More than 440 senior enlisted leaders, representing all services — active, reserve, and retired — descended on Houston, Texas, June 20-22, 2019, from all parts of the United States to attend the Great Sergeants Major Reunion, the largest gathering of senior non-commissioned officers in America.
Out of U.S. Army Sergeants Major Academy (USASMA) classes 1 through 10, there was only one Sergeant Major in attendance. Gene McKinney, who served as the 10th Sergeant Major of the Army, was among the many sergeants major to participate in this year’s event. Sadly, 16 sergeants major have passed since the last gathering in 2017.
The Department of Veterans Affairs was well represented, with two Veterans Experience office employees–both retired command sergeants major (representing classes 53 and 55)–on site to share MISSION Act and suicide prevention and awareness information, and hand out the VA Welcome Kit.
CSM (Ret) Eric Montgomery speaks with SMA (Ret) Gene C. McKinney at the event in Houston.
As the conference room filled, VA staff were there to welcome attendees and hear their concerns and feedback about VA. One attendee, Larry Williams, said “the White House hotline is the best resource in place.” Others similarly expressed wishing they had this information before leaving service, and that VA’s presence at the reunion convinced several to enroll in VA. Even those still serving, or soon to be retiring as sergeants major, reported a desire to share the VA Welcome Kit information with their soldiers.
It was an invaluable opportunity to attend, to share what’s happening inside VA, knowing that these senior enlisted leaders will be VA advocates to their soldiers all over the country.
Retired SGMs from USASMA class 55 at the GSM Reunion 2019.
Command Sergeant Major (retired) Ivanhoe Love Jr., who also served three terms as the mayor of Liberal, Kansas, was the keynote speaker. His spoke about living healthy lives, the importance of annual checkups and the power of positive thinking. He also stressed the importance of having personal relationships, staying connected and informed, and how these factors impact life longevity.
Although he was not in attendance due to health reasons, fellow Sergeant Major (Ret) Ernest Colden, a World War II, Korea, and Vietnam Veteran from South Carolina who turned 95 on June 23, 2019, was recognized.
This article originally appeared on VAntage Point. Follow @DeptVetAffairs on Twitter.
These items make our lives easier every day, but none of them would exist without their military beginnings.
1. Duct Tape
The miracle tool was invented in 1942 as a way to waterproof ammunition cases. Soldiers fighting World War II quickly realized the tape they used to seal their ammo had a number of other uses.
For better or for worse. And for the record, it was originally known as “duck tape,” because the tape was adhesive stuck to waterproof duck cloth. The strength and durability make it the ideal tape for hilarious pranks.
The autoinjector pen used to help fight off allergic reactions has its design roots in U.S. military Nuclear-Biological-Chemical warfare operations. The same technology which injects epinephrine into a bee-sting victim was developed to quickly give a troop a dose of something to counter a chemical nerve agent.
3. Beer Keg Tap
This one is actually kind of backwards. Richard Spikes was an inventor with a number of successful creations by the time he invented the multiple-barreled machine gun in 1940. He invented the weapon using the same principles as his first invention, the beer keg tap.
4. The Bikini
The inspiration for this one is more for the name than the item itself. In the late 1940s, a car engineer name Louis Réard developed a swimsuit he was sure would be the smallest bathing suit in the world. Expecting the spread of his design to be an explosive one, he called the suit the Bikini, after Bikini Atoll, the lonely Pacific Island where the West conducted nuclear weapons tests.
Meaning “Water Displacement, 40th Formula,” WD-40 was first developed to keep the very thin “balloon” tank of Atlas Intercontinental Ballistic Missiles from rusting and otherwise corroding. The tanks had to be inflated with nitrogen to keep them from collapsing.
WD-40 remembers its roots: last year the company led a fundraising and awareness campaign, using its can to help fight veteran unemployment through the U.S. Chamber of Commerce’s Hire Our Heroes initiative to help find meaningful employment for transitioning veterans.
Within the confines of U.S. Air Force ranges there are things that exist nowhere else in the world.
Vast expanses of natural habitat containing unique plants and animals, archaeological sites and artifacts of Paleolithic Native Americans and cultures past, are contained in these, sometimes misunderstood, restricted spaces.
In fact, U.S. Air Force ranges support conservation efforts which strive to expand beyond man-made borders to increase numbers of threatened and endangered species to a healthy and sustainable population.
“I think the public has the perception that the training range is a bombing range in that we obliterate the entire range but that is a very large misconception,” said Anna Johnson, Nellis Air Force Base Natural Resource manager. “The target areas are a very small portion of the range and those target areas have remained the same for decades … going into the future the target areas are not supposed to change at all.”
These ranges, which are utilized for a wide variety of military training and or testing, try to strike a balance between responsible land stewardship and mission accomplishment.
A very small area of the range is used for missions and targets while the surrounding area is left virtually untouched.
(U.S. Air Force photo by Tech. Sgt. Perry Aston)
According to Johnson, ranges require a lot of land area because of the distance and speed at which aircraft travel and for safety buffer zones during weapons employment.
Roads, targets and infrastructure account for less than 10 percent of the Nellis Test and Training Range landscape and the rest of the 2.9 million acres has been undeveloped and untouched. In fact, the only litter of note found on the range, according to Johnson, comes in the form of mylar balloons which travel extremely long distances.
The same can be said for ranges across the U.S. including Avon Park Air Force Range, which covers 106,000 acres, in Central Florida.
“Plain and simple, if we as the Air Force don’t take care of this property we’re going to lose the ability to use it,” said Mr. Buck MacLaughlin, APAFR range manager. “This is natural real estate and this is land we have been entrusted with to be able to do our training.”
That trust is granted by the American people and backed by U.S. federal regulations.
“The stewardship of the land is a responsibility that falls upon the Department of Defense and by proxy the Air Force, through the Sikes Act, where essentially we are mandated to partner with conservation organizations,” said Col. Chris Zuhkle, NTTR commander.
“In this case [with the NTTR] it’s the Bureau of Land Management, the U.S. Fish and Wildlife Service and the Nevada Department of Wildlife that make sure that we meet not only our mission needs but also that we do everything in our power to meet the conservation requirements and sustainment for those lands.”
According to the U.S. Fish and Wildlife Service over 300 federally listed species live on Defense Department land. Range environmental management offices must always be mindful they’re falling within the guidelines of the endangered species act to keep the best interest of the mission and environment on their radar. Avon Park has 12 endangered species, which are spread throughout the entire range area. The large habitat poses some unique challenges when it comes to mission planning.
‘I hear people call this place, the last bit of wild Florida or real Florida. You know, it’s pretty cool’ said Aline Morrow, a Fish Wildlife Biologist for the U.S. Fish and Wildlife Service, assigned to Avon Park Air Force Range, Florida.
(U.S. Air Force photo illustration by Tech. Sgt. Perry Aston)
“If we are putting undue impact on these threatened and endangered species, and really not even just the threatened and endangered ones, all the natural species in Central Florida that make this range their home, if we’re not balancing the requirements between taking care of those species and doing the military mission the military mission is going to get curtailed,” said MacLaughlin.
“That costs money in terms of fuel, it costs money in terms of manpower and more importantly the units that need this training, those men and women who are going to go in harm’s way, they don’t get the ability to practice their craft if we’re not doing that other part.
According to Brent Bonner, APAFR environmental flight chief, the wildlife management piece takes a lot of moving parts to ensure mission accomplishment.
As part of the Integrated Natural Resource Management Plan species are constantly monitored so range operations knows their location and status, especially during critical times, such as nesting season for endangered birds, to help protect future generations of these rare creatures.
Aline Morrow, a USFWS biologist who works closely with the environmental flight, helps survey and track animals, such as the Florida Bonneted Bat, which some consider to be the most endangered bat in North America. She says the first natural roost of the bat was found on an impact area of Avon Park in 2014.
Once a roost is found, it’s marked and mission planners know to buffer a certain area around the roost so as not to disturb the bats.
“It’s just 110 percent support from everybody who’s out here,” exclaimed Morrow. “They’re [the Air Force] always asking us, ‘what are you doing?’ and they get just as excited as we do when, for example, just a couple weeks ago, we had a sighting of a Florida Panther and the commander sent an email out with the pictures to everybody. Now everyone has the picture as their background on their laptop … I never felt like someone from the Air Force sees us as a regulator, they see us as a partner. We’re there to help you guys [the Air Force] see your mission as much as ours.”
While most of the efforts focus on managing the landscapes inhabited by wildlife to ensure they are able to thrive, it’s just a piece of the bigger picture.
Tabatha Romero, BLM Wild Horse and Burro specialist, knows first-hand how important management practices are.
She says people have an idealized version of how these horses are and the animals should just be left alone, but they don’t see the harm caused when the horses are overpopulated and they overgraze or run out of water and mothers have foals that can’t nurse because they can’t produce milk.
“With the NTTR it goes to show how sound our management practices can be,” said Romero. “When we are allowed to use the tools available to us and conduct comprehensive environmental management programs we have healthy horses on healthy ranges and that’s the ultimate goal of our program.”
Sound management practices are essential to ensuring the mission is accomplished, but with ranges providing pristine landscapes and safe havens for several endangered species it can sometimes become the only place these plants and animals live. In order to protect these species, and more effectively accomplish training, ranges have started looking at growing conservation efforts outside their physical boundaries.
Range borders protect against development leaving a majority of the range land as a safety buffer zone and therefore untouched. This pristine habitat (right) sometimes ends where the range fences end leaving the outside land (left) open for development or public usage.
(U.S. Air Force photo by Tech. Sgt. Perry Aston)
According to MacLaughlin, it all started with the Readiness and Environmental Protection Integration Program. This program works with willing landowners that border ranges, and partners with conservation organizations such as the Nature Conservancy, using federal money to purchase conservation easements.
“This is a real estate negotiation with a landowner that comes to the table and says ‘I want to protect my property’,” stressed MacLaughlin.
The REPI program presented potential for conservation efforts and education to expand in a big way, but sometimes there were unforeseen issues.
Agencies such as the Department of Interior or Department of Agriculture may be trying to accomplish the same thing on the same lands but due to existing laws, where federal money could not be used from one account to the other, the efforts may be halted.
This is where the Sentinel Landscape Program, which APAFR was declared an official Sentinel Landscape in 2016, came in that allowed multiple agencies to leverage each other’s programs and focus on combined efforts.
“It’s a direct sustainment of the mission,” said Bonner. “As we increase the species on our property and they’re decreased off property they become more valuable to the public … we want to make sure we don’t get in a situation where we are the only people with Red Cockaded Woodpeckers – that will impact our mission. So, we want to go outside the fence on those conservation efforts, protecting those species.”
The Red-Cockaded Woodpecker is an endangered species thriving on the Avon Park Air Force Range. About the size of a cardinal, the RCW calls the longleaf pines located on the range home. Marked and protected by the range mangers. The goal of the range is to expand the RCW habitat off the range and increase the population.
(U.S. Air Force courtesy Photo)
While the natural resource management team is focused on current issues, facing threatened and endangered species, they are also looking at preserving the past. Many Air Force ranges are homes to thousands of years of cultural history which could potentially be lost forever if it weren’t housed in the safety of the range’s fences.
When a base or range requires building a new structure or beginning a new mission, it’s much more complicated than just planning for operations and making it happen.
Surveys and studies are done to ensure the space isn’t on ground that contains a culturally significant site, meaning it contains vital information such as relevant tools, or qualifying traces of history, that are eligible for inclusion in the National Register of Historic Places.
A map of the cultural dig sites on the Nevada Test and Training Range.
(Nellis Cultural Resource Office)
According to Kathy Couturier, APAFR cultural resource manager, she helps determine the Area of Potential Effect for a particular site and what the mission impacts will be on the site.
She then provides guidance or alternative solutions to operating around those sites and runs the plans up to the State Historic Preservation Office for review and approval. This process ensures that time, money, and resources are utilized in the best way possible to effectively accomplish the mission while still ensuring eligible sites remain protected.
Federal laws, regulations, and procedures, such as determining the APE, have been put in place to ensure these sites are preserved and treated with respect so as to not repeat the mistakes of the past when significant cultural resources were destroyed as highways and cities were built on top of potentially significant cultural sites.
Environmental teams across the nation’s ranges such as the NTTR, which has sites dating back 10,000 years and works closely with 17 Native American tribes, try to ensure that cultural ownership of the land is not lost.
“These tribes are very intact in their language, they still speak it fluently, they teach it in their schools to their children,” says Kish LaPierre, NAFB cultural resource manager. “They have amazing oral history so we work very closely with them and they give us information to help us protect the prehistoric and ethno historic sites.”
LaPierre says the conditions around the NTTR are perfect for the preservation of artifacts. There are several sites where, often times, there are baskets sitting still full of seeds and tools laying around as if the inhabitants just left and were planning to come back but they didn’t.
While cultural sites on public lands are sometimes vandalized (left), sites on ranges remain pristine (right) due to limited access.
(Bureau of Land Management) (Nellis Cultural Resource Office)
“We have almost 3 million acres of land and it is virtually untouched,” said LaPierre. “The NTTR has been blocked off from the public since 1940 so it’s a huge prehistoric time capsule – it’s like a living museum.”
Understanding and mitigating the impact of how land use can have long lasting and far-reaching effects is on the forefront of the Air Force’s environmental programs.
Range teams across the country take great care when executing their mission to make sure they are not only following federal laws but also taking a vested interest in the lands they have been granted the ability to use so the past and present are preserved for future generations.
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
Marine Corps F-35s recently carried out the first at-sea “hot reload” of ordnance, dropping 1,000-pound bombs in the Pacific in rapid succession, the Marines said in a statement.
Marine F-35B Lightning II Joint Strike Fighters armed with a 1,000-pound GBU-32 Joint Direct Attack Munition and a 500-pound GBU-12 Paveway II laser-guided bomb took off from the amphibious assault ship USS Wasp and conducted a strike on a “killer tomato,” a large red inflatable target.
After dropping its payload, the aircraft quickly returned to the ship, refueled, reloaded, and set out on a second attack run on the floating target.
The fifth-generation stealth fighters also opened fire with their GAU-22 cannon, which can uses four barrels simultaneously to fire 3,300 rounds per minute. The 25 mm gun is, according to Military.com, carried on an external pod on the Marine Corps’ F-35 variation, which is capable of short takeoffs and vertical landings on the amphibs, basically small aircraft carriers.
At-sea hot reloading is a critical capability that allows for the surge offensive air support for strike missions in this theater, where US forces are increasingly training to fight in contested environments. While the training is not directly aimed at any particular adversary, the US military is focused on great power competition and is training for a high-intensity conflict with China and Russia.
“Our recent F-35B strike rehearsals demonstrate the 31st MEU’s lethality and readiness to address potential adversaries.” Col. Robert Brodie, commanding officer of the 31st Marine Expeditionary Unit embarked aboard the Wasp, said in a statement. “The speed that we can conduct precision strikes with devastating effects while providing close air support to our Marines is nothing shy of awesome. Bottom-line; the F-35B defines shock and awe!”
An F-35B Lightning II makes the first vertical landing on a flight deck at sea aboard the amphibious assault ship USS Wasp.
(U.S. Navy photo by Mass Communication Seaman Natasha R. Chalk)
Chief Warrant Officer 3 Daniel Sallese, aviation ordnance officer with the 31st MEU, said that the troops are learning to “rain down destruction like never before.”
Marine F-35Bs with the 31st MEU achieved another milestone earlier this year, flying in “beast mode” and conducting strike missions with externally-loaded inert and live munitions.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Over the years, the varied iterations of the Star Trek franchise have inspired countless young men and women to pursue careers in cutting edge technologies, space sciences, and the like. As a kid growing up on a steady diet of “Star Trek: The Next Generation,” however, I saw something else that spoke to me: a command structure that each and every crewmember had the utmost faith in.
The crew of the Enterprise each knew where they fell within the decision-making hierarchy, what their role and responsibilities were, and most importantly, who to look to when it came time to make hard decisions.
Breaking the chain of command or violating direct orders, of course, played a pivotal role in a number of episodes and movies–but in my young mind, that only further emphasized the importance of command: where starship captains were forced to decide between their orders and what they knew to be right. Almost universally, the captain that erred on the side of ethics got off scot-free, no matter how egregious their crimes. Good leadership, I learned, is about looking failure in the eye, accepting the consequences, and doing what has to be done.
Leadership in Starfleet, like in today’s real-world military, is a near constant life-or-death matter. Fortunately for the Star Trek universe, they have a test to see if you have what it takes to lead in such an environment.
The Kobayashi Maru test was first shown on screen in 1982’s “Star Trek II: The Wrath of Khan.” The premise is simple: a cadet is placed in command of a starship simulator and tasked with responding to the distress call of a damaged fuel carrier: the Kobayashi Maru. The stranded vessel is adrift in the neutral zone dividing Starfleet’s Federation Space from the Klingon Empire. The cadet-turned-captain has to make a hard decision: do you risk war with Star Trek’s Cold War Russian stand-ins, the Klingons… or do you allow the civilians to die?
The right thing to do, of course, is rescue the civilians–but the moment a cadet issues that order, things go bad. Communications with the civilian vessel are immediately lost just as multiple Klingon warships appear in pursuit. In clear violation of the treaty between their peoples, the cadet-in-command can try to talk their way out of trouble, turn and fight, or leave the civilians to their fate and run, but it doesn’t matter. The cadet’s ship is invariably destroyed. All crew members are lost. It’s a failure that’s spectacular in measure, both in terms of the lost vessel and in terms of lost lives. For an aspiring Starfleet captain, it’s a living nightmare… and that’s the point.
Kirk didn’t learn from the Kobayashi Maru, so he went on to learn the hard way.
The “no win scenario”
No matter how long you serve in the military or how competent a leader you are, failure comes for us all. If you’re fortunate, your most egregious failures will all come in training environments, and you’ll never have to go home with the weight of lost brothers or sisters on your conscience. In the worst of scenarios, victory or failure may be entirely outside of your control, but the burden of loss remains. When someone dies under your command, be it in combat or otherwise, it sticks with you.
You’ll keep moving, you’ll keep working, but late at night, when you’re alone with yourself, you can feel the weight of it bearing down. Good leaders know they’re going to hurt, but importantly, know how to get the job done anyway. They know that sometimes failure is unavoidable… often because they’ve faced their own Kobayashi Maru somewhere along the way.
(Marine Corps photo by Cpl. Melissa Wenger)
The measure of a good leader
I lost a Marine to suicide only weeks after being given my own squad. It tore our team apart and reshaped my approach to leadership and service. If I could be called a good leader after that, it wasn’t because I was born with an innate ability to rally the troops or because I had the decision making prowess of Jean Luc Picard. It was because I’d already felt the crushing weight of failure pulling me down into the darkness. I’d already been up at night, assessing what I did wrong. I’d already looked a grieving mother in the eyes and choked as I stammered an apology.
Failure is an unavoidable part of any military operation, but good leaders know how to roll with even the most crushing of punches. Some may come to the table with that ability, others, like me, have to learn it the hard way–by failing. The measure of a leader is their ability to recover from those failures, their ability to lead in adverse conditions, and their ability to shoulder the weight of their conscience without compromising the task at hand.
Every military leader needs to face the Kobayashi Maru sooner or later. Starfleet is just smart enough to add it to the training schedule.
Harvard University has decided against hiring former whistleblower Chelsea Manning as a visiting fellow, after backlash from two high-profile people associated with the Central Intelligence Agency.
Manning was announced Sept. 13 as a visiting fellow for the 2017-18 academic year. That announcement drew criticism from former acting CIA chief and deputy director Michael Morell, a senior fellow at Harvard’s John F. Kennedy School of Government, and current CIA Director Mike Pompeo.
Morell resigned his post in protest Sept. 14, critical of the school’s invitation to Manning — a former Army intelligence analyst convicted of leaking sensitive US military and diplomatic documents to WikiLeaks.
Later Sept. 14, Pompeo canceled a scheduled appearance for the same reason.
Sept. 15, Harvard Kennedy School of Government Dean Douglas Elmendorf announced that Manning’s fellowship had been rescinded.
“We invited Chelsea Manning because the Kennedy School’s longstanding approach to visiting speakers is to invite some people who have significantly influenced events in the world, even if they do not share our values and even if their actions or words are abhorrent to some members of our community,” Elmendorf said in a statement. “However, I now think that designating Chelsea Manning as a Visiting Fellow was a mistake, for which I accept responsibility.”
“Unfortunately, I cannot be part of an organization — the Kennedy School — that honors a convicted felon and leaker of classified information,” Morell wrote in his resignation letter to Elmendorf.
“We did not intend to honor her in any way or to endorse any of her words or deeds, as we do not honor or endorse any Fellow,” the dean responded Sept. 15. “But I see more clearly now that many people view a Visiting Fellow title as an honorific, so we should weigh that consideration when offering invitations.”
Morell served as the CIA’s acting director in two stints under Obama — one in 2011 and another between 2012 and 2013.
Though she has served her time, Manning continues to be a controversial figure.
Some members of the US intelligence community and diplomatic corps decried the damage done when the documents Manning leaked went public — but anti-war and government transparency advocates celebrated her as a hero for exposing private deliberations that upended public claims by the US government about the wars in Iraq and Afghanistan.
Manning was one of several individuals named Sept. 13 as Kennedy School visiting fellows. Also included are former press secretary Sean Spicer, Hillary Clinton campaign manager Robbie Mook, and former Donald Trump campaign manager Corey Lewandowski.
Here’s a question that could change your life: What matters most to you in your life? The answer can start you on the path to Whole Health.
Whole Health puts the focus of health care on the veteran rather than just the veteran’s illnesses and symptoms. It’s a patient-centered approach that considers the full range of physical, emotional, mental, social, spiritual, and environmental factors that can influence your health. Veterans examine these areas of their lives and set goals based on what matters most to them. In turn, those goals drive the health planning decisions they make with their VA care team.
All VA medical centers and clinics now offer training in Whole Health and personal health planning, as well as a range of well-being programs.
The USS Eagle 56 was only five miles off the coast of Maine when it exploded.
The World War I-era patrol boat split in half, then slipped beneath the surface of the North Atlantic. The Eagle 56 had been carrying a crew of 62. Rescuers pulled 13 survivors from the water that day. It was April 23, 1945, just two weeks before the surrender of Nazi Germany.
The United States Navy classified the disaster as an accident, attributing the sinking to a blast in the boiler room. In 2001, that ruling was changed to reflect the sinking as a deliberate act of war, perpetuated by German submarine U-853, a u-boat belonging to Nazi Germany’s Kriegsmarine.
Still, despite the Navy’s effort to clarify the circumstances surrounding the sinking, the Eagle 56 lingered as a mystery. The ship had sunk relatively close to shore, but efforts to locate the wreck were futile for decades. No one could find the Eagle 56, a small patrol ship that had come so close to making it back home.
German submarine U-853 and crew.
Then, a group of friends and amateur divers decided to try to find the wreck in 2014. After years of fruitless dives and intensive research, New England-based Nomad Exploration Team successfully located the Eagle 56 in June 2018.
Business Insider spoke to two crew members — meat truck driver Jeff Goodreau and Massachusetts Department of Corrections officer Donald Ferrara — about their discovery.
Goodreau and Ferrara, along with their crewmates Ryan King, Danny Allan, Bob Foster, Nate Garrett, Josh Cummings, and Mark Bowers, are featured in “The Hunt for Eagle 56,” a Smithsonian Channel documentary series set to air at 9 p.m. on Sunday, Sept. 22, 2019.
Goodreau works as a meat truck driver in Massachusetts. But diving has been his passion since the age of 18, after his employer hosted a number of scuba excursions.
“I was hooked from the first dive,” Goodreau said. “It was really cool. I found out early shipwrecks are what I’m meant to do. I really believe that that’s what I was put here to do, to find shipwrecks.”
Ferrara said he was first sucked into the world of diving by watching famed oceanographer Jacques Cousteau on television, as a kid.
Goodreau described becoming interested in pursuing “deeper and darker” dives as time went on; or, as Ferrara puts it, “crazier and stupider” underwater adventures. They became immersed in the world of technical diving, which National Association of Underwater Instructors defines as “a form of scuba diving that exceeds the typical recreational limits imposed on depth and immersion time (bottom time).”
King, Allan, and Goodreau first teamed up to find the Eagle 56 in 2014. The rest of the crew came together in the subsequent years. The Eagle 56 was an obvious choice for the for the Nomad team.
“I’m a shipwreck nerd, always have been,” Goodreau said. “The Eagle 56 was always the shipwreck to find. That was the great ghost of New England. A lot of people looked for it. Nobody could find it.”
But the Eagle 56 was never going to be an easy find. Goodreau described the ocean floor north of Cape Cod as a labyrinth of rocky mountains and canyons. The Eagle 56 was a “fairly small” boat. And, though the crew didn’t know this at the time, it was lodged in a trench.
“It’s kind of like the equivalent of dropping a soda can into canyon and putting on a blindfold and going and finding it, because you can’t just look down and see it,” Goodreau said. “Visibility’s 10 feet. It’s pitch black.”
Even worse, the crew’s expensive magnetometer ended up being somewhat of a bust, thanks to the undersea terrain.
“It turns out that the rocks off of Maine aren’t only big, they’re full of iron,” Goodreau said.
Again and again, the crew would finish out a summer diving season empty-handed. They spent the winters intensively reading up on the sinking, trying to pinpoint the ship’s coordinates. That research had an unintended side effect.
A plaque on the grounds of the Portland Head Light at Cape Elizabeth, Maine, describes the loss of USS Eagle-56.
“You kind of get to know these guys,” Goodreau said, of the Eagle 56 crew members.
Ferrara added that, as a Marine veteran, he feels an affinity for the crew members who died in the attack. He said that most of the men on board were quite young.
“They were lost for 73 years,” he said.
But the team stuck with the search and, ultimately, found the wreck in June 2018. Goodreau and Ferrara say that, as a result, they’ve gotten to know plenty of relatives of the lost crew members.
The Nomad team members were even invited to the July 2019 Purple Heart ceremony for Seaman 1st Class James Cunningham, who died in the Eagle 56 sinking. Cunningham was 21-years-old at the time of the sinking. Goodreau and Ferrara say that Cunningham came from a family of Tennessee sharecroppers, and that he enlisted in the Navy when he was 18. Cunningham sent them his Navy paychecks so that they could buy a house, a property which the family still owns today.
Sadly, one group that the Nomad team will never be able to share their discovery with are the 13 survivors of sinking. They have all died.
“Some of the survivors were engineers,” Goodreau said. “Some went to their graves feeling that people blamed them for the explosion.”
The Nomad diving team will now search for the torpedo that took down the Eagle 56. And, in the meantime, they will remain cautious when diving in the area where the ship sank.
“You don’t want to disturb them,” Ferrara said. “You want to be very respectful, when you’re there.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
During a House Armed Services tactical air and land forces subcommittee hearing March 7, 2018, lawmakers were apprehensive about the strategy known as continuous capability development and delivery, or C2D2.
This strategy aims to do smaller, incremental updates instead of taking F-35s off the flightline to get months’ worth of larger, packaged software and modernization upgrades needed to “keep up with the latest threats.”
Citing a recent report delivered to Congress regarding C2D2, Rep. Niki Tsongas, D-Mass., said costs “may be as high as $11 billion in development and $5.4 billion in procurement” between fiscal 2018 and fiscal 2024 to achieve all the requirements.
“This potential cost of $16 billion is an astonishingly high amount and, as far as I am aware, greatly exceeds any cost figures previously provided to Congress,” she said.
“It is important to remember this is a software-intensive effort, and the last 17 years of F-35 software development have seen dramatic cost increases and significant delays,” Tsongas continued. “If Congress agrees to support this effort at this cost and under the proposed management regime, it should only do so fully aware of the significant risks involved.”
Vice Adm. Mat Winter, director of the F-35 Joint Program Office, said the current cost estimate stands at roughly $10.8 billion for development, of which $3.7 billion will be shared by U.S. allies operating the F-35. The Pentagon would thus be responsible for only $7.2 billion over seven years.
Tsongas also queried Air Force, Marine Corps, and Navy officials on whether the proposal is reasonable for the fifth-generation stealth jet.
“None of the services have a true comfort level until we have a … cost of how this is going to happen scoped out,” said Lt. Gen. Steven R. Rudder, the Marine Corps’ deputy commandant for aviation. “But year by year, we’re going to put money into C2D2 at the levels that Admiral Winter is requesting currently.”
Rudder testified alongside Winter; Air Force Lt. Gen Jerry D. Harris, deputy chief of staff for Plans, Programs and Requirements; and Rear Adm. Scott D. Conn, air warfare director for the office of the chief of Naval Operations.
Conn agreed with Rudder, and Harris added there are “funds laid in [the Air Force’s] plan,” as well as plans to reduce sustainment costs long term. He did not specify budget numbers.
C2D2 replaces what was once called Block 4 follow-on modernization, or the succeeding, repetitive mods to Block 4, the latest software modernization to upgrade the F-35’s avionics and weapons delivery. Block 4 itself is slated for implementation sometime before the end of 2018.
“We just want to be sure this is rooted in reality,” Tsongas said.
In a follow-up discussion with reporters, Winter laid out worst- and best-case cost scenarios.
Going through all of the pre-planning and execution — when developers and engineers are needed, at what point a certain batch of F-35 Lightning IIs can receive the work, among other factors — Winter said once those calculations formally come together, $10.8 billion for development is roughly correct.
“That estimate will most likely come down, but I don’t guarantee anything,” Winter said.
“But we’ve also looked at, if all of that is correct, what are the modifications to the fleet aircraft, so the procurement elements of this, the software’s going to be minuscule,” he said, referring to the $5.4 billion figure Tsongas cited.
“If I had all the hardware updates on the first year, it would be a less [of] a procurement cost because all of my new aircraft would already have it in there,” Winter said.
In his written prepared testimony for the hearing, Winter cited the Pentagon’s lessons learned from upgrading the F-22 Raptor, but did not specify what modifications to the stealth jet have cost. At the Defense Department’s order, Lockheed Martin Corp. stopped producing the F-22 in 2011.
“Based on experience from the F-22, an eight-to-10-year span between technology refresh events will maintain viable warfighting capability throughout each cycle,” he said in his testimony.
The F-35’s total cost has been projected at more than $1 trillion over a 50-year lifetime.
Team Rubicon is used to jumping in head first to support those in need. From serving during natural disasters like earthquakes or supporting the aftermath of a hurricane, they’ve done it all. Or at least they thought they had. The COVID-19 global pandemic may have changed everything, but Team Rubicon was ready.
After watching the slow relief efforts for the devastating earthquake that hit Port-au-Prince in 2010, two marines didn’t like what they saw. So, they decided to change the narrative. Jake Wood and William McNulty gathered supplies, a volunteer group filled with veterans, first responders and medical professionals. Within days they deployed to Haiti.
Team Rubicon was born in those moments and has spent the last decade serving the world. They support those in need by doing things like partnering with Feeding America and coming in to administer aid after natural disasters internationally. Ten years after those marines decided to act, Team Rubicon continues to support the world. It is through this service that they are giving purpose and community to transitioning veterans.
Their mission is to serve the underserved.
Army Reserves Lieutenant Colonel Michael Gorham knows all about the importance of purpose. When he transitioned from active service to the reserves, he was a bit lost himself. He found Team Rubicon in the midst of needing something more in his life. He is now the Deputy Director of operations for California, Nevada, Arizona and Hawaii. After watching the pandemic wreak havoc on normal volunteer operation capability, he had an idea.
“I was on the next door app and saw people who need a roll of toilet paper…elderly people who were afraid to go out,” said Gorham. So, he started talking about the need for neighborhood support. Within days, Team Rubicon launched a new initiative, Neighbors Helping Neighbors, which gave volunteers the ability to safely serve their communities through the pandemic. To date they have over 3,000 acts of service in neighborhoods throughout the country.
That’s not all they are doing.
Team Rubicon is also setting up field hospitals and building COVID-19 testing sites. “Two months ago, nobody would have thought this is where we’d be. We need to be prepared to pivot to help wherever society needs us,” said Gorham. He continued, sharing that Team Rubicon has many opportunities for those who want to serve to get into their communities and make an impact.
Although Team Rubicon has a mission for veterans, you do not have to be one to be a volunteer. “I think Team Rubicon is a space for veterans and like-minded servants. You don’t need to be a veteran or a first responder or have some sort of title in order to be a servant,” shared Gorham. He explained that many people have a deep need to do more and feel like something is missing from their lives and Team Rubicon wants to help fill that.
Gorham shared that the CEO of Team Rubicon has said repeatedly that they are aiming to be the world’s largest volunteer fire department.
They are well on their way.
To learn more about Team Rubicon and how you can serve, click here.
The fate of two Turkish soldiers now hangs in the balance as they have become the unwilling guests of the Islamic State of Iraq and Syria (also known as ISIS).
Supporters of the terrorist group have reportedly been debating what to do with the captured soldiers.
According to a report by al Jazeera, the two Turkish troops were captured during a battle near the Syrian village of Elbab. The announcement from the terrorist group about the captives caused a celebration on Facebook and other social media sites.
The celebration then turned to into a debate when one ISIS dirtbag solicited opinions on what to do with the prisoners.
“Expect a nifty video with the soldiers of the tyrant infidel Erdogan,” one ISIS supporter tweeted, adding two knife emojis. ISIS has routinely beheaded some of its captives, including American journalist James Foley. “Jihadi John,” the ISIS jihadist who was responsible for the terrorist group’s most notorious beheadings, became a good jihadist in Nov. 2015.
Others advocated not beheading them, but treating them humanely and educating them about Islam, with one saying, “it would only give the members a momentary boost of adrenaline but not much more.”
Most followers of jihadists, though, were calling for the summary execution of the Turkish troops, whom they deemed “nonbelievers.” One of the senior terrorists claimed, “All the options are on the table for the Islamic State organization to decide what to do with the two Turkish soldiers.”
The terrorist group burned a captured Royal Jordanian Air Force pilot alive in February 2015 after his F-16 crashed due to a mechanical failure.
A US Marine Corps F-35 squadron plans to deploy aboard the British Royal Navy’s new flagship, the HMS Queen Elizabeth.
“It’s going to be a wonderful new way — and I will offer, potentially a new norm — of doing coalition combined allied operations with a maritime partner,” Lt. Gen. Steven Rudder, head of Marine Corps aviation, said at this week’s Sea-Air-Space conference outside Washington, DC, according to Military.com.
A yet-to-be-identified Marine Corps squadron is expected to deploy aboard the foreign carrier in 2021.
This approach will be a “tremendous milestone in the progression of maritime interoperability with the UK,” Capt. Christopher Hutchinson, a Marine Corps spokesman, told Military.com. He told Business Insider that this will be the first time in modern history, if not ever, US aircraft have deployed aboard a foreign aircraft carrier.
HMS Queen Elizabeth visiting New York City.
The deployment has been a long time in the making, as senior US and British defense officials reportedly first began discussing this type of cooperation as a real possibility when the HMS Queen Elizabeth was commissioned in 2017.
An F-35B jet, a short takeoff/vertical landing variant of the fifth-generation stealth fighter developed for the Marine Corps, landed on the HMS Queen Elizabeth for the first time last September. “The largest warship in British history is joining forces with the most advanced fighter jets on the planet,” then British Defense Secretary Gavin Williamson said in a statement.
An F-35B Lightning II above the aircraft carrier HMS Queen Elizabeth, Sept. 25, 2018.
(UK Ministry of Defense)
Last fall, US Marine Corps Maj. Michael Lippert, an F-35B test pilot, spent several weeks conducting test flights from the deck of the British carrier. The movement of a whole squadron to the carrier is simply the next step in the cooperative process.
Both sides are currently preparing for the eventual deployment. “They’re working together … on all of the things that go into making sure supportability is right,” Rudder said, according to Military.com. “It has been a pleasure working with our UK partners on this. I think it’s going to be a very interesting data point and operational success.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.