned efforts to convict a Taiwan-born Navy officer of spying for China or Taiwan, striking a plea deal on May 4 that instead that portrays him as arrogant and willing to reveal military secrets to impress women.
The agreement was a marked retreat from last year’s accusations that Lt. Cmdr. Edward C. gave or attempted to give classified information to representatives of a foreign government.
But it still appears to end the impressive military career of a man who came to America at 14. joined the staff of an assistant secretary of the Navy in Washington, and later was assigned to a unit in Hawaii that flies spy planes.
Then Lt. Lin about Navy vessel. (Photo from UNSI.org)
, 40, now faces dismissal from the Navy and up to 36 years in prison at his sentencing, scheduled for early June.
During the day-long court-martial in Norfolk, admitted that he failed to disclose friendships with people in Taiwan’s military and connected to its government. He also conceded that he shared defense information with women he said he was trying to impress.
One of them is Janice Chen, an American registered in the U.S. as a foreign agent of Taiwan’s government, specifically the country’s Democratic Progressive Party.
said he and Chen often discussed news articles she emailed him about military affairs. He admitted that he shared classified information about the Navy’s Pacific Fleet.
He also divulged secrets to a woman named “Katherine Wu,” whom he believed worked as a contractor for Taiwan’s Ministry of Foreign Affairs. She actually was an undercover FBI agent.
“I was trying to let her know that the military profession in the United States is an honorable and noble one,” told Cmdr. Robert Monahan, the military judge. said the military is less prestigious in Taiwan.
also had friends with other connections, including a woman living in China whom he met online, and a Chinese massage therapist who moved to Hawaii.
said he gave the massage therapist a “large sum of money” at one point, although he didn’t say why.
also admitted to lying to superiors about flying to Taiwan and planning to visit China. But he said he did it only to avoid the bureaucracy that a U.S. military official must endure when traveling to a foreign country.
“Sir, I was arrogant,” he told the judge.
A Navy press release about attendance at his naturalization ceremony in Hawaii in December 2008 said he was 14 when he and his family left Taiwan.
“I always dreamt about coming to America, the ‘promised land,'” was quoted as saying. “I grew up believing that all the roads in America lead to Disneyland.”
DARPA has found a single, hyper-efficient motor that they think could power large UAVs, electrical generators, and robots. The engines are so small and so efficient, that soldiers could carry powerful generators in their rucksacks.
DARPA signed a contract with LiquidPiston for nearly $1 million to develop an engine that is much lighter than current military generators and that could generate the same amount of electricity for half as much JP-8 fuel.
“Today’s diesel/JP-8 engines and generators are extremely heavy,” Dr. Nikolay Shkolnick, a co-founder of LiquidPiston, said in an press release. “For example, a typical 3kW heavy-fuel generator weighs over 300 pounds, requiring six people to move it around. LiquidPiston’s engine technology may enable a JP-8 generator of similar output weighing less than 30 pounds that could fit in a backpack.”
The engine would get its outstanding efficiency through a patented “High Efficiency Hybrid Cycle,” design that is a large departure from piston engines. LiquidPiston holds the patent for this type of engine. See how it works at 0:40 in the video below.
And, with only two moving parts, the engines are much quieter and stealthier than those they would replace.
“Our engine has no vibration at all and it’s a lot quieter,” Alexander Shkolnik, the president of LiquidPiston, told MIT News while discussing LiquidPiston’s smallest engine. “It should be a much nicer user experience all around.”
If everything works out, forward operating bases and UAVs would get much quieter, generators could be delivered to outposts more easily, and the need for convoys in theater would be reduced as fuel requirements dropped.
Staff Sgt. Joshua Mitchell is used to talking with various people about military careers and the benefits that are offered to those who choose to wear the uniform and serve their country as a soldier. As a recruiter in the Malden, Massachusetts area, he is constantly talking to strangers, even off-duty, according to his wife Eunjee.
“The first year after I moved to America, I knew I needed a car,” Eunjee said. “We went to the car dealership and he recruited the car dealer.”
The couple met in Korea while Staff Sgt. Mitchell was stationed there. Originally meeting online and then they met face-to-face for the first time on New Year’s Day. They married shortly after and Eunjee Mitchell immigrated to the U.S. where her husband became a recruiter. She often would hear the conversations her husband had about joining the military. After two years of listening to her husband, she decided enlisting was the right choice for her.
“He was interviewing other recruiters and one was Korean like me. She told me how the Army helps her a lot to speak (better) English and get her involved in the community,” said Eunjee Mitchell. “The conversation with her gave me the thought that I could try.”
She enlisted as a 92A — Automated Logistical Specialist in the Army Reserves.
“I knew hanging around with me she would be interested in the Army but I didn’t think she would (join),” said Staff Sgt. Mitchell. “I definitely wrote her contract.”
After 10-weeks of South Carolina’s famously hot summer weather, Eunjee Mitchell walked across Fort Jackson’s Hilton Field with the rest of her company as they graduate Basic Combat Training. With three bachelor degrees, she graduated with the rank of specialist.
Staff Sgt. Joshua Mitchell, left, walks with his wife Spc. Eunjee Mitchell during the Fort Jackson Family Day on July 31, 2019.
(Photo by Alexandra Shea)
While she knew her husband would be attending her ceremony, Staff Sgt. Mitchell was able to arrive to the installation early and surprise his wife during the Family Day dress rehearsal.
“While I was waiting behind the trees, I was trying to stay calm. I was very emotional,” said Spc. Mitchell.
She instantly recognized her husband on the parade field and knew “my recruiter is here.”
“I saw him and he was in uniform so I recognized him because he’s so tall,” she said.
Standing at six-feet, five-inches, Staff Sgt. Mitchell is not easily missed. Since immigrating to a new country and culture, Spc. Mitchell has never been separated from her husband, until attending Basic Combat Training.
“I didn’t see her until she was walking out,” said Staff Sgt. Mitchell. “She’s a tough little lady. I’m crazy proud of her.”
The couple were allowed to speak for a short time before Spc. Mitchell had to return to her daily duties. The following day they were reunited for Family Day where they were able to spend an entire day together visiting various parts of the installation and get lunch together.
After the graduation ceremony, Spc. Mitchell traveled back to her home state with her husband. Once there, Spc. Mitchell will rejoin her Reserve unit and attend Advanced Individual Training in the coming months.
When asked what her future might look like now that BCT is complete, Spc. Mitchell said she is excited to begin her new career and possibly a family. She also explained how her experience on Fort Jackson has helped her to understand her husband and brings them closer as a couple.
“The first year we were married I didn’t understand the little things like why he didn’t want to take his boots off in the house,” said Spc. Mitchell. “I understand him more now.”
A French Holocaust survivor has donated $1 million for relief programs for U.S. veterans to thank American troops for saving his life during World War II.
Bernard Darty, 83, announced over the weekend that he would donate $1 million to the Wounded Warrior Project and the Services for Armed Forces program of the American Red Cross to help U.S. military veterans, especially those affected by the recent devastating hurricanes that hit areas of the United States.
Darty’s family moved from Poland to France in 1939 to escape the Nazis. In 1942 his father went into hiding, but his mother was arrested during a roundup of Jews and sent to Auschwitz, where she died. For the next two years, he was hidden by families living on the outskirts of Paris, as were his siblings and his future wife, Paulette.
“I vividly remember the arrival of the hundreds of thousands of American troops who landed in Normandy to liberate us in June 1944. They were our saviors, doling out packets of sweets to half-starved, war-weary children who had almost given up hope for freedom,” Darty wrote in a personal essay published on the Fox News website announcing his donations. “The gratitude I feel to these men is beyond words. They freed our country and they saved our lives. Without American troops, my family and I simply would not have existed. I think of that every time I look at our family photos,” he also wrote.
He acknowledged that his gift comes a bit late, more than 70 years since he was rescued. “It”s not too late to give back. That’s a lesson I hope the next generation recognizes, because it”s all too easy to let procrastination give way to inaction. But action is what brings hope to those who need it,” he wrote. “I watched news stories this fall of hurricanes, flooding and wildfires striking America, inflicting suffering among civilians and veterans alike, I realized that I still had an important task left to complete in my life. I had not yet given back to the American soldiers who saved my life nearly three-quarters of a century ago.”
Darty is a retiree who lives in Paris but winters in Miami Beach, Florida. He is co-founder of Darty Group, an electrical retailer operating more than 340 stores in several European countries and in the United States.
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.”
Obviously, video games are nothing like the real world. No one is going to give you 100 gold coins to go clear a bunch of rats out of a dungeon and no one is impressed by your ability to roll on the ground to get places faster.
Where this division between real life and gaming hits the hardest is in the military. Think about it — not once has a recruiter tried to tell you about the “quest reward” that is the GI Bill. On the bright side, there are a lot less people screaming that they’ve done unspeakable acts to others’ mothers — so there’s that.
These are six video game tropes that are completely detached from reality.
Usually, waiting for your vision to stop going red indicates a concussion…
Most games have one of two types of healing: Either you just hide behind a rock for a few seconds and you’re perfect or you run over a first-aid kit and it immediately feel better You might be surprised to learn that this isn’t how it works on an actual battlefield.
There are entire occupations in the military dedicated to delivering aid to wounded troops. The cold reality is that just throwing a first aid kit at someone isn’t going to get them back to 100%.
It’s probably for the best. A laser could get set off by anyone: friend, foe, or civilian bystander.
For some reason, claymore mines in video games are always set to go off when someone walks in front of the little lasers attached to the front.
In real life, mines like those do exist, but they aren’t used on the battlefield. Laser tripwire mines are highly discouraged by the Geneva convention. Typically, real claymore mines are detonated with a wire and switch.
Even in the apocalypse, any weapon you find works perfectly.
Perfectly working weapons
No matter what wide assortment of weapons and firearms the game presents to the player, every weapon will always work perfectly. You never have to clean them, maintain them, or deal with many of the issues that plague actual weapons.
Cleaning weapons is a daily routine for combat arms troops. But even if the weapon is at peak cleanliness, they may still suffer a failure to feed, load, or eject, which takes a troop out of the fight temporarily. It’d be nice for immersion if the gamer had to perform SPORTS on a disabled rifle, but it definitely wouldn’t be any fun.
Older games tended to be a lot more straightforward with their orders.
In a sense, there are briefings in video games. While the mission loads up, players are told what to do and then sent off to play. If they don’t like a mission, they can usually just skip it — or disregard orders and play it however they see fit.
Declining a mission from someone who outranks you or putting your own “creative twist” on an objective to it is a surefire way to incur administrative action — especially if your idiotic move has terrible consequences for someone else.
It’s also much harder to do a 360 No-Scope in real life, so don’t try it at home, kids.
“Running and gunning”
In multiplayer games, when a match starts, players set out with a singular objective of outscoring the other guys. This means that everyone plays the fun role of the badass who runs around the map shooting fools in the face.
Actual missions are set up differently and broken down into many different tasks. Your security element is often away from the fight and watching what the enemy is up to, the support element makes sure things go according to plan, and even the assault teams you’d expect to be doing the badass stuff often are given a single task like, “just watch this one particular window.”
Thankfully, helicopter pilots don’t give a damn if you’ve gone on a 7-kill streak or not.
Video games try to give everyone an equal and competitive chance at winning. Developers spend months fine tuning a game before launching it to make sure every player is given the same chance as the next. In a perfect, competitive environment, the only variable is skill.
There’s no way in Hell that U.S. troops would willingly fight on the same level as their enemy. Sure, there’s always going to be that one tool who complains about the Geneva Convention “holding us back,” but in the grander scheme of things, it really doesn’t. U.S. troops kick an unbelievable amount of ass — and they do so with bigger guns, better technology, and more rigorous training.
Gen. Robert B. Abrams recalled once being awakened at 2 a.m. on a Friday. It was the early 1980s then, and he was a young lieutenant stationed in a cavalry squadron in West Germany.
It was a unit alert that had woken him from his sleep, he recalled. Back then, those alerts could come at any time, completely unannounced. And when they came, soldiers in area bars would need to report to their units, in whatever state they were in, within two hours.
Abrams, commander, US Army Forces Command, spoke earlier this month at the Association of the U.S. Army’s Annual Meeting and Exposition.
Once soldiers were assembled, he said, they had four hours to get all their gear and ammunition loaded on trucks and tanks, and move out to their tactical assembly areas. They had to be ready to cross the border into East Germany, if called to do so.
“Everyone had a sense of urgency and knew what was at stake,” he said, remembering his early days in the Army.
However, the mindset is beginning to shift, he said. “That’s the direction the Army is now taking.”
Abrams pointed to a number of readiness indicators, including training, which he said has improved over the last couple of years.
Recently, the Army has shifted its training focus to a “decisive-action training environment that’s very robust,” he said.
The DATE training environment includes training with both conventional and non-conventional forces in all domains during every combat training center, or CTC, rotation, he said.
Leading up to the CTC rotation, units have also improved their home-station training, he said, adding that there’s been a 300 percent increase in company-level, live-fire exercises at home station over the last two years.
Even aviation units at the platoon and company levels are now participating in live-fire exercises, something not widely seen since before the wars in Iraq and Afghanistan, he said.
“We’ve made huge progress over the last couple of years in reducing the number of non-deployable (soldiers),” Abrams said, adding that it’s still the No. 1 readiness challenge facing the Army today.
Some units have seven or eight percent non-deployables, he said, so there’s still some work to do to shrink those numbers.
Abrams attributed improvements in reducing the number of non-deployable soldiers to several factors, including the fielding this year of the commander’s Medical Readiness Dashboard. That computerized medical update allows company and battalion commanders to better understand and deal with the medical status of their soldiers.
Improved physical training is another area the general credited with reducing injuries and elevating fitness levels. He gave a shout-out to a pilot program now underway that is incorporating a new soldier readiness test involving four brigades from FORSCOM that are evaluating “all five measurements of fitness.”
The Army is moving away from an “industrial-age medical system,” to one that’s more like the type used for professional athletes that gives soldiers the care they need “at their point of impact and at the point of injury,” he noted.
The importance of care is so important because “muscular-skeletal injuries continue to impact soldiers,” he said.
Twelve of the Army’s 25 brigade combat teams have, to date, received their complete authorized stockage lists, Abrams said, and US Army Materiel Command is working on equipping the rest. ASLs consist of such things as repair parts, fuel, and construction material kept at each BCT distribution center.
To ensure the equipment is sufficient and where it needs to be, Abrams said FORSCOM conducts monthly logistics and aviation readiness reviews.
The biggest struggle in equipping the force right now, he said, is getting spare parts to where they are needed in a timely manner. Currently, he said, the wait time is about five times what it should be.
A big part of increasing readiness, Abrams said, involves adequate and predictable funding from Congress.
“Continuing resolutions crush us at the unit level,” he said. “We are unable on a monthly basis to adequately plan to support training and requisition repair parts for our fleet at a tempo we are training.”
Abrams admitted that the Army doesn’t have an adequate narrative about readiness to present to lawmakers. “We in the military intuitively know what readiness means but have been unable to articulate it to the public. Everybody wants a ready force but we have a hard time describing it.”
While the Air Force has gotten the F-35A to its initial operating capability, the service is having a ton of other problems — problems that could place the ability of the United States to control the air in doubt.
According to a report by FoxNews.com, the service is short by about 700 pilots and 4,000 mechanics. This is not a small issue. A shortage of well-trained pilots can be costly.
F-16s fly beside a KC-135 during a refueling mission over Ramstein Air Base, Germany. (U.S. Air Force photo/Airman 1st Class Preston Cherry)
In World War II, the United States had a strict policy of rotating experienced pilots back to the states. This is why John Thach, the inventor of the Thach Weave, had only seven kills in World War II, according to Air University’s ace pilots list.
He was sent back to train the pilots needed to fly the hundreds of F6F Hellcats and F4U Corsairs. By contrast, Japan kept pilots on the front line until they were shot down or badly wounded. It cost them experience.
Maintenance personnel also matter. A fighter on the flight line does no good if it can’t fly, and the mechanics are the folks who keep it functional. The thing is, no mechanic — no matter how good he or she is — can fix two planes at once.
So why is the United States Air Force facing this much of a shortage? An Air Force release notes that the decline took place over the last ten years, but was exacerbated by the sequestration cuts of 2011.
“The risk of manpower shortage is masked and placed on the backs of Airmen,” Air Force Chief of Staff Gen. David L. Goldfein said in that release. “Because if you go back and look at the data and the way we measure readiness, did we taxi? Yes. Did we launch? Yes. Did we make the deployed destination and accomplish the mission? Yes.”
But accomplishing the mission came at a price, Goldfein explained. “What’s masked is the fact that the shortage of people has fundamentally changed the way we do business in terms of the operational risk day to day.”
When asked for a comment by the writer, Elaine Donnelly of the Center for Military Readiness said,
“I’m not aware of an official survey to confirm what may be going on, but it appears that the mystique of being an [Air Force] pilot has been eroded by a combination of budget cuts and social agendas; e.g., Air Force Secretary Deborah James’ Diversity Initiative Fact Sheet. Mandates such as this clearly indicate that qualifications and high standards are not very important, and certain types of applicants need not apply.”
Donnelly also pointed to aircraft readiness issues in the Navy and Marine Corps, as well as the many aging airframes in the U.S. inventory.
Also of note – FoxNews.com noted that in 1991, the Air Force had 134 fighter squadrons. Today, there are only 55, marking a reduction of 59% in the number of fighter squadrons.
The ship includes 12 fully-equipped operating rooms and capacity for 1,000 beds. It is usually manned by 71 civilians and up to 1,200 Navy medical and communications personnel.
March 29: President Trump saw off the Comfort as it left its port in Virginia to sail up to New York City. He remarked that it was a “70,000-ton message of hope and solidarity to the incredible people of New York.”
March 30: The Comfort arrived in New York City the next day, a white beacon of hope for a city that had at the time seen more than 36,000 cases and 790 deaths. That number has since grown to more than 138,000 cases and 9,944 deaths.
April 2: The ship is up and running. The New York Times reported that it had accepted just 20 patients on its first day and that it wasn’t taking any coronavirus patients.
Michael Dowling, the head of New York’s largest hospital system, called the Comfort a “joke.” He told The Times: “It’s pretty ridiculous. If you’re not going to help us with the people we need help with, what’s the purpose?”
Cmdr. Lori Cici, left, and Lt. Akneca Bumfield stand by for an inbound ambulance carrying a patient arriving for medical care aboard aboard the Military Sealift Command hospital ship USNS Comfort on April 9.
That same day, before the ship started taking coronavirus patients, a crew member tested positive for the disease. This is despite the fact that the crew was ordered to quarantine for two weeks before their departure.
That number grew to four in the following weeks. All of the sick crew members have since recovered and are back to work, a Navy spokesman later told The Virginian-Pilot.
April 21: Even after moving to take coronavirus patients, the Comfort didn’t come close to reaching capacity — even as the city’s hospitals remained overwhelmed. As of Tuesday, the ship had treated a total of 179 patients.
During a meeting with the president, Cuomo said that New York no longer needed the Comfort and said it could be sent to a more hard-hit area.
Trump said he had taken Cuomo up on his offer and would recall the Comfort to its home port in Virginia, where it will prepare for its next posting. The new mission remains unclear.
Trump admitted during a White House briefing that part of the reason the ship was never put to much use in New York City was because its arrival coincided with the opening of a temporary hospital in the Javits convention center.
Meanwhile, the situation in New York appears to be improving. Last Saturday Cuomo said New York may be “past the plateau” with hospitalizations on the decline. NYC Mayor Bill de Blasio said that he’s seeing “real progress.”
Several prominent leaders in the national defense community are calling upon the Pentagon to re-start production of the high-speed F-22 Raptor stealth fighter jet which began air attacks against ISIS targets in Iraq and Syria.
Citing Russian and Chinese stealthy fighter jet advances, Rep. Randy Forbes, R-Va., and former Air Force Secretary Michael Wynne wrote an OPED in the Wall Street Journal describing the current fleet of F-22s as massively insufficient to address today’s fast-changing global threat environment.
The F-22’s recent performance in combat missions for Operation Inherent Resolve over Iraq and Syria have led observers and analysts to emphasize the importance of the fighter.
The OPED argues that the Pentagon needs to resurrect production of the Lockheed-Boeing-built Raptor or replace it with a new aircraft with comparable capabilities; Forbes is the current Chairman of the House Armed Services Committee’s Seapower and Projection Forces Subcommittee and Wynne served as Secretary of the Air Force from 2005 until 2008.
“Raptor incorporated cutting-edge technologies that had never been combined in a single aircraft: composite materials, computer avionics, thrust-vectoring engine nozzles, and radar countermeasures. It became the first “fifth generation” fighter, a high-speed, super-maneuverable stealth aircraft that still outclasses everything else in air-to-air combat,” the OPED writes.
The Air Force had originally planned to build more than 700 F-22s, however ongoing wars in Iraq and Afghanistan inspired new, more immediate thinking regarding the global threat calculus – leading the Pentagon to ultimately truncate the fleet sized down to only 187 jets, the OPED says.
The move was part of a Pentagon culture fostered by former Defense Secretary Robert Gates wherein developers were suffering from what he called “next-war-it is” and not sufficiently focused upon the pressing needs on ongoing ground wars.
“By the time the Raptor started rolling off the production line in 2002, the high-tech threats it had been designed to defeat had faded from view. Instead of Russian MiGs, Pentagon leaders were worried about improvised explosive devices,” the essay writes.
Writing that the U.S. Air Force’s fleet is the smallest and the oldest it has ever been, Forbes and Wynne point out that Russia and China have been developing, fielding new fighters and, in some cases, and exporting sophisticated air defenses to countries like Iran.
“Russia rolled out its first fifth-generation stealth fighter, the PAK-FA, in 2010. China followed in 2011, flight-testing the J-20, an F-22 look-alike, while Secretary Gates was visiting Beijing. Gen. Mark Welsh, the Air Force’s chief of staff, warned last year that future Russian and Chinese jets “will be better than anything we have today,” Forbes and Wynne write.
In addition, the House Armed Services Committee recently added language to a draft version of the proposed defense authorization bill requiring the Air Force to study the issue of restarting F-22 production.
Air Force officials have explained that, as much as the service may want more F-22s in the fleet, the money to build them again would most likely need to come from elsewhere in the budget.
As evidence of the current Air Force position on the issue, the service’s Military Deputy for Acquisition Lt. Gen. Arnold Bunch, recently told Congress that restarting F-22 production would require billions of dollars.
Bunch cited a recent Rand study on the issue, explaining that the service was no longer analyzing the possibility due to budget realities.
“We viewed it, in the light of the balancing act we’re already doing between readiness and modernization, as something that would be cost prohibitive and we would have to take something else out that we value right now to try to meet the requirements to be able to do that. And so we have not put any further analysis into that,” Bunch said.
On this topic, however, the Forbes-Wynne letter cites the Rand study’s finding that it would cost over $500 million (in 2008 dollars) to restart production on the F-22.
“If the Air Force ordered 75 additional jets, Rand estimated they would cost $179 million each,” the letter states.
If lawmakers were somehow able to increase the budget or secure the requisite funding for additional F-22s, it certainly does not seem inconceivable that Air Force and Pentagon developers would be quite enthusiastic.
F-22 Raptors sit on the flight line at Hickam Air Force Base, Hawaii. | U.S. Air Force photo by Tech. Sgt. Shane A. Cuomo
Inside the F-22’s Mission in Iraq
Air Force F-22 Raptor fighter jets delivered some of the first strikes in the U.S.-led attacks on the Islamic State in Iraq and Syria, when aerial bombing began in 2014, service officials told Scout Warrior.
After delivering some of the first strikes in the U.S. Coalition-led military action against ISIS, the F-22 began to shift its focus from an air-dominance mission to one more focused on supporting attacks on the ground.
“An F-22 squadron led the first strike in OIR (Operation Inherent Resolve). The aircraft made historic contributions in the air-to-ground regime,” Col. Larry Broadwell, the Commander of the 1st Operations Group at Joint Base Langley-Eustis, Virginia, told Scout Warrior in an interview.
Even though ISIS does not have sophisticated air defenses or fighter jets of their own to challenge the F-22, there are still impactful ways in which the F-22 continues to greatly help the ongoing attacks, Broadwell said.
“There are no issues with the air superiority mission. That is the first thing they focus on. After that, they can transition to what they have been doing over the last several months and that has been figuring out innovative ways to contribute in the air-to-ground regime to support the coalition,” Broadwell said.
As a fifth-generation stealth fighter, the F-22 is specifically engineered for air supremacy and air dominance missions, meaning its radar-evading technology is designed to elude and destroy enemy air defenses. The aircraft is also configured to function as the world’s premier air-to-air fighter able to “dogfight” and readily destroy enemy aircraft.
“Air superiority, using stealth characteristics is our primary role. The air dominance mission is what we will always do first. Once we are comfortable operating in that battlespace, our airmen are going to find ways to contribute,” Broadwell explained.
F-22 as “Aerial Quarterback”
The F-22’s command and control sensors and avionics help other coalition aircraft identify and destroy targets. While some of the aircraft’s technologies are not “publically discussable,” Broadwell did say that the F-22’s active and passive sensors allow it to function as an “aerial quarterback” allowing the mission to unfold.
“Because of its sensors, the F-22 is uniquely able to improve the battlefield awareness – not just for airborne F-22s but the other platforms that are airborne as well,” he said. The Raptor has an F-22-specific data link to share information with other F-22s and also has the ability to use a known data link called LINK 16 which enables it to communicate with other aircraft in the coalition, Broadwell explained.
For example, drawing upon information from a ground-based command and control center or nearby surveillance plane – such as a Joint Surveillance and Target Attack Radar System – the F-22 can receive information or target coordinates from nearby drones, Broadwell explained.
Newer F-22s have a technology called Synthetic Aperture Radar, or SAR, which uses electromagnetic signals or “pings” to deliver a picture or rendering of the terrain below, allow for better target identification.
The SAR technology sends a ping to the ground and then analyzes the return signal to calculate the contours, distance and characteristics of the ground below.
“The addition of SAP mapping has certainly enhanced our air-to-ground capability. Previously, we would have to take off with pre-determined target coordinates. Now, we have an ability to more dynamically use the SAR to pinpoint a target while airborne,” Broadwell added.
Overall, the Air Force operates somewhere between 80 and 100 F-22s.
“The F-35 is needed because it is to global precision attack what the F-22 is to air superiority,” he added. “These two aircrafts were built to work together in concert. It is unfortunate that we have so few F-22s. We are going to ask the F-35 to contribute to the air superiority mission,” he said.
The F-22 is known for a range of technologies including an ability called “super cruise” which enables the fighter to reach speeds of Mach 1.5 without needing to turn on its after burners.
“The F-22 engines produce more thrust than any current fighter engine. The combination of sleek aerodynamic design and increased thrust allows the F-22 to cruise at supersonic airspeeds. Super Cruise greatly expands the F-22’s operating envelope in both speed and range over current fighters, which must use fuel-consuming afterburner to operate at supersonic speeds,” Broadwell explained.
The fighter jet fires a 20mm cannon and has the ability to carry and fire all the air-to-air and air-to-ground weapons including precision-guided ground bombs, such Joint Direct Attack Munitions called the GBU 32 and GBU 39, Broadwell explained. In the air-to-air configuration the Raptor carries six AIM-120 AMRAAMs and two AIM-9 Sidewinders, he added.
“The F-22 possesses a sophisticated sensor suite allowing the pilot to track, identify, shoot and kill air-to-air threats before being detected. Significant advances in cockpit design and sensor fusion improve the pilot’s situational awareness,” he said.
It also uses what’s called a radar-warning receiver – a technology which uses an updateable data base called “mission data files” to recognize a wide-range of enemy fighters, Broadwell said.
Made by Lockheed Martin and Boeing, the F-22 uses two Pratt Whitney F119-PW-100 turbofan engines with afterburners and two-dimensional thrust vectoring nozzles, an Air Force statement said. It is 16-feet tall, 62-feet long and weighs 43,340 pounds. Its maximum take-off weight is 83,500.
The aircraft was first introduced in December of 2005, and each plane costs $143 million, Air Force statements say.
“Its greatest asset is the ability to target attack and kill an enemy without the enemy ever being aware they are there,” Broadwell added.
The most powerful weapon in the United States’ Cold War arsenal was likely not its hundreds of nuclear warheads — it was the man whose job it was to deploy them.
There are few men in Air Force history as noteworthy and controversial as Gen. Curtis LeMay. He earned the nickname “Iron Ass” for his stubbornness and shortness once his mind was made up. When he did speak, the stout, cigar-chomping, stone-faced general had a reputation for his outspoken manner. Though not always remembered fondly by history, some of his image as a shoot-first-ask-questions-later, caveman may be undeserved.
He was the youngest general to wear a fourth star. When he retired, he had served as a four-star general longer than anyone in American history; a big deal for a general who didn’t go to a service academy, instead graduating from Ohio State. At the height of his career, he was the symbol of American military might. A bit more about one of the U.S. Air Force’s most influential founding generals can be gleaned through his more noteworthy quotes.
1. “We should always avoid armed conflict. But if you get in it, get in with both feet and get out as soon as possible.”
Despite his gruff, cold image, every operational goal, in LeMay’s mind, was a means to an end. Ending a war quickly meant saving American lives. During World War II, LeMay was responsible for the firebombing of Japanese cities which completely destroyed most major Japanese cities. It was his command that dropped the atomic bombs on Hiroshima and Nagasaki.
Official estimates from the United States Strategic Bombing Survey determined at least 330,000 killed, 476,000 injured, 8.5 million people made homeless, and 2.5 million buildings destroyed. Almost half of 64 Japanese mainland cities were completely destroyed. The destruction was not lost on LeMay. He acknowledged that if the Japanese had won the war, he would have been tried as a war criminal.
Later he would reveal that dropping the atomic bombs was totally unnecessary, given the level of destruction he had already waged on Japan. He said he only dropped them because of President Truman’s authority. After the war, Japan’s former Prime Minister Fumimaro Konoe confirmed that the decision to surrender was based on the prolonged bombing wrought by General LeMay’s Marianas-based air forces. LeMay took command of the Marianas in January 1945. The Japanese surrendered in August of 1945.
2. “War is never cost-effective. People are killed. To them, the war is total.”
He was known as a tough commander, but a fair one. He earned a reputation for being stone-faced, uncaring about the needs of his men but LeMay actually suffered from Bell’s Palsey, which literally immobilized his face. When a Harvard study found Army pilots were aborting bombing missions over Germany out of fear, LeMay personally led every bombing sortie and ordered any crew who didn’t go over the target be court martialed.
The gruff general took combat losses to heart, knowing he’d sent men to die, but firmly believed if the death of one American could save a thousand, then it was the right decision to make. In The Fog of War, a documentary about the life of former Defense Secretary Robert McNamara, McNamara quoted LeMay: “Why are we here? Why are we here? You lost your wingman. It hurts me as much as it does you. I sent him there. And I’ve been there, I know what it is. But you lost one wingman, and we destroyed Tokyo.”
3. “Successful offense brings victory. Successful defense can now only lessen defeat.”
This is an “extremely belligerent, many thought brutal” man who believed in the power, threat and use of nuclear weapons. He wanted SAC to be able to deliver every nuclear warhead in the American arsenal on the Soviet Union at once. This military rationale earned LeMay the image of a cold man who was obsessed with starting any kind of war with the Russians.
It was Gen. LeMay who inspired the character of Buck Turgidson in “Doctor Strangelove,” willing to pay for a victory over the Soviet Union with unlimited American lives. As a bomber pilot, LeMay’s point of view was one of overwhelming force. At its height, the SAC had 1600 bombers and 800 missiles in its arsenal.
4. “We can haul anything.”
As the commander of U.S. Air Forces In Europe, LeMay was asked by the Commander of all U.S. forces in Europe, Lucius D. Clay, about the feasibility of an airlift (later known as the “Berlin Airlift”) to break the Soviet blockade of West Berlin.
Gen. Clay asked LeMay “Can you haul coal?” Even though he preferred the more aggressive response of an armed convoy backed by bomber aircraft, Gen. LeMay enthusiastically began the 5,000 ton per day airlift operation within weeks. He was so instrumental in its startup, it was initially called “The LeMay Coal and Feed Delivery Service.” LeMay’s response to Clay’s hauling question represents the can-do attitude and spirit of the U.S. Air Force.
5. “If I see that the Russians are amassing their planes for an attack, I’m going to knock the shit out of them before they take off the ground.”
Robert McNamara, who served under LeMay during WWII and over him as Secretary of Defense during the Kennedy Administration, called him the finest combat commander there ever was. While he was convinced a war would happen at some point and believe the U.S. should fight it on the grounds most favorable to it, LeMay’s military upbringing taught him that true readiness required constant training and this readiness was to be in place when the civilian leaders of the military deemed it necessary to use them.
His solution was to create a force so powerful no one would dare sneak an attack. He would always advocate for a heavy military response, most notably during the thirteen-day Cuban Missile Crisis in 1962, but always loyally and diligently carried out the orders and policy of his civilian superiors.
6. “To err is human, to forgive is not SAC policy”
When he took control of Strategic Air Command in 1948, most of his bomber crews couldn’t hit Ohio with a mock atomic bomb during exercises. The SAC under Gen. LeMay became one of the most effective military units in the world on the basis of relentless training.
One officer was quoted as saying: “Training in SAC is harder than war … it might be a relief to go to war.” Within two years, the procedures, checklists, and training implemented by General LeMay gave SAC one of the best safety records in U.S. military history.
7. “The price of failure might be paid with national survival.”
After retiring from the Air Force in 1965, LeMay ran with George Wallace on his segregationist party ticket. It led many to conclude that LeMay agreed with Wallace’s racial views. In truth, LeMay agreed to run with Wallace because he believed in a hard line against Communism, and an end to the War in Vietnam, and didn’t see any of the potential candidates doing these things.
LeMay was no racist. During his tenure as a commander in the Air Force, he had actually promoted the integration of units well before Truman’s executive order. Protesters would attend Wallace rallies shouting “Sieg heil” at the man who designed the bombing plans that crippled Nazi war production, even personally leading the most dangerous missions.
The 1943 season was a tough one for the NFL, its fans, and America. At the height of World War II, Pennsylvania’s two pro teams lost a number of players to military service. As a result, the two teams merged temporarily in order to play out the season, forming what the NFL called the “Phil-Pitt Combine.” The sports press labeled the team the “Steagles,” a name that fans quickly adopted. The season was saved.
The U.S. government fully supported the continuation of American sports to keep morale up on the homefront, but teams like the Steagles had rosters filled by players who didn’t join the war effort because they were unfit for service, received a draft deferment, or were actually serving but on leave.
But in spite of the fact that the NFL needed eight teams to have a functional season, the Steagles almost didn’t happen. Pittsburgh and Philadelphia were bitter rivals in the 1940s, and the men who would be co-head coaches hated each other.
Players received some public ridicule because of the general perception that if a player was fit enough to play football he should be fit enough to fight the Nazis. But most of the Steagles’ players were declared physically unfit for service. The teams players also worked full time war production jobs. Football was not their only gig.
Philadelphia was hometown for the team and the team wore the Eagles’ green and white colors. It was the only time in the history of the Steelers franchise that the team didn’t wear black and gold. Pittsburgh owner Art Rooney did manage to get two home games played in Pittsburgh, however, both of which they won.
After a 2-0 start, the Steagles started to fall apart and by the end of the season, their record was a mediocre 5-4-1. They still hold the record for most fumbles in a winning game, where, against the New York Giants, they lost the ball ten times but still pulled out a 28-14 win, as lopsided a win as the U.S. had against the Axis.
In 2003, the Steelers hosted the Eagles on the 60th anniversary of the Steagles’ formation and honored the surviving members who could make it. Philadelphia won that game 21-16.
‘Tis the season for the giving of gifts. ‘Tis also the season of FOMUG (Fear Of Messed Up Gifting). We get it. It’s hard out there for an elf. Team WATM would like to offer you some guidance.
For the Bright-eyed Hope Machine in your squadron:
~ a bag from the brand that’s turning military surplus into vet success ~
Emily and Betsy Nuñez — sisters and co-founders of Sword Plough — represent the kind of entrepreneurial venn diagram that a truly bipartisan American government would engineer in a lab to ensure a Better Tomorrow.
Growing up at West Point with their father, a 30-year Army veteran, Emily and Betsy were inculcated from an early age with the military life. Emily was one of only three students at Middlebury College in ROTC and would go on to serve on active duty as an intelligence officer with 10th Special Forces Group.
She would also be one of the first women to attend Ranger School.
At the same time, she and Betsy were laying the groundwork for a classic millennial start-up, a sustainable bags and accessories company dedicated to repurposing materials and people for the betterment of all. Since 2013, they’ve been operating at the energetic epicenter of 21st century feminism, social entrepreneurship, sustainable business modelling and post-9/11 veteran affairs.
But if there’s one anecdote from the early days of Sword Plough that, above all others, may have foretold the relentless success the company has enjoyed since its founding, it’s this one, from Emily:
Well, just before launching on Kickstarter, we did another business plan competition…at the Harvard Business School, their Pitch for Change Competition. And I got leave from the Army to attend the contest. It was just an amazing experience. We pitched to the audience and the judges and we won first place and the Audience Choice Award, which was just incredible. [But] we almost actually didn’t even have the chance to do the pitch because there was a blizzard that weekend [in Boston] and we were having a really hard time finding a cab…so we ended up hitching a ride with a snow plow…
Uh…hold please. I grew up in New England. Snow plows stop for no one. How did you pull that off?
I sprinted up to him. I was wearing high heels and a dress and I just told him…”We only have 20 minutes to get to Harvard Business School to pitch our idea to repurpose military surplus into bags and to work with veteran American manufacturers and donate part of our profits to veteran organizations!” [H]e waved us in and gave us a ride. It was a pretty lucky moment…
Was luck really the deciding factor? I doubt it. Faced with such a hyper-specific onslaught of enthusiasm, purpose, brains, and brass, what snow plow man — no matter how grizzled — could say no? Who among us would be so gripped with frozen-hearted pessimism that he’d turn such a pitch aside? It’s unimaginable.
The Nuñez sisters have created a recipe that is impossible to deny. Their products are excellent, unique, and sustainable. Their company is staffed by veterans at every level. Their profits are charitably apportioned. Their eyes are on the horizon and their mission is to serve.