The Navy also posted promising reviews of the drone’s performance in land-based tests at Naval Base Ventura County, Point Mugu, California. The Fire Scout C-model demonstrated a range of over 150 nautical miles and the ability to remain in flight for approximately 12 hours.
“The C model will greatly impact how we monitor, understand and control the sea and air space around small surface combatants,” Navy Capt. Jeffrey Dodge, the program manager for Fire Scout, said in a 2015 press release.
The MQ-8B, the predecessor model to the MQ-8C, has flown over 16,000 hours and has participated in flights with manned helicopters at sea without serious incident.
The Army is known for its ability to fight on land, and most people know it has plenty of helicopters. But the Army also has an impressive fleet of watercraft that it uses for transportation, engineering, and even special operations platforms. Here are the watercraft that hardly anyone knows the Army has.
1. The landing craft that can be a floating base for special operators
Most people know landing crafts from World War II movies where ramps dropped, and soldiers rushed out and onto the beaches. Landing craft are still largely the same, with advances in technology allowing for larger, more resilient ships. The Army currently fields 34 Landing Craft, Utility 2000s.
The LCU works by pulling close to a shore, dock, or pier and dropping a ramp to form a bridge for vehicles. Supplies are then carried off by forklift while transported vehicles can roll off under their own power. The LCU-2000 can carry up to 350 tons into water as shallow as 9 feet, meaning it can drop 5 Abrams tanks directly onto a beach.
The LCU-2000s have been historically used as transportation platforms for supplies and armored vehicles, but they also saw service with special operators in Haiti and Operation Iraqi Freedom. In Haiti, the ships were used to transport operators to different fights while avoiding the heavily defended road network. In Iraq, they were used as floating staging bases for operators assaulting offshore oil platforms.
2. The landing craft that can assault beaches, fight fires, and act as a command center
The Landing Craft, Mechanized 8 is primarily a supply transport ship like the LCU-2000. It is smaller and carries only 53 tons, meaning it can’t lift a single heavy tank. It can carry smaller vehicles though and can operate in waters as shallow as 5 ft.
It is highly customizable though, and it’s used for a variety of purposes. Its shallow draft allows it to operate inland, far away from deep water. It can be fitted with firefighting equipment, diver support equipment, or communications relays. It especially shines in disaster relief since it can deliver to an unimproved beach or damaged dock as much cargo as a C-17 can carry.
The Army has 40 LCM-8s, but it’s looking to replace them. The Maneuver Support Vessel (Light) program calls for a new ship with capabilities above and beyond the LCM-8. It would carry more cargo, be more survivable under attack, and have both fore and aft ramps so vehicles could drive on and off faster.
3. Logistics support vessels that can deploy 24 combat-ready tanks
Though the Army has only eight Logistics Support Vessels, they are heavy lifters. The LSV is capable of carrying 2,000 tons from deepwater boats to shore. Though it needs 12 feet of water to float, it has a longer ramp that allows it to reach the shore on beaches the LCM-8 and LCU-2000 can’t reach.
Its larger deck surface and greater capacity means it can carry 24 M1 tanks directly to a beach and the tanks can roll off, ready to fight. That’s almost enough space to carry an entire armored cavalry troop in one lift.
4. Dredges and cranes for re-shaping the coast
Army engineers are in charge of U.S. dredging operations. That’s the removal of silt from the ocean floor to lay communications cable, open clogged shipping lanes, or deepen waterways for larger ships. To accomplish this mission, they maintain 11 dredging vessels that remove silt and sand and dump it out to sea or in pre-planned sites.
The engineers also keep a small fleet of floating cranes used to assist with dredging, repair or build ports, and move supplies onto and off of ships.
5. Tugs that can pull aircraft carriers
Army tugs are used primarily to maneuver friendly ships in tricky ports or waterways just like civilian tugs. They are also useful for repositioning cranes and moving floating piers or barges into position.
The Smyrna, Georgia-based company submitted versions of its 9mm Glock 19 and .40 caliber Glock 23 pistols in the Army’s effort to replace its M9 9mm pistol. The release of the photos comes three weeks after the Government Accountability Office denied Glock’s protest against the US Army’s decision to select Sig Sauer, Inc., to make the service’s new Modular Handgun System.
“GLOCK, Inc. met or exceeded all of the mandated threshold requirements set forth in the RFP by the Army,” Josh Dorsey, vice president of Glock said in a statement.
Military.com has requested an interview with Glock to give the company the opportunity to explain why it protested the Army’s decision.
Glock’s MHS pistols feature a frame-mounted thumb safety and a lanyard ring next to the magazine well.
Glock filed the protest with the GAO on Feb. 24, challenging the Army’s interpretation of the solicitation regarding the minimum number of contract awards required by the Request for Proposal, according to a statement by Ralph O. White, managing associate general counsel for Procurement Law at GAO. Glock also alleged that the Army improperly evaluated its proposal.
“GAO denied the challenge to the interpretation of the solicitation, finding that the RFP allowed the Army to make only one award, although up to three awards were permitted by the RFP’s terms, White wrote. “GAO also denied the challenge to the Army’s evaluation of Glock’s proposal on the basis that any errors did not prejudice Glock in the competition.”
The Army launched its long-awaited XM17 Modular Handgun System competition in late August 2015 to replace its Cold War-era M9 9mm pistol.
The Army awarded Newington, New Hampshire-based Sig Sauer the MHS contract Jan. 19, selecting a version of its P320 to replace the Beretta M9 service pistol. The decision formally ended the Beretta’s 30-year hold on the Army’s sidearm market.
Over the last five years, some 4,200 living veterans were declared dead and had their benefits cut off by the Department of Veterans Affairs. After digging through records, Danny Pummill, the acting undersecretary for benefits at the VA, said the mistake was a function of the way record sharing is done between the Social Security Administration and the VA. When the SSA declared someone dead, the VA would immediately kill their benefits.
Florida Congressman David Jolly had a bone to pick with the VA. Responding to his constituents’ complaints about premature death notices, he headed a Congressional inquiry in 2015. When veterans tried to correct the errors in their mortal status, they found themselves in purgatory between the two agencies. In a written statement, Rep. Jolly remarked on the grave consequences of these kinds of mistakes.
“We simply cannot have men and women who have sacrificed for this country see their rightful benefits wrongfully terminated because the VA mistakenly declares them dead,” Jolly wrote. “It has caused needless hardships for thousands of people who had their benefits terminated and their world turned upside down.”
The VA admitted its mistake to the congressman and then revived the affected veterans’ benefits as of May 2016. The VA also overhauled its death notice procedures. Now, a veteran will be notified of his or her death by mail to the last known address. The veteran will have 30 days to prove he or she is not dead. If the VA doesn’t hear from the veteran or their surviving family members, the benefits will be terminated.
I didn’t know this needed to be said in an official military statement, but apparently, troops have to be told not to use CBD oil that they found on the internet because it will almost certainly make them pop hot on a piss test for marijuana use.
In case you aren’t aware, CBD oil, or cannabidiol oil, is derived from marijuana plants and put into various products. Even the products that label themselves as having no THC are either flat-out lying (because the lack of FDA approval and zero government oversight won’t get the BBB’s attention) or still contain enough trace amounts to fail a urinalysis.
And look. I’m not trying to discredit the value of CBD oil. Whatever floats your boat. I got my DD-214 and give no f*cks for what you do with your life. I’m just saying: if you’re still in the military and use a product that says it can treat all of the same things as prescription weed, is made from weed, and, depending on the product, gives the effects of being high on weed… Don’t try to play dumb when the commander says they found weed in your pee.
Besides, the military is already under the control of a miracle cure-all drug monopoly. It’s called Motrin. Anyways, here are some memes.
In October 2018, Airman Magazine sat down for a conversation with Maj. Gen. Robert J. Skinner, Twenty-fourth Air Force commander; Air Forces Cyber commander and Joint Force Headquarters-Cyber commander, Joint Base San Antonio-Lackland, Texas. He is responsible for providing Air Force component and combatant commanders with trained and ready cyber forces to plan, direct and execute global cyberspace operations.
Airman Magazine: In July, the Twenty-fourth AF moved from Air Force Space Command to Air Combat Command. At the same time you moved from AFSPC to ACC. What are the reasons for that restructuring?
Maj. Gen. Skinner: This allows Gen. Raymond, as the Air Force Space Command commander, to truly focus on space operations. The other thing is this brings cyber within Air Combat Command, which has intelligence, surveillance and reconnaissance; command and control and the air domain. Bringing all these forces together under one four-star MAJCOM (major command) commander, Gen. Holmes, allows him some more flexibility to be able to present forces across the spectrum of operations.
The networks for those operations need to be resilient and they need to be protected. When you bring together the ISR, cyber, information operations, electronic warfare and command and control, that’s a lot under one hat. But it allows us greater integration as we move forward. At the end of the day, this is about multi-domain operations and the more we can bring those together, the more successful we’ll be.
Airman Magazine: How are your responsibilities divided between your three commands? It seems that just the information technology portion alone would be a huge demand on your resources.
Maj. Gen. Skinner: Cyber operations have four or five different lines of effort. One is to actually build the networks, build the applications and build the systems.
Another is to operate and maintain the networks, but also secure and protect them from vulnerability to adversaries. We also defend networks for our maneuver forces and then we have full spectrum operations, which is on the offensive side.
We also have combat communications airmen and engineering installation airmen who extend the network out to a multitude of places, whether that’s tactical basing or at the forward battle edge.
With that said, information technology is still a key part of the cyberspace domain and we are moving forward in the Enterprise IT as a service. We are going to utilize things industry does very well as a commodity type of action activity.
We are going to leverage what industry does great, providing some services and network infrastructure, and re-mission our airmen to do core Air Force missions on the defensive and offensive side, while providing assurance for the many missions the Air Force presents to the combatant commanders on the joint side.
The bottom line is we’re in the cyber operations business — information technology, networks, both operating and defending — and we provide full spectrum operations in this thing we call the cyberspace domain.
Tech. Sgt. Wyatt Bloom uses a spectrum analyzer to check television broadcast network routers at the Defense Media Activity, Fort Meade, Md., July 18, 2012. Bloom is a cyber-transport technician assigned to DMA.
Airman Magazine: Would you explain your duties as commander of the Air Force component at Cyber Command? How is that different from the hat you wear as commander of Twenty-fourth AF and Air Force Cyber?
Maj. Gen. Skinner: This could actually be a dissertation. To break it down a little bit, the Twenty-fourth AF is where we organize, train and equip our airmen. The perfect example is we have an organization down at Hurlburt Field — they train almost every cyber professional. Now we do a lot more than that, but that’s one example of the Twenty-fourth AF piece.
In the Air Force cyber piece, I am charged by the Air Force to present forces to Gen. Paul Nakasone, the U.S. Cyber Command commander, for his missions and functions as the combatant commander.
We provide offensive forces and defensive forces, DODIN (Department of Defense Information Networks) ops cyber professionals and ISR professionals to Gen. Nakasone, so he can perform his mission.
Then the third area is the Joint Force Headquarters side. That’s where Gen. Nakasone has asked us to align to three different combatant commanders to provide additional joint support for their missions.
We have planning elements that are aligned to these three combatant commanders, as well as some cyber teams supporting the commanders’ efforts in defense of the mission. Our teams are able to deploy and employ forces against a particular adversary at the time and place of the combatant command commanders’ choosing.
Our job within Twenty-fourth AF, AF Cyber JFHQC and Cyber Command, is to be ready at a moment’s notice to protect our systems and defend the networks and defend the core missions of our military and our joint war fighters. Then deter, disrupt and degrade an enemy’s ability to perform those functions against us. Part of that goes into making sure that we have persistent engagement, a persistent presence, and a persistent innovation as we continue to move forward.
Airman Magazine: Across the Air Force, joint force, partner agencies and nations, do cyber operations equate to kinetic operations or is that a completely different animal?
Maj. Gen. Skinner: I would say it is not a completely different animal. To be successful in cyber operations and have cyberspace superiority at the time and place of our choosing, we need a team of teams that is internal to the Air Force.
Every single airman in our Air Force needs to be a cyber sentinel. We need every airman to be very conscious of cyber security, cyber hygiene and things that are going on within the cyberspace domain.
We have branched out and are part of several joint organizations that perform functions and missions within the cyber domain. The National Security Agency is a huge partner with us as we perform these missions, as well as the Central Intelligence Agency, Defense Information Systems Agency and Department of Homeland Security — a lot of different agencies across the board.
We are also great partners with commercial industry and academia because we’re all in the same field and in the same cyber domain.
Within Twenty-fourth AF, we have a United Kingdom representative and an Australian liaison officer, but most of our allies and partners are really up at the Cyber Command level. We leverage those partners through U.S. Cyber Command, NATO and other organizations.
Capt. Taiwan Veney, cyber warfare operations officer, watches members of the 175th Cyberspace Operations Group, from left, Capt. Adelia McClain, Staff Sgt. Wendell Myler, Senior Airman Paul Pearson and Staff Sgt. Thacious Freeman, analyze log files and provide a cyber threat update utilizing a Kibana visualization on the large data wall in the Hunter’s Den at Warfield Air National Guard Base.
(Photo by J.M. Eddins Jr.)
Airman Magazine: What is it that makes your cyber airmen “cyber warriors”?
Maj. Gen. Skinner: Our airmen are absolutely warriors. We have teams in the fight operating constantly: 7 days a week, 365 days a year, Christmas and New Year’s.
If you’ve heard Gen. Nakasone speak recently you’ve heard him say we’re no longer solely responding to network intrusions, we have cyber forces persistently engaged against state and non-state adversaries, actively identifying and countering threats in the cyber domain.
This achieves several benefits at once: first and foremost, it gives us control over the cyber terrain that serves as the foundation for superiority in cyberspace. It also keeps our operators ready and their skills honed and imposes cost on the adversary so they can no longer operate freely without repercussion. There’s already a massive demand signal for our cyber operators that will only increase, so we have to ensure we’re fielding proficient, ready and lethal operators at scale.
Because of this, we are investing not only the readiness of our mission, but also in the readiness of our people. This means examining everything within our scope of control, including the effect the operational tempo of our 24/7/365 mission has on our operators.
Just like you see within the (remotely piloted aircraft) field, cyber can mean long periods away from the sunlight and abnormal sleep hours, and that can absolutely have an effect on people. Any leader will tell you—if you take care of the people, they will take care of the mission.
Airman Magazine: What part does the total force play in cyber operations and defense?
Maj. Gen. Skinner: I will tell you, we could not do our job on a day-to-day basis without the total force. The majority of the forces within Twenty-fourth AF are guard and reserve components.
Our engineering installation mission is 85 to 90 percent within the guard. More than 50 percent of our combat communications capability, which extends and expands our capabilities to the tactical edge, is in the guard. We have guard organizations up in Washington. We have some in Rhode Island. We have some here in Texas. I will tell you they provide great day-to-day work.
What’s even more important is the expertise that they bring from their civilian jobs. We have vice presidents of some corporations who are part of our total force as well. Bringing that expertise, leadership, things that the public is good at and things that industry is focused on benefits the military and vice versa. They take lessons learned from the military and take it to their company. So it’s a great yin-yang relationship.
Whether it’s an offensive operation or a defensive operation or even DODIN ops, there has to be a tight tie between all of those as we move forward because the defense learns from the offense and the offense learns from the defense. DODIN ops learn from defense to figure it out where we need to be resilient, where some of our mission critical assets are and how to defend them.
All the computer networks, email, applications and systems in the cyberspace domain are what we call the Department of Defense Information Networks. There are pay applications that we have in the Air Force that are part of DODIN. If you get paid electronically within the Air Force that’s part of the DoD information network.
Airman Magazine: Is it an advantage that those reserve and National Guard personnel tend to have long histories with one unit?
Maj. Gen. Skinner: I would say sometimes it’s an advantage and sometimes it’s not. In some places having continuity is good. I would say having too much continuity isn’t necessarily good in cyber because you want some fresh blood, some fresh ideas.
Airman Magazine: Would a technical track for active-duty cyber operators benefit the force?
Maj. Gen. Skinner: Similar to other domains and weapon systems, we have to be proficient to be effective. Since cyber is a technical domain we do need technical expertise.
However as our people gain that expertise and increase in rank and responsibility, we need them to be leaders and lead teams to success while still maintaining credibility in their profession. We, ACC and Headquarters Air Force are working closely together to determine what the right “path to greatness” will look like, in order to build a force that generates maximum lethality.
Cyber warfare operators assigned to the 275th Cyber Operations Squadron of the 175th Cyberspace Operations Group of the Maryland Air National Guard configure a threat intelligence feed for daily watch in the Hunter’s Den at Warfield Air National Guard Base.
(Photo by J.M. Eddins Jr.)
Airman Magazine: As cyber tools and methods seem to change constantly, ow can the acquisitions process be altered to make sure the Air Force has the best technologies and practices in the cyber domain?
Maj. Gen. Skinner: The Air Force and DoD leadership are laser-like focused on our ability to acquire things in a more agile, fast and relevant way. We have leveraging other authorities, like 804 authorities, to bring on the future faster and to bring innovation faster.
As an Air Force we are becoming more of a software force than a hardware force. The ability to bring the new wave of agile software development operations, DevOps, is going to be key in maintaining our superiority and operating within the enemy’s OODA loop (time it takes to observe, orient, decide, and act).
We’re bringing in individuals who understand the old waterfall model is not the right model because by the time that you set the requirements and start developing to those requirements, the environment, threats and priorities have changed.
If you’re spending weeks, months and years identifying and defining hundreds or thousands of requirements, you definitely can’t meet those requirements in a timely manner. So leverage industry, leverage developers who are innovative, define the left and right limits or requirements.
So you get a three to five-page requirements document, which is much better than a 100 to 200-page document. Let them innovate and come back with a solution and in a much more timely manner—days and weeks versus months and years. Then you iterate and you continue to iterate on that minimum viable product.
Then also leverage some of those techniques to buy the right hardware in a timely fashion and focus on the approval top rate process, to reduce the amount of time to approve either software or hardware for connecting to the network. I know that Dr. Roper, Air Force Acquisition and the chief and secretary are very focused on bringing the future faster.
Airman Magazine: The Air Force is considering launching a cyber rapid capabilities office. How would that benefit the Twenty-fourth AF and the cyber community as a whole?
Maj. Gen. Skinner: The traditional slow-and-steady acquisition model is great for buying a fleet of fifth-generation aircraft, but it isn’t ideal for cyberspace where the landscape is changing constantly and where the state-of-the-art is available to anyone interested in buying. We need to get faster.
The DNA of the Air Force RCO brings agility and flexibility, which drives down timelines and increases capability. Right now we can’t say what form a cyber RCO would take, but will benefit us by getting the right capabilities and weapons at the right time to our operators. We need to respond to malicious cyber activity with greater speed and tempo employing a calculated, “spectrum of risk” framework which is properly delegated at echelon to enable responsible and responsive cyberspace operations in support of assigned missions.
The concept of Fusion Warfare gathers all intelligence, surveillance and reconnaissance data across all Air Force platforms into the “combat cloud” through and autonomous process where it’s analyzed and combined to create a real time big picture for commanders.
(Photo by Airman 1st Class Kevin Sommer Giron)
Airman Magazine: What effect will advances in big data research have on cyber operations?
Maj. Gen. Skinner: Data is the game changer in our business. If I own the data battle space, then I will definitely be within the OODA loop of the adversary. Being able to leverage quantum computing, artificial intelligence and analysis of big data platforms is really the future of our mission.
There is so much data out there in today’s environment there is no way that you can get through all of it (manually). So you may miss a key data point that would help you make a decision. In a future conflict, being able to have the right data at the right time analyzed at the right tempo is key to success.
We’re putting a lot of effort into better understanding the data, not just from cyber standpoint, but also in logistics, in intelligence and even in personnel. The more we can analyze the data, the better that we can perform education and training, perform timely logistics, perform ISR operations. Every single Air Force core mission is reliant on data to be more effective, more efficient and more successful.
Airman Magazine: Can you talk about Hack the Air Force and its value to the force?
Maj. Gen. Skinner: The first Hack the Air Force iteration was in late 2017, after the successful Hack the Pentagon initiative by Defense Digital Services. When the first hackathon sprint kicked off it took less than a minute for a hacker to find a valid vulnerability. By the end, over 200 holes in our boundary had been patched—and that was just the first iteration.
Hack the Air Force gets after two important focus areas: first, it builds capacity for the Air Force by leveraging expertise from a multitude of places, and second, it leverages innovative thinking to find vulnerabilities we otherwise might not uncover.
Take, for example, the person who won the first hackathon sprint, a 17-year-old high school student from Chicago. Maybe his path won’t lead him to the Air Force, but we were still able to use his talents to make ourselves more resilient. To me that’s a win.
Quynh Tran, right, a Raytheon Corporation software engineer, talks with Capt. Nick Lundin, Product Management lead, about a software coding project May 30, 2018 at Kessel Run, a program within the Defense Innovation Unit Experimental, a United States Department of Defense organization, in Boston.
(Photo by J.M. Eddins Jr.)
Airman Magazine: What lessons can be learned from commercial companies about practices that enable those fresh ideas to come forward?
Maj. Gen. Skinner: There are a lot of great lessons learned from Silicon Valley and I would offer Silicon Valley has also learned from the Department of Defense.
As I’ve said many times over my 33-year career to date, if I came into the military today, compared with a talent level of the individuals that we have now, I would not be as successful as I have been.
The talent today is amazing and our job as senior leaders is how do we unleash that talent? How do we have the right policies and the right directives leveraging the right acquisition authorities and unleash this talent on the hard problems that our force and our nation face today.
The key is getting the right people in the room to determine how best to provide solutions, whether it’s software development, hardware acquisition or cyberspace operations. It’s getting the right people in the room and getting through the bureaucracy, pushing the bureaucracy to the side and being able to unleash the talent.
Airman Magazine: How can, especially when it comes to the cyber domain, the Air Force compete with civilian industry to attract more STEM (science, technology, engineering and math) talent?
Maj. Gen. Skinner: There was always a competition between academia, research labs, commercial industry and the military. We as a military cannot compete from a dollar standpoint.
But where we can compete is with the great things you can do within the DoD, that you probably can’t do within the commercial world. We have great missions coming from the research we’re doing.
Some of the operations we’re doing on a day-to-day basis, you can’t do that on the commercial side. We have opportunities for individuals at a variety of levels to perform things they couldn’t do outside of the military. That’s our calling card.
Airman Magazine: Peer and near-peer competitors have been going to school on us since World War II; how do we offset that advantage?
Maj. Gen. Skinner: I would say every threat is an opportunity. While we have been focused over the last 10 to 15 years on the violent extremist, the latest National Defense Strategy, National Security Strategy and National Cyber Strategy outline strategic competition, peer competitors, and has turned the focus there.
You’ll hear a lot about readiness. Readiness is very important to our chief, very important to our secretary and very important to the secretary of defense. We need to make sure that we have a lethal force. In order to do that, you need to have a ready force.
In order to be ready, you need to have a disciplined force. Especially when there is strategic competition out there and adversaries who on a day-to-day basis are performing actions and operations that are probably right below the level of conflict.
But, I would not want to go and do a mission against a threat with anyone else but the airmen we have in our service today. Our airmen, with our joint partners in the other services, still have the most critical, credible and lethal force in the world.
Airmen with the 68th Network Warfare Squadron monitor Air Force communications to analyze disclosures of critical information and perform data loss prevention at Joint Base San Antonio-Lackland, Texas, Oct. 25, 2018.
(Photo by J.M. Eddins Jr.)
Airman Magazine: You talked about having a disciplined force in order to be lethal. What constitutes discipline in the cyber world?
Maj. Gen. Skinner: Discipline is key. I’m not talking about discipline from a uniform code of military justice aspect. This is discipline in processes, discipline in procedures and discipline in command and control. We spent a lot of time going back and trying to figure out what happened on something because there was an undisciplined tactic, technique, procedure or process. We’re trying to leverage discipline to make our force more effective and more capable and build capacity.
Then we come to a readiness standpoint. Readiness, as you know, is made up of personnel, equipment, procedures and training. We are continually leveraging our innovative airmen to improve the training they receive, how we purchase equipment, how we educate our airmen.
Part of all this is proficiency. Proficiency against a violent extremist organization is much different than proficiency against strategic competitors. Our focus continues to be how to maintain and improve the readiness and proficiency against strategic competitors.
We are also leveraging our airmen and technology to be more efficient and more effective.
Leveraging artificial intelligence can decrease the amount of time that our airmen spend doing manual work so they can focus on the higher end discussions of cognitive actions and activities.
For example, manually looking through thousands of pages of data takes a very long time. We have airmen who are leveraging technology, whether it’s using keywords or bringing a couple of technologies together, that can take those thousands of documents and run through them in minutes versus hours, days or weeks.
Then taking what the technology has given you and put the human eye on it — are there any other needles in the haystack?
That’s what our airmen are doing on a day-to-day basis. Whether it’s from a data collection standpoint, whether it’s from a cyber operation standpoint, whether it’s looking through logs to see if we have an adversary presence on our networks. Looking through logs to make sure that our user experience is where it needs to be on a daily basis, but leveraging technology to reduce the amount of manual steps.
Airman Magazine: With a kinetic weapon, the effects are apparent and there is an inherent process to be able to determine origin, intent and purpose. The very nature of cyber is to hide the hand that dealt the cards. What kind of challenges does determining attribution pose for a commander?
Maj. Gen. Skinner: So attribution is a very significant challenge. There are not as well defined international norms in the cyberspace domain and therefore a multitude of nations and multitude of criminals and the multitude of other individuals are continuing to push the limits.
It is often very apparent in the other domains, from an effect or an outcome, who the actors are. In the cyber domain, you can have the same type of effects in as in other domains, but it is harder to determine the source, which is really important when you start talking about multi-domain operations.
Cyber is a critical enabler while also a critical operation because cyber can be both supporting and supported within multi-domain operations. As we continue to refine our operations, to refine our tactics, techniques and procedures, we will continue to get better at understanding attribution, understanding the outcomes, and making sure that we refine and define those outcomes and bound the outcomes to meet our mission objectives.
As cyber continues to get more profound and more pronounced in the day-to-day operations, attribution is going to become that much harder.
U.S. Air Force Maj. Gen. Robert Skinner, then Deputy Commander of Air Force Space Command, speaks at the 2018 Rocky Mountain Cyberspace Symposium in Colorado Springs, Colorado, March 6, 2018.
(Photo by Dave Grim)
Airman Magazine: How do you convince people that cyber and space have become foundational to everything that the Air Force, and our society as a whole, does on a daily basis?
Maj. Gen. Skinner: I’ll give you a perfect example, the Global Positioning System is operated by Air Force Space Command: not only for the nation, but the whole world. The U.S. Air Force supplies and supports the system and satellites that enable the GPS navigation we use in our cars and on our phones every day, millions of times around the world.
It also provides timing. Every financial transaction is supported by the GPS system. So when you purchase something and put your credit card into that reader, there’s a timing aspect that is being supported by GPS. So the Air Force is supporting billions of activities and actions all the time.
Airman Magazine: The chief of staff and secretary have made it a priority to push command level decisions down to the lowest level possible. How is that manifested in your command?
Maj. Gen. Skinner: Its not only because the chief and the secretary say they want it done. We have the greatest airmen in the world and we have the greatest commanders in the world—pushing authorities and responsibility down to the lowest level really enables them to unleash the talent around them and enables us to unleash their talent.
You don’t need higher headquarters micromanaging and directing things on a daily basis. Our commanders are boarded. We have a tradition of great commanders in our Air Force and we need to let them run. We need to let them determine how best to run their organizations and how best to be effective. The more that we can push decision authority down, the more bureaucracy we can eliminate and the more agile, lethal and effective we can be as an Air Force.
From a higher headquarters level and higher commander level, our responsibility is to give the left and right limits to those organizations and then let them run.
If we are in a conflict, especially against a peer competitor, the amount of time it would take to micromanage our tactical-level units would not allow us to be inside the OODA loop of our adversary.
We need to allow our commanders, in peacetime, to train like they are going to fight. To have that authority to perform the mission as they see fit. With more guidance, directives and limitations to that commander, there’s going to be some negative learning, first and foremost, but secondly, the safety of our airmen will be put in jeopardy.
Participants in the joint, multinational exercise Cyber Guard 2016 work through a training scenario during the nine-day event in Suffolk, Va., on June 16, 2016.
(Photo by Petty Officer 2nd Class Jesse A. Hyatt)
Airman Magazine: As commander of Joint Force Headquarters Cyber, you’re responsible for cyber affects in campaign plans from U.S. Central Command to U.S. Transportation Command. How does that integration take place?
Maj. Gen. Skinner: Aligned to each of those combatant commanders we have an element called the Cyber Operations Integrated Planning Element. We are just now standing those up and they are at the combatant commanders’ headquarters.
They’re kind of our picture window into that combatant commander to enable cyber operations planning to be part of their overall plan. Each combatant commander has either a function or a region they’re responsible for and they have what we call a scheme of maneuver, which is either day-to-day or in conflict. It is the commander’s plan of how to ensure sure we are successful in that campaign.
These planning elements are aligned there so we can be part of that plan and make sure that cyber isn’t just bolted on, but integrated into that plan. Cyber will be one of the first options that are available to that combatant commander below the level of conflict to make sure that we are meeting our objectives.
Airman Magazine: How do you get everyone with a piece of the huge cyber puzzle speaking the same language? How do you communicate capabilities and vulnerabilities to leadership, agency partners and airmen who are not cyber experts?
Maj. Gen. Skinner: I would say today we have the best understanding and the best alignment from the cyber domain standpoint that we’ve ever had with all the strategy documents – the National Defense Strategy, which is underneath the National Security Strategy, the National Cyber Policy and Strategy, the DoD Cyber Strategy and the Cyber Posture Review.
All of these documents are perfectly aligned and it’s a great understanding of the capabilities that we provide, but also the importance of cyber to the multi-domain operations. The education is continual, but I offer that our Air Force leadership understands the cyber domain. They understand how important the cyber domain is to multi-domain operations.
We continue to educate the entire forest. We’re continuing the education process of all of our airmen, from the highest level to the most junior airman and the joint community, but from a joint standpoint and a national standpoint cyber is more understood than it ever has been.
Proposed content viewing page on the Cyber Education Hub, which is being developed at the Center for Cyberspace Research in the Air Force Institute of Technology, Wright-Patterson Air Force Base, Ohio.
(AFIT CCR photo)
Airman Magazine: Do you see the Continuum of Learning concept and applications like the Cyber Learning Hub being developed by the Center for Cyberspace Research, Air Force Cyber College and U.S Air Force Academy’s CyberWorx, as aiding in that effort?
Maj. Gen. Skinner: There are a lot of great opportunities with that as cyber continues to be more and more integrated into the day-to-day operations.
We currently have the Air Force Warfare Center where we bring a lot of different mission systems together, integrate them, exercise and train and cyber is a significant part of that.
From an education standpoint we send people to the Air Force Institute of Technology. They not only have general education classes, but we they have Cyber 100, Cyber 200, Cyber 300 and Cyber 400 courses.
We have the 39th Information Operations Squadron, which does our cyber training. Keesler Air Force Base has a lot of our cyber courses. Just as Gen. Raymond over the last year has been working with Air University to make sure we have more space in our professional military education, we’re doing the same thing from a cyber standpoint.
We’re working with Gen. Cotton at Air University and Gen. Kwast at Air Education and Training Command to make sure that we continue to improve the amount of cyber and relevant topics in cyber education in basic military training through professional military education and to highlight cyber, both from a professional and a personal standpoint, because it impacts every part of your life.
Airman Magazine: In that vein, what would you like every airman to be aware of in their daily connectivity?
Maj. Gen. Skinner: One of the biggest vectors that our adversaries use to get into our networks is email. It’s called spear phishing. You can get those at your home and at the office. We continue to educate that you should know who the sender of an email is, that you do not click on links that you’re not certain are good links. If it looks too good to be true, it probably is.
If you get an email offering a free vacation, there’s probably not a free vacation. That’s probably someone trying to gain access to your personal information or gain access into our Air Force systems to cause havoc and disrupt our ability to do our missions.
Additionally, be aware that our adversaries can put different pieces of unclassified information together, which in the aggregate actually become classified. So you always have to be careful when you’re outside of work, or even inside work, of what you talk about in the open.
You have to monitor your computer systems. Make sure your systems are patched, especially at home, because that is the quickest way for an adversary to exploit your system. Some vulnerabilities have been out there for years. We find that both on the commercial side and the government side — there are systems out there that have not been patched in a long time, even though a patch has been out there.
We’re continuing to leverage technology to make that a little easier, to make sure that we’re updating and protecting all those systems.
Maj. Gen. Robert J. Skinner, Commander, 24th Air Force; Commander, Air Forces Cyber and Commander, Joint Force Headquarters-Cyber is photographed at his headquarters at Joint Base San Antonio-Lackland, Texas, Oct. 26, 2018.
(Photo by J.M. Eddins Jr.)
Airman Magazine: The Air Force places a premium on building leaders. What twists and turns has your career taken that culminated in command of the Twenty-fourth AF?
Maj. Gen. Skinner: I’ve had multiple mentors who have taken a special interest in my career. They have said you need to go to this position. I questioned it. I didn’t understand it. But it turns out that developed a place in my leadership that was not refined well enough. We spend a lot of time and energy on managing our talent. What differentiates us from other nations and other militaries is our airmen, whether officer, enlisted or civilian.
Our Airmen are our most precious asset. It is our solemn duty to professionally develop our airmen to the best extent possible. We take special interest in placing them where they professionally develop, while making sure our missions continue to be successful.
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
The Department of Defense announced on Aug. 13, 2018, it will extend eligibility for Military OneSource benefits from the current 180 days to 365 days after separation or retirement from military service to ensure all service members and families have access to comprehensive support as they transition to civilian life. This change goes into effect Aug. 13, 2018, in accordance with the John S. McCain National Defense Authorization Act for fiscal year 2019.
Military OneSource provides information, resources and support for active-duty, National Guard and reserve service members, their families and survivors. Provided at no cost, Military OneSource gives exclusive access to programs, tools, and benefits designed to help ensure service members and their families are mission-ready and able to thrive in both their military and post-military lives.
“Each person is unique, and so is each military-to-civilian transition,” said. A.T. Johnston, deputy assistant secretary of defense for military community and family policy. “We want all of Military OneSource’s resources to be there when someone needs them — whether it is a day, a week or many months after their transition to civilian life.”
(U.S. Army photo by Edward N. Johnson)
As a DOD program, Military OneSource offers a wide range of services designed exclusively for the military community. Services include help with relocation, tax support, financial planning, health and wellness coaching, as well as confidential non-medical counseling and specialty consultations for spouse employment, education, adoption, elder care, special needs, and much more.
“Military OneSource is powered by people with extensive knowledge and training in meeting the needs of our military community, many of whom have also served or lived in military families,” explained Lee Kelley, program director of the Non-medical Counseling Program Office within military community and family policy. “We’re dedicated to providing expert, proven, and practical support and information to our service members and their families to help them achieve their goals and live their best military life.”
Military OneSource services are accessible 24/7, service members and family members can call Military OneSource at 800-342-9647 or go to www.militaryonesource.mil. To explore additional benefits that may be available through the Department of Veterans Affairs, go to https://explore.va.gov/.
So, in weird military news, the former range director and several others at Hawaii’s Schofield Barracks have pleaded guilty to an insane amount of bribery. And I don’t mean your run of the mill “here’s twenty bucks. Say I shot a perfect 40/40” either. I mean, he received antique sports cars, diamond earrings, and a nice arsenal of firearms in kickbacks to help squeeze through lucrative government contracts.
I get that GS-12 contractors make far more than an E-9, but you’d think someone would have noticed that the retired Sergeant Major is now rolling up in a souped-up ’69 Ford Galaxie overnight. Like, I’m pretty sure all of those stupid internet training videos the military makes us do twice a month specifically point out that this is a red flag.
But honestly. The dude took over $700,000 in bribes, and I bet the range still worked like sh*t. Or that’s at least my excuse whenever the 50M target won’t go down when I swear I shot that motherf*cker… Anyways, here are some memes.
An unmanned surface vehicle suddenly appeared on the Potomac River Test Range and, much like the ospreys that inhabit the area, it was on a mission to traverse the river – autonomously.
Nearby, an osprey watched the unusual sight from its nest as an array of autonomous guns and missile systems were lined up on a pier.
Distinguished visitors gathered on that pier to see the sight – a demonstration of Textron Systems’ Common Unmanned Surface Vehicle. They listened intently as Navy and corporate leaders discussed their collaboration to weaponize a CUSV capable of multiple missions.
“The reason we collaborate is because we as a nation find ourselves in a situation where we can no longer take time to deliver capability to our warfighters,” John Fiore, Naval Surface Warfare Center Dahlgren Division technical director, told government, defense contractors, and military personnel at the March 28, 2018 event. “We as a warfare center and you as industry are tasked to make sure our Sailors and Marines can deploy, execute their mission, and come home safely to their families and loved ones.”
NSWCDD engineers explained how the weapon technologies they developed will be evaluated for integration with Textron Systems’ CUSV to create a new modular autonomous weapon system to impact the Fleet’s maritime operations. There is currently no program or acquisition in place to implement these efforts, as they are in the early development stages without funding or planning to implement into the Fleet.
“Our first project is what we are calling a Surface and Expeditionary Warfare Mission Module which will consist of our engagement technology paired with our Battle Management System (BMS) controlling a Longbow Hellfire Missile,” said Chris Nerney, NSWCDD technical program manager for Unmanned Systems. “The idea is a mission package that could slide into the CUSV modular mission bay and provide a direct and indirect fire capability.”
(U.S. Navy photo)
The Navy and Textron Systems plan to prove the developmental concept that combines direct and indirect fire capability with a gunfire demonstration in late 2018, followed by a live missile shoot in 2019.
“We are creating a modular surface and expeditionary warfare payload with a gun and a missile weapon system to be evaluated for integration onto the common unmanned surface vehicle,” said Kevin Green, NSWCDD technical lead for Ship-to-Shore Precision Engagement Integration and Prototype. “This payload could enable warfighters to counter fast attack craft and fast inshore attack craft and it could provide ship-to-shore fire support for expeditionary and special operations forces. It also gives us a baseline development effort to operate and perform further research and development.”
Meanwhile, Nerney, Green, and their Textron Systems collaborators are envisioning how new payloads in the CUSV mission bay could benefit warfighters in various missions from maritime interdiction and special operations to surface warfare encounters that include engaging fast attack craft and fast inshore attack craft as well as other threats.
“We’re demonstrating the realm of the possible, proof of concept, and leveraging a Textron developmental craft and proven weapon systems with the Hellfire, BMS, and other capabilities,” said Wayne Prender, Textron Systems vice president of Control & Surface Systems. “Now, we’re bringing those technologies together and implementing them in an autonomous way that’s unique and new.”
For surface and expeditionary warfare missions, warfighters could use a modular, plug and play unit designed to fit the CUSV mission bay. This mission module includes sensors for targeting, a weapon station with a gun, and a launcher system for missiles. It could provide capabilities to enable a myriad of missions outlined in the Unmanned Surface Vehicle Master Plan.
NSWCDD engineers are creating the payload in response to guidance outlined in the Navy’s recent USV Strategic Roadmap and the Marine Corps Operating Concept. Moreover, they determined that weaponizing a USV with both direct and indirect fire capability could expand the USV mission portfolio to include surface warfare, maritime security, and maritime interdiction operations in addition to special operations forces and expeditionary forces support.
(U.S. Navy photo by Mass Communication Specialist Seaman Scott Youngblood)
“We are developing automated weapon systems that provide tactically effective automation of the entire kill chain, and we’re doing so with minimal dependence on what is usually an unreliable datalink,” said Green. “Our experience integrating unmanned systems has taught us that the weapon systems must be just as automated as the platforms themselves in order to reduce the number of operators and operate reliably beyond line of sight.”
Specifically, Sailors and Marines could be able to use the Battle Management System to fire missiles and precision guided munitions from the CUSV. They would use the autonomous system for detection, tracking, and direct fire engagement.
“If the decision was made to outfit the CUSV with a variety of payloads, it could be deployed from nearly any large ship and could be deployed in significant numbers from a U.S. Navy ship or a Joint High Speed Vessel type platform to perform a variety of roles,” said Nerney. “We are focused on the Mine Countermeasures Unmanned Surface Vehicle today because it’s the Navy’s only program of record unmanned surface vehicle platform. It’s also our concept of modular plug and play weapon systems integrated onto a USV that can be scaled up or down as appropriate. If the Navy or Marine Corps decide to build big unmanned surface vehicles, we could scale the guns and missiles up. If the decision is to go with swarms of small USVs, then we could scale the system down accordingly.”
Between now and the live fire test, NSWCDD and Textron Systems will work together to rapidly develop and integrate as proofs of concept a variety of surface and expeditionary warfare payloads for the CUSV to include operations with unmanned air and subsurface vehicles.
“Our partnerships with industry allow us to move fast,” said Fiore. “If you’re the one that’s going to be giving this capability to warfighters, I want you to be effective in doing that. That’s what motivates us and that’s why we collaborate. That’s why it’s so important for us to have you here today with your equipment and have you partnering with us.”
The Navy’s collaboration with Textron Systems began in 2011 when the developmental Common Unmanned Surface Vehicle was developed and used in a variety of Navy demonstrations.
In December 2017, the company signed a cooperative research and development agreement with NSWCDD. The agreement covers the integration of missile, designator, and remote weapon station payloads to Textron Systems’ developmental CUSV with its 3,500-pound payload capacity on the deck and a payload bay measuring 20.5 x 6.5 feet.
(U.S. Navy Photo by Mass Communication Specialist Seaman Patrick W. Mullen III.)
The company previously contracted with the Navy to develop the new Unmanned Influence Sweep System – minesweeping units towed by the CUSV – which will perform a mine countermeasure mission in support of a littoral combat ship.
“Building on the UISS program as the foundation, we signed the Cooperative Research and Development Agreement with Dahlgren,” said Prender. “We began to prototype surface warfare packages and other payloads that will strengthen the flexibility and potential capability of our platform and continue to inform the Navy and Marine Corps and overall surface community what the realm of the possible can be as they begin to expand the use of unmanned systems – in this case unmanned surface vehicles.”
The CRADA points out that NSWCDD will develop a government-owned open architecture weapon control system to include both hardware and software. Implementations of this design will enable rapid development to support and control a variety of precision guided weapons. This open architecture concept will allow vendors to provide munitions and subsystems for future capabilities as long as the munitions and subsystems support the government owned interfaces.
“We are only limited by our imaginations,” said Nerney. “Other ideas in the works for mission packages include intelligence, surveillance and reconnaissance. We can develop mission packages to support the carrying and launching of UAV’s – armed and unarmed. This will give us a hunter-killer over-the-horizon capability by pairing the armed common unmanned surface vehicle with an armed Firescout, laser weapon, or vessel-stopping equipment.”
VA is partnering with four technology organizations — CaringBridge, IBM, Objective Zero Foundation, and RallyPoint — that share VA’s commitment to preventing veteran suicide. These organizations are working with VA to promote social connectedness and expand the reach of lifesaving resources using mobile applications and online platforms.
“Partnerships are a vital component of the National Strategy for Preventing Veteran Suicide, which we are implementing at the national, state, and local levels,” said Dr. Keita Franklin, executive director, suicide prevention, for VA’s Office of Mental Health and Suicide Prevention. “Our goal is to prevent suicide among veterans nationwide and across the globe, reaching even those who do not, and may never, come to VA for care. To do that, we are working closely with dozens of important partners across sectors to expand our reach beyond VA facility walls, to deliver care and support to at-risk veterans wherever they live, work, and thrive.”
As identified in the national strategy, engaging community partners in the technology sector is an important component of VA’s public health approach to suicide prevention. While each of our technology partners offers their own unique services, they all use technology to help service members and veterans get the care they need whenever and wherever they need it.
(U.S. Air Force photo by Airman 1st Class Clayton Cupit)
CaringBridge is a global nonprofit social network dedicated to helping family and friends communicate with and support loved ones during any health journey through the use of free personal websites. A CaringBridge website can be used to share updates and coordinate support for service members, veterans, their caregivers and families during any health journey including mental health and substance use. While enhancing social connectedness, CaringBridge also allows its users to conduct personal fundraisers. Through the partnership with VA and CaringBridge, a tailored destination page www.caringbridge.org/military-service/ to directly focus on the needs of Service members, veterans, caregivers and their families is now available.
IBM and VA launched a collaborative suicide prevention program to develop an innovative mobile application currently under development titled GRIT (Getting Results In Transition). GRIT demonstrates how the real-time and consistent collection of personalized data can help service members and veterans understand and strengthen their emotional well-being and resiliency — particularly during the transition from active duty to civilian life. GRIT allows users to create a digital self and gain personal insight into their personality baseline, provides access to a digital assistant powered by IBM Watson, helps to build a squad of social connection and offers employment matching and fulfillment capabilities using IBM Watson Employment Manager among other resources to support the transition out of the military.
Objective Zero Foundation
Objective Zero Foundation is a nonprofit organization that uses technology to enhance social connectedness and improve access to mental health resources. The Objective Zero mobile application connects service members, veterans, their families, and caregivers to peer support through videoconferencing, voice calls, and text messaging. Users also get free access to resources on mental health and wellness. Volunteer ambassadors sign up for the application, receive training including VA’s own A.V.E. training “Signs,” “Ask,” “Validate,” and “Encourage and Expedite,”— course to then be on the receiving end of those in need of connecting. Objective Zero aims to be more upstream than the Veterans Crisis Line and allows service members, veterans their families and caregivers to both volunteer and connect to others when they need it most. You can download the free Objective Zero mobile application at https://www.objectivezero.org/app.
(DoD photo by Mass Communication Specialist 1st Class Chad J. McNeeley)
RallyPoint is a social networking company designed to gather service members and veterans connect with each other, discuss military life, share information and exchange stories. The platform is now open for families, caregivers and federal employees of service members and veterans. Users can build out their own professional network, share resources, connect with other members of the military and veterans in a safe, secure social media environment. Career opportunities and resources, active community discussions and increasing social connectedness with over 1 million users is free, ready and available at www.rallypoint.com/.
“VA will not stop working to prevent veteran suicide, but we can’t do it alone. Everyone has a role to play in preventing Veteran suicide,” Franklin said. “VA’s partnerships in the technology sector enhance social connectedness and expand the reach of VA’s suicide prevention resources through these technology platforms. We are working with partners in the technology space and other sectors to ensure we reach all Veterans with lifesaving resources and support.”
The health and well-being of our nation’s veterans and former service members is VA’s highest priority. Guided by data and research, VA is working with partners, veterans’ family members and friends, and the community to ensure that all veterans and former service members get the right care whenever they need it — regardless of their discharge status. To learn about the resources available for veterans and how you can #BeThere as a VA employee, family member, friend, community partner, or clinician, visit www.mentalhealth.va.gov/suicide_prevention/resources.asp.
If you or someone you know is having thoughts of suicide, contact the Veterans Crisis Line to receive free, confidential support and crisis intervention available 24 hours a day, 7 days a week, 365 days a year. Call 1-800-273-8255 and Press 1, text to 838255, or chat online at VeteransCrisisLine.net/Chat.
Defense Department and Department of Veterans Affairs officials are meeting in March 2019 in Arlington, Virginia, for a two-day symposium on burn pits and airborne pollutants but, as with previous Joint VA/DoD Airborne Hazard Symposia, the meeting is closed to the public and press.
The symposium’s purpose, according to documents from the first meeting in 2012, is to “provide an opportunity to discuss what we know, what we need to know and what can be done to study and improve care” for veterans and troops who “might have suffered adverse health effects related to exposure to airborne hazards, including burn pit smoke and other pollutants.”
Attendance is tightly controlled, with Pentagon and VA officials convening to discuss topics such as a joint action plan to address potential health conditions related to exposure, the VA’s Airborne Hazards and Burn Pit Registry, monitoring deployment environments and the impact of exposures on the Veterans Benefits Administration, according to a copy of the first day’s agenda obtained by Military.com.
A soldier pushing a bulldozer into the flames of a burn pit at Balad, Iraq
(US Army photo)
Members of several veterans service organizations and advocacy groups have been invited to speak, including the Veterans of Foreign Wars, Iraq and Afghanistan Veterans of America, Disabled American Veterans, American Legion, Burn Pits 360 and the Sgt. Sullivan Circle.
But those veterans’ representatives are allowed to attend only a handful of sessions on the first day, March 14, 2019, including opening remarks and segments on outreach and education, as well as a brown-bag lunch during which they can discuss concerns and issues.
All events scheduled for March 15, 2019, remain unpublished.
Neither the VA nor the DoD responded to requests for information on the event. Veterans advocates also declined to discuss the meeting or their participation, with some expressing concern that they would be prevented from receiving future invites.
Thousands of troops serving in Iraq, Afghanistan and elsewhere were exposed to airborne pollutants while working and living near burn pits used to dispose of trash, medical waste and other types of refuse at area military bases.
Some have developed a chronic lung disease, constrictive bronchiolitis, while others have developed skin rashes, autoimmune disorders and various types of cancer, including glioblastoma, a brain cancer rarely seen in young adults, that they believe are related to burn pit exposure.
Veterans and advocates have pressed the VA for years to recognize these illnesses as related to burn pit exposure and want them to be considered “presumptive” conditions, a designation that would automatically qualify them for disability compensation and health services.
The VA says it lacks the scientific evidence to directly tie burn pit exposure to certain diseases but has granted service connection for several conditions associated with burn pits, deciding each claim on a case-by-case basis.
In 2011, the Institute of Medicine reviewed all available studies, reports and monitoring data on burn pit utilization and combustibles exposure and concluded that there was not enough evidence or data to draw conclusions about the long-term consequences of exposure.
A service member tosses unserviceable uniform items into a burn pit
More than 140,000 veterans have enrolled in the VA Burn Pit and Airborne Hazards Registry.
From June 2007 through Nov. 30, 2018, the VA received 11,581 claims applications for disability compensation with at least one condition related to burn pit exposure. Of those, 2,318 had a burn pit-related condition granted, according to VA Press Secretary Curt Cashour.
During the same time frame, the VA processed nearly 13.5 million claims; burn pit-related claims made up less than a tenth of a percent of those claims.
“VA encourages all veterans who feel their military service has affected their health to submit a claim, which will be adjudicated using the latest scientific and medical evidence available,” Cashour said.
The Pentagon and VA are developing a way to track environmental exposures in service members starting with the day they enlist. The Individual Longitudinal Exposure Record, or ILER, will record potential and known exposures throughout a service member’s time on active duty. A pilot program is set to begin Sept. 30, 2019.
But those who have suffered exposures in the past 30 years will need to rely on Congress to pass legislation to assist them, the Defense Department to continue researching the issues, and the VA to approve their claims.
Veterans of Foreign Wars, Vietnam Veterans of America, Wounded Warrior Project, IAVA, Disabled American Veterans, the Fleet Reserve Association, the Military Order of the Purple Heart and Military Officers Association of America all have made burn pit and toxic exposure issues a top legislative priority this year.
Several lawmakers, including Sen. Amy Klobuchar, D-Minnesota, and Rep. Tulsi Gabbard, D-Hawaii, have introduced legislation that would require the DoD and VA to share information on troops’ exposure to airborne chemicals and provide periodic health assessments for those who were exposed.
The meeting is to take place at the Veterans Health Administration National Conference Center in Crystal City, Virginia.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
Are you PCSing soon? Or is a PCS in the works? While it can be hard to tell exactly when you might be leaving before hard orders are issued, in the military world, it’s pretty much a given that you will be leaving. If not anytime soon, then soon after that.
It’s just a part of the lifestyle.
Why it’s a Potential Setback
As a military spouse who works as a civilian (but tied to military schedules and locations in “normal” careers), PCSing can throw a wrench right into your plans. Before you can promote, before you can achieve seniority … or just as you get settled, it’s time to move. That means finding another job, and wondering if you’ll have your frequent moves held against you.
But how do you tell your current job you’re PCSing? And when?
Look at Your Work Relationship
This is a tricky situation; there are horror stories of spouses suddenly being laid off once orders arrived. Don’t fall victim to this scheme. Consider the type of relationship you have with your current company and let it guide you. Do you get along well? Is there a hostile corporate environment where the competition is high?
Technically, you do not owe anymore more than two weeks of notice before you leave. But in most scenarios, it’s courteous to let your employer know when you’ll be leaving town 1) so they can start looking for a replacement and 2) you can be a part of the training process. OR secret option 3) you can start working with them on a remote position setup.
If you have a good relationship with work and get orders well in advance, tell them. Talk about possibilities for staying on, and what the change might look like. However, if you’re genuinely worried about getting the boot, keep mum. Your work is not owed any personal information, especially when you fear that sharing will hurt your income.
Staying on Remote
A growing option among military spouses is the ability to work for a single company remotely. With easier online access and accountability, telecommuting is not only viable as a long term career, it’s cost effective.
Bring up this move to your boss; go in with a plan so they aren’t worried about logistics. Talk about your hours, your workload, and how you’d love to stay on with them well into the future. Help your chances by including stats on remote work, platforms that can help keep everyone on track, and even savings that are in it for the company but not paying for an additional office seat.
Of course, the biggest perk to working as a remote employee is that your company gets to keep you. They don’t have to train a new worker or start over with brand nuances or expertise. Play up your specialties for a solid sell.
How To Drop the News
There doesn’t need to be anything formal about sharing military orders. A simple, “Hey we’re moving to Texas!” Or “Colorado will be seeing us soon.” Remember to drop in all the hard details, as well as the ones you don’t yet have. For instance, when you’re moving, how long you’ll be there, what it means for your availability, and any specific report times.
There can be light at the end of the tunnel by letting your current job know you’re moving, and when. Consider current working relationships and how that can plan into future moves for all involved, including the possibility of remote work.
Every badass commando needs their own fighting knife. When the battle gets up-close and personal, all the rules are thrown out and it’s anything goes. When a suitable blade doesn’t exist, you get one made. On Nov. 4, 1940, John “Jack” Wilkinson-Latham, Charlie Rose, Lieutenant Colonel William Ewart “Dan” Fairbairn, and Major Eric Anthony “Bill” Sykes met at Wilkinson Sword Co. Ltd. to discuss the prospect of engineering a new combat fighting knife.
Each man brought desirable knowledge in practical concepts to the drawing board. Taking three decades of past experience as a peace officer and firearms instructor for the Shanghai Municipal Police (SMP) in China, then the most violent cop-beat in the world, Fairbairn had the required intangibles to show up for a conversation. He was one of the original members of the world’s first Special Weapons And Tactics (SWAT) teams and had expertise in forensic ballistics. These bullet points in Fairbairn’s life were what allied clandestine units eyeballed. “I was in police work in the Orient for 30 years [1907-1940],” he said. “We had a tough crowd to deal with there so you had to be prepared to beat every trick in the book.”
Dermot O’Neill teaches combatives learned from his days as an SMP officer.
A bloody fight in an alleyway hospitalized Fairbairn after he was ambushed by goons from a Chinese separatist gang. Covered in bandages after being stabbed over a dozen times and left for dead, he awoke to notice a plaque on the wall that read: “Professor Okada, Jiu-Jitsu and Bone-setting.” He had an epiphany to use Jiu-Jitsu and combine it with other martial arts such as boxing, judo, and wrestling. He called it Defendu and used it to better protect his officers in these types of melees.
Sykes, a special sergeant attached to the sniper unit, was highly respected by Fairbairn. Together they tussled with street thugs in riots and patrolled among the political unrest across the red light districts. In just 12.5 years, they were present during more than 2,000 riots and fights, 666 of which were shootings. They deescalated 200 of them, a remarkable record considering that a mob can turn into a violent riot fairly quickly. This anomaly exposed them to real-world tactics shaped from classroom theory to results-driven practices. The skill to incapacitate called for a specific level of training because killing was the last resort.
From 1927 to 1940, Fairbairn made connections with the 4th Marine Regiment stationed in China; those from the “China Marines” were exposed to his methods in how to kill with a blade. These connections would prove to be effective down the road in his role with the implementation of unarmed combat within the U.S. military and select special operations units.
A commando concealing his F-S knife in a sheath on his calf.
After retiring from the SMP, the pair returned to the United Kingdom in 1940 and were approached by the Secret Intelligence Service’s (SIS) “Section D” (for destruction) to set up a combatives program for the newly formed Commandos and Special Operations Executive (SOE). Since their November 1940 meeting, it took Rose, the top development engineer at Wilkinson Sword Co. Ltd. Experimental Workshop, 10 days to work out the kinks in the “First Pattern” of the F-S knives. The expedited process ensured a batch of 1,500 daggers would reach schoolhouses across England.
“In modern warfare, the job is more drastic,” said Fairbairn. “You’re interested only in disabling or killing your enemy. That’s why I teach what I call ‘Gutter Fighting.’ There’s no fair play; no rules except one; kill or be killed.” Their nimble design had a long, thin 6.5- to 7-inch blade; the grip was made from solid brass, and the grip handguard was nickel-plated.
Designed for combat applications, the double-edged stiletto could be worn and concealed on the calf of a commando. Its usage was common in the ETO (European Theater of Operations) but saw action among members of SOE’s Force 136, including James Alexander E. MacPherson, who carried it in the Far East.
This lightweight model was then introduced to Lieutenant Colonel Rex Applegate, a counterintelligence officer assigned to the Office of Strategic Services (OSS) instructor cadre. Known for his instruction on “Point Shooting” with handguns and a visionary in combat application, he traveled to the U.K. to witness the commandos training firsthand. He and Fairbairn inspected the field reports of the dagger’s effectiveness on body armor, conducted additional training, and met up with Fairbairn’s then-compatriot Sykes. While Sykes remained in the U.K. instructing his “Silent Killing” course, Fairbairn and him had a disagreement that is rumored to have hurt their relationship.
Applegate and Fairbairn returned to the West to introduce their methods to the Americans at Camp Ritchie, then later at the 275-acre farmland training grounds called STS-3 (Special Training School), or Camp X, in Oshawa, Canada. Camp X opened on Dec. 6, 1941, a day before the attacks on Pearl Harbor. It became an instrumental link between British and American special operations forces who cross-trained before going to war. They eventually made a knife of their own called the Applegate-Fairbairn fighting knife.
The Shanghai connection didn’t stop there. Irishman Dermot “Pat” O’Neill served amongst the SMP, following in his father’s footsteps. As he rose through the ranks, O’Neill earned a fourth dan black belt. His influence was feared — a SWAT cop mingling in the same gyms as Judo students who were trained as spies for the Kempeitai, the Japanese version of the Gestapo. Adding to the heat already upon him was rampant corruption in the SMP, including the chief of detective squad, Lu Liankui. He was a Green Gang boss and disciple of the Ji Yunquing, one of the eight leaders of the Big Eight Mob. O’Neill expected retribution and bailed onto a fishing boat for Sydney; he soon received a telegram from Fairbairn requesting his presence in the United States.
The Fairbairn-Sykes commando knife is present on many modern-day unit insignias, including the U.S. Army Special Forces.
(Open source graphic.)
O’Neill weaved his way to Camp X, where Fairbairn utilized his expertise teaching OSS officers. Here he taught students how to sneak up on sentries and eliminate them. He ran the students through real-world scenarios because shooting paper targets on a range and performing hand-to-hand combat drills on dummies wasn’t going to cut it in war. Fairbairn put students through “indoor mystery ranges” (the “shoot houses” or “kill houses” today’s special operations soldiers are familiar with).
“Under varying degrees of light, darkness, and shadows, plus the introduction of sound effects, moving objects, and various alarming surprises,” Fairbairn explained, “an opportunity is afforded to test the moral fiber of the student and to develop his courage and capacity for self control.” The students referred to these tests as the “House of Horrors” for its authenticity.
Fairbairn’s web of connections brought helped spread the Fairbairn-Sykes combat fighting knife around the world, and it has a lineage in many different historical units. When O’Neill left the OSS, he later joined Lt. Col. Robert Frederick’s First Special Service Force (FSSF), commonly referred to as the Devil’s Brigade. The joint U.S.-Canada team learned quickly that O’Neill wasn’t there to teach them how to incapacitate an enemy — he was there to teach them how to kill.
Frederick developed his own knife called the V-42 stiletto. Inspired by the Fairbairn-Sykes fighting knife, Frederick issued his “Cross Dagger” to his commandos. Today, the lineage can be seen in the insignia of the British Special Air Service (SAS), Royal Marines, U.S. Army Special Forces, U.S. Army Rangers, Dutch Commando Corps, and the Australian 2nd Commando Regiment.