President Donald Trump is considering picking Jim Webb, a former Democratic senator from Virginia who was secretary of the Navy during the Reagan administration, for defense secretary, several sources told The New York Times.
Officials speaking anonymously to the Times said that representatives for Vice President Mike Pence and acting White House chief of Staff Mick Mulvaney had contacted Webb and that his name had been circulating in the White House.
The news comes just days after Patrick Shanahan took over acting defense secretary in the wake of Jim Mattis’ resignation. Picking Webb would forgo a number of hawkish Republican officials who have been floated as potential replacements for Mattis, including Sens. Tom Cotton and Lindsey Graham.
Webb, 72, graduated from the Naval Academy in 1968. He served in Vietnam in a Marine rifle platoon and as a company commander.
He was wounded twice and received the Navy Cross, which ranks just below the Medal of Honor, for a 1969 engagement in which he sustained wounds while shielding a fellow Marine from a grenade during an assault on enemy bunkers.
Webb appeared to reference that engagement during a 2015 presidential debate, when he and other candidates were asked to name the enemy they were proudest to have made. “I’d have to say the enemy soldier that threw their grenade that wounded me,” Webb replied. “But he’s not around right now to talk to.”
After his military service, Webb attended Georgetown Law School, graduating in 1975, and from 1977 to 1981 was a House Committee on Veterans Affairs staff member.
He was widely criticized for a 1979 article titled “Women Can’t Fight,” in which he said recent gains in sexual equality had been “good,” but “no benefit to anyone can come from women serving in combat.”
Webb later changed his views on subject and apologized for the article but has faced backlash for it.
He was appointed assistant secretary of defense by President Ronald Reagan in 1984 and in 1987 was made secretary of the Navy. In that position he emphasized fleet modernization and pushed to open more jobs in the service to women. He resigned in 1988.
Webb later switched parties, and in 2006 he won a Senate seat as a Democrat from Virginia.
Webb expressed skepticism about US military campaigns abroad, including a 1990 opinion piece in which he criticized the US military build up in Saudi Arabia ahead of the first Gulf War.
In a 2004 opinion article, Webb analyzed the candidacies of John Kerry and George W. Bush, criticizing both — Kerry for his Vietnam War protests and Bush for committing “arguably … the greatest strategic blunder in modern memory” with the 2003 invasion of Iraq.
Former Virginia Democratic Sen. Jim Webb.
(Webb2016.com / screengrab)
Fifteen years later, Webb had a testy exchange with the younger Bush at a reception for freshmen members of Congress. Webb declined to have a picture taken with Bush, who later approached Webb and asked about the latter’s son, who was a Marine serving in Iraq at the time. Webb reportedly said he was tempted to “slug” the president.
Webb was mentioned as a potential vice-presidential candidate alongside Barack Obama in 2008, but he said “under no circumstances” would he take the job.
Webb did join the 2016 race for the Democratic nomination for president, but he ended his candidacy in October 2015. A few months later, Webb said he would not vote for 2016 Democratic nominee Hillary Clinton and added that he had not ruled out voting for Trump.
“This is nothing personal about Hillary Clinton, but the reason I think Donald Trump is getting so much support right now is not because of the racist, you know, et cetera, et cetera, it’s because people are seeing him,” Webb said at the time. “A certain group of people are seeing him as the only one who has the courage to step forward and say we’ve got to clean out the stables of the American governmental system right now.”
Other positions Webb has taken may burnish his appeal to Trump. In summer 2015, he said he was “skeptical” of the Iran nuclear deal signed by President Barack Obama, from which Trump has withdrawn.
During his presidential run, a staff member also said Webb was “his own national security adviser” — which may resonate with Trump, who has touted himself as more knowledgeable than his advisers.
On Dec. 31, 2018, days before The Times reported Webb was under consideration, a number of outlets suggested him to replace Mattis, including the Washington Examiner, a conservative-leaning news outlet, which published an opinion article titled “Trump’s base would love to have Jim Webb as defense secretary.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
A 60-day stop-movement order from the Pentagon in late March, meant to help stem the spread of the coronavirus, threw the lives of many US military personnel into uncertainty, keeping them from leaving for or returning from deployment or from traveling to new duty stations.
But the military remains a vital to the US government’s response to the pandemic, of which its mobility element, the air component in particular, has been a major part.
“There are critical missions that cannot stop,” Air Force Chief of Staff Gen. David Goldfein, the service’s top uniformed officer, said last week. “I don’t believe that we’re going to get any relief, nor should we expect any relief, on the global mobility [mission].”
Transportation Command, which manages that mobility mission, has seen “a reduction in movements” because of that order, Army Gen. Stephen Lyons, head of Transcom, told reporters on March 31. “But we are also seeing a necessity to continue to operate for mission-essential tasks and operations.”
Transcom is focused on protecting the force against the outbreak, maintaining mission readiness, and remaining ready to support the FEMA and other interagency efforts to counter the outbreak, Lyons said.
Operations by Air Mobility Command, Transcom’s air component, are “consistent” with the those priorities, Lt. Gen. Jon Thomas, AMC’s deputy commander, told reporters on April 3.
Below, you can see what Transcom and AMC are doing to safeguard their aircrews as they carry out that response.
Air Force Lt. Gen. Jon T. Thomas, deputy commander of Air Mobility Command, briefs the media via telephone at the Pentagon, April 3, 2020.
The Air Force has given local commanders authority to act to stay ahead of the threat and is encouraging airmen to follow CDC guidelines, Thomas said.
“We’ve implemented staggered shifts, exercised telework options, and employed Health Protection Condition Charlie measures at all our installations to promote physical distancing” to help limit the spread of the coronavirus, Thomas said.
87th Medical Group members screen patients outside as a preventative measure to help reduce the spread of COVID-19 at Joint Base McGuire-Dix-Lakehurst, New Jersey, March 30, 2020.
To maintain operational capability, Thomas said, “we’re doing things like medical screening, temperature checks, and other measures for aircrew and passengers transiting areas of COVID-19 risk.”
“As necessary, for certain locations, we’re also taking measures to ensure that AMC forces that are moving globally from one location to another do not pose undue risk for the host units as we transit those locations,” Thomas told reporters at the Pentagon.
1st Lt. Bryan Burns and 1st Lt. James Conlan shut down their C-17 at the Memphis Air National Guard Base after delivering COVID-19 test kits from Aviano, Italy, April 2, 2020.
“Obviously when you’re in the cockpit, there’s no way to get 6 foot apart,” Lyons said when asked about social distancing in aircraft. “The way that we’re managing our flight crews is unique in many ways, and we’re trying to create an isolated system of systems, if you would, even in motion.”
“Where we billet them is controlled. Where they eat from, their food is delivered. So we’re trying to create a very concerted cocoon, if you would, over our entire flight crew apparatus,” Lyons told reporters at the Pentagon.
“And knock on wood, that seems to be working to date. It allows us to continue mission and protect the force at the same time,” Lyons said. But “you can’t telework and fly a plane,” he added, “so there are exceptions that we’re working through.”
437th Maintenance Group instructors teach squadron flying crew chiefs how to disinfect the interior of a C-17 at Joint Base Charleston, South Carolina, April 2, 2020.
Lyons said Transcom was working to keep aircrews “very, very isolated” to avoid picking up the disease. “You might characterize it as isolation in motion.”
Those crews go “straight from the aircraft into billets” upon arriving in another country, Lyons said. “They don’t go out for food. They don’t leave the billet until their next mission, and it’s a very, very controlled environment.
“That’s how we mitigate moving from a country that might be a level-three country,” a designation that covers much of Europe, Lyons added. “They never actually leave that base. And even inside that base, they’re very, very controlled.”
US Air Force aircrew unload COVID-19 testing swabs at the Memphis Air National Guard Base, March 19, 2020.
Transcom and AMC continue to support the coronavirus response by moving supplies and equipment across the country and around the world.
Air Mobility Command C-130s have moved equipment and personnel to help set up Army field hospitals in New York and Washington state, Thomas said.
“We’ve got Air Mobility liaison officers that are helping to coordinate those movements as well as commercial air movements totaling nine missions, transporting 7.8 tons of cargo and hundreds of personnel to those locations,” Thomas added.
Since mid-March, Air Force C-17s have also delivered 3.5 million swabs for coronavirus test kits from Italy to Memphis, Tennessee, for distribution in the US.
The seventh shipment arrived on April 2, when a C-17 landed in Memphis with about 972,000 swabs, Thomas said on April 3, adding that the eighth mission was to arrive that day and the ninth was scheduled to arrive this week.
A 437th Aircraft Maintenance Squadron flying crew chief prepares to simulate disinfecting a C-17 at Joint Base Charleston, South Carolina, April 2, 2020.
Transcom and AMC have also moved COVID-19 patients, which poses a different set of challenges.
“We did move a COVID-positive patient this past weekend AFRICOM, specifically from Djibouti, up to Landstuhl in Germany to get the level of support that particular patient needed,” Lyons said March 31.
“We are also working, candidly, to increase our capacity to be able to meet these kind of requirements because we know they’re increasing.”
A US Air Force C-17 is prepped to transport a Transportation Isolation System during a training exercise, March 6, 2019.
“Our approach to patient movement for COVID, particularly for highly contagious patients, is to move them in an isolation system,” either via air ambulance or with the Transportation Isolation System developed during the Ebola crisis, Lyons said.
“We’re working with scientists around the Air Force and Defense Threat Reduction and NASA and some others to really study the aircraft circulation flow and implications of the movement of those particulates and potential impacts on crews, so that we can indeed move COVID-positive patients and passengers without an isolation unit adequately protecting the crew,” Lyons added.
Flight nurses and critical-care air-transport team members prepare a Transport Isolation System for simulated Ebola patients during an exercise at Joint Base Charleston, South Carolina, October 23, 2019.
The TIS allows in-flight treatment of infected patients without exposing the aircraft’s crew. Thomas said Friday that his command hadn’t gotten specific requests to move a patient in that system and that AMC had “not conducted any evacuations of a COVID-19-infected patient to date.”
“But the combination of transporting large volumes of patients with a highly infectious disease — the transmission of which we still don’t completely understand — on a pressurized aircraft within which the air constantly circulates, and potentially making these movements from remote and austere locations over intercontinental distance, all while protecting the flight and medical crew from infection so that they remain available for future missions is a challenging task even for the Air Mobility Command,” Thomas said.
An airman picks up lunch at the Patterson Dining Facility at Dover Air Force Base in Delaware, March 30, 2020. The tables in front of the counter are meant to help enforce social distancing and mitigate the spread of COVID-19.
AMC has interim COVID patient movement capability on alert in several places around the planet, Thomas said, adding that “in the event increased volume of patient flow is required, AMC will be prepared to increase throughput using other means.”
Asked about coronavirus outbreaks within AMC, Thomas avoided specifics, saying there had been “manifestations of COVID-19 on our military installations” but no manifestation “on our installations that would suggest that we’ll have any difficulty executing our missions at this point.”
“The extent of it, I don’t think I want to get into a significant amount of detail on,” Thomas said. “It is something that we have to be cognizant [of] and constantly watching.”
A C-17 on the flight line during an Air Mobility Command exercise at Joint Base Charleston, South Carolina, August 16, 2016.
Lyons also declined to discuss specifics when asked how many Transcom personnel had tested positive for COVID-19. But he said his command’s positive rates were “very, very low — single digits across the entire mobility enterprise.”
“That will change over time. I acknowledge that,” Lyons added. “Every day we’re making a concerted effort to understand how do we protect the force and maintain a level of resiliency to operate this global mobility enterprise for the department.”
China has established a new agency to develop advanced weaponry for China’s changing military force.
The Scientific Research Steering Committee, established earlier this year but revealed to the public this week, is modeled after the Pentagon’s Defense Advanced Research Projects Agency (DARPA), which strives to “make pivotal investments in breakthrough technologies for national security,” according to DARPA’s website.
The new agency falls under the control of the Central Military Commission, which is chaired by Chinese President Xi Jinping, according to the South China Morning Post. Since he took power a few years ago, the president has been putting the military through an intense modernization program designed to strengthen the quality of the armed forces while reducing quantity. China is investing heavily in its aviation and naval forces, as well as its strategic support and rocket forces.
“As everyone knows, the internet, global positioning systems, stealth fighters, electromagnetic guns, laser weapons as well as other advanced technologies – most are DARPA-related,” CCTV, a Chinese state broadcaster, said in a recent broadcast revealing the new weapons development agency.
“We should make greater efforts to promote scientific technology in our army if we want to win the competitive advantage,” Chinese state media added.
The new agency, together with the CMC Science and Technology Commission will spearhead technological innovation for the military, such as the development of electromagnetic cannons and elite stealth fighters.
“The PLA sees technological innovation as a core aspect of military competition and seeks to draw upon DARPA’s model to achieve comparable successes,” Elsa Kania, an independent military analyst, explained to the Financial Times. China has been spending more on its military while cutting thousands of personnel. The Chinese defense budget is expected to hit $150 billion this year and soar to $220 billion by 2020. American defense spending still vastly outpaces China, but the latter is rapidly closing the gap.
The Scientific Research Steering Committee will pursue a path of “civilian-military integration,” which suggests that the program will bring private companies into the fold to develop new technology for the military.
China has made several major technological breakthroughs in recent months. The Chengdu J-20 stealth fighter entered active service in March. The rising Asian giant launched its first independently-produced aircraft carrier in April and an indigenous guided-missile destroyer in June.
China exhibited its new combat drone at a recent international air show. (Photo from Globalsecurity.org)
Last week, a Chinese company, a leader in unmanned systems, announced that the new CH-5 combat/reconnaissance drone is ready for mass production.
China has not reached technological and military parity with the U.S., but its capabilities are improving as it seeks to establish itself as a superpower.
Bourbon is a liquor that has a place in your hand all-year round. Whether it’s sipping a mint julep on a hot summer’s day or spiking the egg nog (like George Washington might) to make Christmas with the family that much more fun (or bearable), there is just never a bad time for a bourbon beverage.
Despite being named for a house of French kings, there are myriad reasons why we should take a moment to take stock (literally and figuratively) of America’s distinctive, home-grown, and distilled liquor.
Bourbon’s all-American status goes well beyond the fact that it’s an American-born corn-fed whiskey created by a Baptist minister in Kentucky — although I can’t think of a more American birth for anything.
A 1964 act of Congress made bourbon the official spirit of the United States of America, or as they put it, “America’s Native Spirit.” Which says a lot, both about America and the U.S. Congress… and probably the people who voted for them.
It should be noted that many, many great bourbons are Kentucky-based but it isn’t necessary for a bourbon to be made in Kentucky for it to be considered a bourbon. This is not champagne we’re talking about. The necessary qualifications for a whiskey to be a bourbon are as follows:
It’s made with 51 percent corn.
It must be aged in a new white oak barrel, with the inside charred before adding liquor.
It can’t have any color or flavor additives
Bourbon must be between 80 and 160 proof (40-80 percent alcohol)
There are real reasons why bourbon is a product that could only have been American-made. So, put that vodka-soda down, comrade, and get a bottle of Evan Williams for the coming July 4th holiday. Your friends and family will thank you.
Now if you want to drink bourbon like a sailor, try the classic Whiskey Smash!
1. Those oak barrels are only found in North America.
Bourbon must be aged in a new American White Oak barrel every time. These barrels are never reused by bourbon makers. I think they’re shipped off to Scotland so they can age scotch whisky in them with peat moss and haggis or whatever. No, America’s bourbon only uses them once — by law (no joke) — and they’re mostly found only in America.
When the U.S. Navy needs to patch up Old Ironsides, the USS Constitution, they use white oak from a grove specifically for the ship, called “Constitution Grove,” at a Naval timber reserve at Naval Weapons Support Center in Crane, Indiana.
2. Bourbon fueled the exploration of the United States.
Lewis and Clark didn’t take water with them on the expedition to map the Louisiana Purchase, but you can be damn sure they remembered to bring 120 gallons of bourbon to fuel their two-year trek to the Pacific Ocean.
3. American icons f*cking love bourbon.
What did Andrew Jackson, Abraham Lincoln, Ulysses S. Grant, Harry Truman, Walt Whitman, Daniel Webster, Henry Clay, Jack London, Mark Twain, Anthony Bourdain, and John Wayne have in common? No, they weren’t all taken over by the reptile aliens and replaced: They loved American bourbon.
When Grant’s critics appealed to Lincoln to try and have him fired for his drinking, Lincoln offered to send Grant’s preferred brand to all his other generals — and you can still buy Grant’s favorite bourbon today. President Truman began every day of his life, even as President, with a glass of the hard stuff.
Even Winston Churchill loved American bourbon, which can be partly explained by the fact that the British bulldog’s mother was American born.
4. The young U.S. Army ran on booze, not its stomach.
An army still needs to eat, but how do you pay for the food that fuels that army — or, specifically, the U.S. Army? It was excising taxes on distilled spirits for the fledgling United States that bought the guns and grub that defeated the British and put down rebellions (including the rebellion against the taxes) in the country’s early years. Rum and whiskey can also take some claim for this, but it was bourbon that kept the country together in the war to come.
5. It was the glue that saved the Union.
When the border state of Kentucky remained in the Union, it allowed Abraham Lincoln to use taxes on distilled spirits to pay for much of the Union war effort. The Confederacy prohibited bourbon production because it wanted to use the corn to feed troops and the copper stills to make cannon.
A 48-year-old U-2 “Dragon Lady” spy plane reached a milestone — 30,000 hours of flight time — while flying a mission to gather intelligence on ISIS, U.S. Central Command said Thursday.
A release from the 380th Air Expeditionary Wing said that a U-2 flown by a pilot identified only as “Maj. Ryan” hit the 30,000-hour mark while “collecting critical, real-time information to give commanders the decisional advantage” against the Islamic State of Iraq and Syria.
The high-altitude surveillance and reconnaissance plane flew out of a base in Southwest Asia, the report said.
The Lockheed U-2 is only the second of the unique aircraft to reach the 30,000-hour mark. In 2016, a U-2 with the 5th Reconnaissance Squadron at Osan Air Base in South Korea completed 30,000 flight hours as the first-ever in the U.S. fleet.
“It takes a lot of people to launch and recover a jet and to keep this going,” said Ryan, of the 99th Expeditionary Reconnaissance Squadron. “Today, we hit 30,000 hours. I hope it gets 30,000 more.”
An assistant maintenance operations officer identified as Capt. Lacey said, “The mere fact alone that we’re able to continue flying this aircraft to this day is an achievement in itself, let alone fly 30,000 hours on one aircraft.”
A maintenance superintendent was quoted as saying, “The accomplishment of the U-2 flying 30,000 hours is extraordinary because the airframe itself is 48 years old, and it is flying with the most technologically advanced ISR [Intelligence, Surveillance Reconnaissance] systems available today.”
With a thin fuselage and 80-foot wings, the U-2 was developed during the Cold War for photo reconnaissance against the Soviet Union. The aircraft were first flown by decommissioned Air Force pilots for the CIA but later became Air Force assets.
The service has plans in the works eventually to replace the U-2s with unmanned RQ-4 Global Hawks but, in the meantime, the aircraft remain a vital intelligence tool.
Four North Korean soldiers fired about 40 rounds at a comrade fleeing into South Korea and hit him five times in the first shooting at the jointly controlled area of the heavily fortified border in more than 30 years, the South’s military said Nov. 14.
South Korean soldiers did not fire their weapons, but the Nov. 13 incident occurred at a time of high animosity over North Korea’s nuclear program. The North has expressed intense anger over past high-profile defections.
The soldier is being treated at a South Korean hospital after a five-hour operation for the gunshot wounds he suffered during his escape across the Joint Security Area. His personal details and motive for defection are unknown and his exact medical condition is unclear.
South Korea’s military said he suffered injuries in his internal organs but wasn’t in a life-threatening condition. But the Ajou University Medical Center near Seoul said the soldier was relying on a breathing machine after the surgery removed the bullets. Lee Guk-jong, a doctor who leads Ajou’s medical team for the soldier, described his patient’s condition as “very dangerous” and said the next 10 days might determine whether he recovers.
On Nov. 13, he first drove a military jeep but left the vehicle when one of its wheels fell into a ditch. He then fled across the JSA, with fellow soldiers chasing and firing at him, South Korea’s military said, citing unspecified surveillance systems installed in the area.
Suh Wook, chief director of operations for the South’s Joint Chiefs of Staff, told lawmakers that North Korea fired a total of about 40 rounds in a shooting that his office suggested started while the soldier was in the jeep.
The solider was found beneath a pile of leaves on the southern side of the JSA and South Korean troops crawled there to recover him. A U.N. Command helicopter later transported him to the Ajou medical center, according to South Korean officials.
The North’s official media haven’t reported the case as of Nov. 14. They have previously accused South Korea of kidnapping or enticing North Koreans to defect. About 30,000 North Koreans have fled to South Korea, mostly via China, since the end of the 1950-53 Korean War.
The JSA is jointly overseen by the American-led U.N. Command and by North Korea, with South Korean and North Korean border guards facing each other only meters (feet) apart. It is located inside the 4-kilometer-wide (2 1/2-mile-wide) Demilitarized Zone, which forms the de facto border between the Koreas since the Korean War. While both sides of the DMZ are guarded by barbed wire fences, mines and tank traps, the JSA includes the truce village of Panmunjom which provides the site for rare talks and draws curious tourists.
Monday’s incident was the first shooting at the Joint Security Area since North Korean and U.N. Command soldiers traded gunfire when a Soviet citizen defected by sprinting to the South Korean sector of the JSA in 1984. A North Korean soldier defected there in 1998 and another in 2007 but neither of those events involved gunfire between the rivals, according to South Korea’s military.
The 1984 exchange of gunfire happened after North Korean soldiers crossed the border and fired, according to the U.N. Command. In Monday’s incident, it wasn’t known if the North continued firing after the defector was officially in the southern part of the Joint Security Area. The U.N. Command said Tuesday that an investigation into the incident was underway.
The Joint Security Area was the site of some bloodshed during the Cold War but there hasn’t been major violence there in recent years. In 1976, North Korean soldiers axed two American army officers to death and the United States responded by flying nuclear-capable B-52 bombers toward the DMZ in an attempt to intimidate the North.
Wreaths Across America (WAA) is a national non-profit organization best known for remembering fallen veterans with wreaths placed each December at Arlington National Cemetery. However, the organization and its mission to Remember, Honor, Teach, is much more.
In the beginning, founder, Morrill Worcester, a 12-year-old paper boy in Maine won a trip to Washington D.C., where Arlington National Cemetery became an inspirational location. His pilgrimage served as a consistent reminder, through career and life, that opportunities stemmed from the values and freedom afforded to us by our nation’s veterans.
After years of hard work, Morrill founded Worcester Wreath Company in Harrington, Maine. In 1992, Worcester Wreath had a surplus. Morrill saw this as his opportunity to honor our veterans with hopes of returning to Arlington. With the aid of Maine Senator Olympia Snowe (ret.), the first 5,000 wreaths were placed that year at Arlington National Cemetery. As plans were underway, other individuals and organizations shared Morrill’s spirit and working together built an annual mission that went unnoticed for many years.
In 2005, a photo surfaced of Arlington covered in snow, adorned with wreaths. This picture became a viral internet sensation! After, thousands of requests poured in, from people wanting to help emulate the Arlington success on the local level, prompting the official formation of Wreaths Across America the national nonprofit in 2007.
The newly formed 501c3 began its national effort by sending seven ceremonial wreaths to every state (one for each branch of the military, and for POW/MIAs). The ceremonies took place in nearly all of the 50 states and Washington, D.C., with a focus on family during the holidays. As the organization grew from volunteer support, a network of local groups and cemetery locations began to emerge.
Presently a small, but dedicated staff and more than 7,000 core volunteers across the country, work tirelessly on year-long programs that help accomplish this ongoing mission to Remember, Honor and Teach. That number grows to more than 2 million, a third of whom are children, who participate in the annual wreath laying events nationwide!
What does it mean to sponsor a wreath? It means you’ll honor an American hero at one of more than 2,500 locations nationwide this year on Wreaths Across America Day… a day that’s been set aside to pay tribute to their sacrifices.
This year, National Wreaths Across America Day is Saturday, Dec. 19, 2020.
We can only do this with YOUR support. Your sponsorship will ensure that a wreath is hand- crafted of all-American balsam and hand-tied with a red velvet bow will be sent to one of our participating locations, where a volunteer will place it on the marker of a fallen hero. That volunteer will then “say their name” to ensure that the legacy of duty, service and sacrifice of that veteran is never forgotten.
Give the gift of remembrance this holiday season and join a grateful nation in saying “thank you” to our veterans. Visit www.wreathsacrossamerica.org to sponsor a wreath for a participating location near you!
This week’s Borne the Battle episode features Mike Fisher, the Chief Readjustment Counseling Officer for VA’s Health Administration, who discusses some of the unique and generous benefits that Vet Centers offer.
Vet Centers began in 1979 when Vietnam veterans had difficulty readjusting to civilian life. Vet Centers seek to help and equip veterans by offering a community-based counseling center that provides a wide array of services. In addition, these Vet Centers actively help veterans to simply get started, set goals, and eventually accomplish them.
Vet Centers have quickly expanded and is now celebrating its 40th anniversary. There are currently over 300 Vet Centers, 80 mobile Vet Centers, and a Veteran Call Line as well. This model seeks to make readjustment smoother and more effective.
This week’s episode covers:
Mission, Vision, and Peer-to-Peer Model of Vet Centers
Expansive services of Vet Centers, including all types of counseling, opportunities, and trauma rehabilitation resources
Inclusive Eligibility requirements, including grandfathering of Vietnam veterans and inclusion of all, regardless of character of discharge
This article originally appeared on VAntage Point. Follow @DeptVetAffairs on Twitter.
There’s a running bit in the We Are The Mighty office that if all else fails we could always make porn.
I like to bring it up during dry brainstorming sessions. I was feeling particularly amused by inappropriate humor last week during a meeting and, much to my utter delight, Army vet and WATM writer extraordinaire Logan Nye was too. He started listing off military-related Valentine’s Day articles that we should would never (because we’re classy like that I guess…) publish, and I told him that it was just too selfish to keep his creative genius from the world.
It derailed the meeting, but it was worth it.
So, my patriotic friends, I give you our list of rejected Valentine’s Day articles. Share with your right hand special someone and enjoy.
Few know mission command better than retired Gen. Carter F. Ham. In the time between his enlistment as an infantryman in 1973 and his retirement as a geographic combatant commander in 2013, Ham experienced the Army from a variety of perspectives, including as the commander of U.S. Army Europe and as the director for operations for the Joint Chiefs of Staff.
As the current president and chief executive officer of the Association of the U.S. Army, Ham continues to make a difference on behalf of the men and women who serve. Here are his insights on mission command as the Army looks to the future.
Q: After having a career that spanned four decades, what does mission command mean to you?
A: When I think of mission command, it is getting the right process by which leaders make decisions to employ their forces from the strategic to tactical levels. It is freedom to act within intent and established parameters, and it’s achieving the right blend of initiative and control.
I’ve thought about this a lot as the Army sometimes has a tendency to rebrand old ideas with new names. The term “mission command” started gaining momentum over “command and control” in the late 2000s, particularly when Gen. Martin Dempsey was at Training and Doctrine Command. A lot of talk within the profession suggested this really wasn’t anything new but, rather, what the Army had always done in terms of mission-type orders and building trust.
General Carter F. Ham.
My sense was that it wasn’t quite the same. The cohort of senior Army officers at the time, myself included, grew up mostly in the Cold War era with very clearly defined boundaries, rear areas, adjacent units, and the like. When that era changed and the Army found itself in highly irregular warfare, leaders recognized command and control wasn’t adequate for the new environment.
The command piece was okay, but the control piece was overly regulated given the circumstances in which the Army was anticipated to operate. It was time for a change, and I think mission command was exactly the right focus. With varying degrees at varying levels, and certainly as circumstances change, we must enable leaders to operate with empowered, disciplined initiative and higher degrees of flexibility.
Q: What were some of the biggest challenges you faced as commander of U.S. Africa Command?
A: Most Americans think of Africa as a single place; it’s not. It is huge; at the very least, Africa is 54 countries with vast geographic differences, linguistic challenges, and economic, cultural, and ethnic diversity. It’s an exceedingly complex area of operations.
When Secretary of Defense Robert Gates told me he intended to recommend the president nominate me for [commanding general of] the Africa Command, I had two feelings simultaneously. First was pure exhilaration: “Holy smokes, you’re going to be a combatant commander! You get your picture hung on the entryway of the Pentagon!”
But instantaneously, the second feeling hit: “You don’t know anything about Africa.” At the time, it was not a part of the world any of us in the military thought much about.
Carter F. Ham as lieutenant colonel commanding U.S. forces in Camp Able Sentry, Macedonia, speaking to Admiral William Owens in 1995.
I was going from a very Europe-centric career — frankly a very comfortable setting for me because I had relationships with many of the senior leaders — to exceeding discomfort in Africa. It was intellectually stimulating, but I just didn’t have that foundational understanding of the area of operations as I did in Europe.
For me, this was mission command in practice at the upper operational and strategic levels. Despite the dispersed nature of U.S. forces, the requirement to work with host-nation forces, and the diversity of missions — ranging from very precise targeted activities and hostage rescue to maritime security, humanitarian assistance, and veterinary teams helping with herds of animals — there was still an expectation from the Secretary of Defense, the chairman of the Joint Chiefs of Staff, and the other service chiefs. They were empowering me to make decisions in this vast and complex area of responsibility.
You can’t do that with a highly structured, highly controlling style of leadership. I had to catch myself sometimes, and my senior enlisted leaders would often remind me, “General, they don’t need you to tell them how many times to turn the screwdriver; they need your intent.”
If you can describe your intent, subordinate leaders will accomplish the mission.
Q: How does mission command need to evolve to maximize readiness for the future operational environment?
A: There is recognition that the Army has to refocus after 15-plus years of irregular warfare and counter-insurgency operations. Gen. [Mark] Milley has it right; we have to get back to preparing for combat operations across all domains against a very capable, state-based adversary. It’s a much more complex environment in which to operate.
The first half of my career was highly structured and very clearly focused on a state-based adversary, the Soviet Union. It was a very dangerous, but also very predictable, period. We knew their doctrine and organizational structure; they knew ours. We knew their equipment and capabilities; they knew ours. Our war plans were incredibly detailed: we knew exactly where we were going to fight and exactly where almost every soldier was going to go in the defense of Western Europe. Control was dominant.
That is not the environment in which the Army will operate in the future. We have to develop leaders who can thrive in the ambiguity that is certain to exist in future combat. Leaders must know how to exercise mission command and make proper decisions without linkages to their higher and adjacent units, or when communications are degraded. That, I think, is the great challenge the Army faces today.
Carter F. Ham speaking to reporters during a press briefing at the Pentagon in October 2005.
Q: Can you discuss the importance of mission command for sustainment formations?
A: I’m not a logistician, but I learned the importance of sustainers early. When I was a division operations officer, I had some great mentoring from my division commander. The simple message was, “The brigades, they’re going to win the fight; you don’t need to spend time mapping things out for them. Your job is to set the conditions for those brigades to operate, and the biggest piece of that is sustainment.”
In the Cold War, sustainment was a complex operation; it’s tenfold more complex today. There are no longer safe rear areas, secure supply routes, or the ability to move “iron mountains” of supplies to the point of need at a moment’s notice.
In my era, sustainment was mostly a math problem: how do you move stuff from point A to point B? Today’s sustainment challenge is much more of an art than it is a science. How will sustainers make sure that dispersed, often separated, units have what they need to fight and win on the future battlefield?
The science is certainly still there; you still have to make sure fuel, water, chow, and ammunition are at the right place at the right time. But now, more than ever, sustainers have to be inside the heads of maneuver commanders, understanding what they want to achieve. That’s where it becomes more of an art, and I think that’s where mission command enters into the realm for sustainment leaders.
Q: How important is training?
A: I’m old enough to have been in the Army before there were combat training centers, and it’s night and day. I was an opposing force guy at the National Training Center in the mid- to late-1980s, and you could see the Army get better. Repetition matters. Complexity matters. The difficulty created in the training base matters.
We want Army leaders to be more challenged in their training than they will be in combat. That’s tough to achieve these days, particularly given multi-domain operations. How do you create that cyber, electronic warfare, or geographic complexity leaders will have to deal with? The more we invest in the rigors of our training, the better off we will be. That certainly applies to the sustainment force.
There are tremendous opportunities in the Synthetic Training Environment that allow for repetition and increased difficulty without great expense. At some point you still have to put Army units in the dirt to train, but it’s the most expensive way to do so. There’s so much you can do prior to that point so that units enter that phase at a much higher level. For all of our forces, the Synthetic Training Environment will yield a stronger Army that is able to train at levels we can’t imagine today.
General Carter F. Ham being sworn into office as the Commanding General, U.S. Army Europe by Cairman of the Joint Chief of Staff, Admiral Michael Mullen on Aug. 28, 2008.
Q: Where does integration with our allies and coalition partners fit into mission command?
A: In our guiding documents, including the National Military Strategy and Army vision, we’ve established a recognition that the Army will always operate with allies and partners. The scale will vary from time to time, but we’re always going to do so in some form. As fast as the Army is changing, we have to be careful we don’t leave our allies and partners out of our modernization efforts.
We also have to become increasingly comfortable with the idea of U.S. maneuver forces being sustained by forces of another country and vice versa. This became almost normal for us when our force presence in Iraq and Afghanistan was very high. Now that force levels are significantly lower, junior leaders have less opportunity to interact with our allies and partners. We have to find a way to replicate those kinds of activities in the training base.
Again, I think it is more art than science. Part of the art is making sure each of the partners has responsibility for support, for sustaining, and for direction in a coalition-type operation. That doesn’t happen by accident. Through the exercise of mission command, we want to create leaders who are comfortable in multinational environments.
Q: How are we doing as an Army when it comes to soldier resilience?
A: When I came home from Iraq, I think like many soldiers, I felt incomplete. I felt I had left soldiers behind; I came home and those I had served with were still there. I came to the Pentagon, the five-sided puzzle palace, and my work just didn’t feel very fulfilling. I had this tremendous longing to go back.
As a one-star general at the time, I don’t pretend I was on patrol facing hard combat every day like a squad leader or platoon sergeant. That’s an extraordinary kind of stress I frankly didn’t see on a daily basis. I think for leaders the effect is a little different; it’s a different kind of stress. Particularly for commanders, when you lose soldiers in combat — soldiers who are wounded or killed executing orders you issued — that stays with you.
When I came home, it was my wife who said, “Hey listen, you’ve changed.” That was important. It was recognition that a normal person can’t be exposed to combat and be unchanged. A lot of soldiers go through combat and deal with it very effectively. They’re resilient, they deal with it openly and confront it, and they continue to move forward. But there’s a spectrum, and on the other end are soldiers who have post-traumatic stress or, in more severe cases, traumatic brain injury. I was one of those who needed a little bit of help; mine came from an Army chaplain.
I’ll confess I was outed publicly. It wasn’t me coming forward; it was someone else talking about it. But as a general officer, my sense was [that] many other soldiers were having the same challenges readjusting to a nondeployed environment. If coming forward publicly would encourage one other soldier to get help and to say, “I’m having a tough time,” to his or her spouse, a chaplain, a social worker, a commander, a first sergeant, to somebody — then my speaking out was worthwhile.
I think the Army is once again leading the nation in matters like this. The senior leadership — the Secretary, Chief of Staff, and Sergeant Major of the Army — are coming forward and saying, “Hey, it is strength to step forward and say I need a little bit of help.”
Carter F. Ham listens to a soldier’s comments during a visit to the headquarters of the U.S. Army Civil Affairs and Psychological Operations Command (Airborne), a major subordinate command of the U.S. Army Reserve.
(Photo by Master Sgt. Mark Bell)
That’s what the Army needs. We need soldiers who can take a blow, whether physical or psychological, recover, and be stronger in continuing their mission.
There’s still a lot of work to be done; we shouldn’t kid ourselves that the stigma is gone. We have to keep it as a frontline Army effort and continue to say, “This can make you stronger; and when you’re stronger, our Army is stronger.” But I’m really proud of our efforts thus far.
Q: You’re one of only a few to rise from private to four-star general. What advice do you have for soldiers today?
A: First, recognize I didn’t go from private to four-star overnight; there were just a few intervening steps along the way. When I was enlisted, I rose to the exalted position of being our battalion command sergeant major’s driver. He was, to me, the model of the noncommissioned officer: mission-focused, hard on soldiers, and always fair. He made me a better soldier. And after all these years, it comes back to one question, “Why do you serve?”
We get so busy sometimes that we forget this. We talk a lot about what we do; we talk less about what we’re for. Whenever I have the opportunity to talk to young leaders, both enlisted and officers, I ask them to think about the oath they took. It is the bond that ties us together, the shared commitment each one of us made to serve the nation.
In my mind, it’s what makes the Army such a unique organization. I have lots of experience as a joint officer, and I truly value the other services. We have the best Marine Corps, the best Navy, and the best Air Force. But of all the services, I think the Army is uniquely of the people. We’re the biggest and most diverse. I think it’s worthwhile to sit back and say, “What is this Army for, and why is it that more than one million women and men have raised their right hand and said I’m willing to do this?”
Every now and then, take time to think about it. Don’t get consumed by it, but take pause and remember why you chose to serve this nation. I found when I did, it caused me to reflect as a professional soldier and “re-green” myself. For any Army leader — enlisted, officer, or civilian — it’s a worthy endeavor to remember why.
Arpi Dilanian is a strategic analyst in the Army G-4’s Logistics Initiatives Group. She holds a bachelor’s degree from American University and a master’s degree from Rensselaer Polytechnic Institute.
Matthew Howard is a strategic analyst in the Army G-4’s Logistics Initiatives Group. He holds bachelor’s and master’s degrees from Georgetown University.
This article was published in the January-March 2019 issue of Army Sustainment.
Every soldier in the Nebraska Army National Guard has a story: the reasons why they joined the military, picked their particular military occupational specialty (MOS) job, or serve in their military unit of choice.
For two soldiers serving in the Nebraska Army National Guard’s Troop B, 1-134th Cavalry, the stories are particularly different than those around them. That’s because Sgt. Nicole Havlovic and Sgt. Danielle Martin are two of only a very few women serving in the Nebraska cavalry squadron. In fact, the two Nebraskans are one of only a few women in the nation who have successfully graduated from the Army’s tough combat arms MOS school and earned the title of “cavalry scout.”
Havlovic originally joined the Nebraska Army National Guard as a water treatment specialist. However, after serving for six years, she decided to leave the Guard for a year. “I got out because I was bored,” Havlovic said. “I really didn’t have any guidance about what I could do or what the possibilities were. I wanted to do something different and fun and be out there training.”
It was that desire to do something different that drove Havlovic to join the Nebraska Army Guard cavalry squadron. “I felt like it would be a really good fit. I’m pretty outdoorsy and this — being out in the field — doesn’t bother me at all,” Havlovic said.
Sgt. Danielle Martin’s route to being a cavalry scout was not a direct one, either.
Sgt. Danielle Martin approaches the finish of a ruck march during the 1-134th Cavalry Squadron’s spur ride during annual training in the Republic of Korea June 18, 2019.
(U.S. Army photo by Sgt. Anna Pongo)
“I’ve always wanted to go into combat arms,” Martin said. “It really was a year before joining the military that I knew combat arms was what I wanted to do. However, I was still junior enlisted and so I really couldn’t do much about it.”
The last restrictions against women serving in combat roles were lifted in 2013. However, Army regulations specified that units were first required to have two female cavalry scouts in leadership positions before other female soldiers would be allowed to join their ranks. This made integrating junior-ranking women into the units all that much more difficult.
So, Martin began her career in the Nebraska Army National Guard as an automated logistical specialist before joining a military police unit. After rising to the rank of sergeant, Martin said she finally saw a way to reach her combat arms goal.
“It was already on my radar that I had just gotten my E-5 [sergeant] and I wanted to go to 19-Delta [cavalry scout] school,” Martin said.
Both Sergeants attended a cavalry scout reclassification school, an Army school designed to train soldiers from other MOS in the skills needed to become operational cavalry scouts. Martin attended the November reclassification course in Boise, Idaho. After completing the course, she reported to the Mead, Nebraska-based Troop B this past January.
Martin said the reception she received from her new unit let her know that they respected her newly-earned skills. It wasn’t about changing who anyone was, she said, but having a mutual respect between soldiers.
“They don’t treat me any differently just because I’m female,” said Martin. “I’m one of the guys and I think it needs to be that way… I’m not coming in here to change them. I’m coming in here because I know I can physically and mentally handle it, and I want to do the job.”
Havlovic attended the cavalry scout transition course in Smyrna, Tennessee, and reported to Troop B in April 2019. She said her fellow soldiers don’t treat her differently than any other member of the unit.
“They really don’t treat me any differently,” Havlovic said. “I don’t expect them to…I expect them to believe that they can trust me with the mission and what we have to do and be able to keep up and be trustworthy and dependable…Everyone has actually been really welcoming to me.”
With Havlovic and Martin completing their transition courses, Nebraska National Guard’s 1-134th Cavalry Squadron became the ninth Army National Guard unit, fourth Cavalry Troop and second Infantry Brigade Combat Team Cavalry Troop to be opened for junior enlisted female cavalry scouts.
1st Sgt. Andrew Filips, Troop B’s senior enlisted soldier, has spent 15 years in the squadron. He said the change of policy wasn’t an issue.
“What it really comes down to is that we’re a combat arms unit and there’s only one standard,” Filips said. “You either perform or you leave. You either make the cut or there are other units for you to go to.”
Nebraska National Guard Soldiers with the 1-134th Cavalry Squadron receive certificates and silver spurs after successful completion of a spur ride during annual training in the Republic of Korea June 21, 2019.
(U.S. Army photo by Sgt. Anna Pongo)
1st Sgt. Christopher Marcello of Grand Island’s Troop A, 1-134th Cavalry Squadron, is a 22-year veteran of the cavalry squadron. He has also been a member of the Grand Island Police Department for six years. He echoed Filips’ thoughts.
“I work with women every day as a police officer and that’s a tough job where you can get punched in the face, or shot or beat up and you have women doing that every day. So combat arms isn’t any different,” Marcello said. “You have to have the right fit. It doesn’t matter if you’re a man or a woman. It doesn’t matter. You have to be the right kind of person to be a scout.”
The Nebraska Army National Guard’s 1-134th Cavalry Squadron is part of the larger 39th Infantry Brigade Combat Team, which is headquartered in Arkansas. The brigade is responsible for providing training and readiness oversight of its subordinate units. According to Command Sgt. Maj. Gregory White, the 39th IBCT senior enlisted leader, the way the brigade finds the right soldiers for their difficult job has changed from looking at who can physically do it to those who want to do it.
White also said that women who hold a combat arms MOS are the best representatives to recruit other women into the field.
White spoke with Martin during a visit to B Troop’s recent annual training in the Republic of Korea. They both agreed the focus should be on reaching out to women who want the challenge of serving in combat arms positions, and once they do, give them the tools they need to become advocates.
“Having her [Martin] talk to them is going to be so much better than a guy who has been in for 30 years,” White said. “A 50-year-old man talking to these young women just is not going to reach them in the same way as when she talks to them.”
Filips says the physical demands are not the only aspect of combat arms that new recruits need to consider. The relatively demanding training pace also makes combat arms units different. Troop B regularly trains in the field and spends most drill weekends training throughout the night. That is often one of the bigger reasons why some soldiers eventually choose to transfer into the squadron.
“If you want to come into the Guard and feel like this is what I want to do; (that) I want to… be awesome and be the baddest dudes and wear the cool hats and do all that, then yes go for it,” said Filips. “But if you are ‘I want to try this because it would be neat’, there’s other places to be neat. Come here because this is what you always wanted to do in life. You have to want it.”
Marcello seconded those comments, adding that Troop A is willing to let soldiers — male or female — try being a cavalry scout for their drill weekend.
“We’re more than happy to let people come in, try it out and if it doesn’t work for you, we get it,” he said. “It doesn’t have anything to do with gender, doesn’t have anything to do with sex; it has to do with can you do the job.”
Both Havlovic and Martin said they realize they are now mentors and role models for those around them. They are also quick to encourage other soldiers to give it a try.
“It’s definitely something I would sit down, explain to them and educate them on,” said Havlovic, who now works for the state recruiting office.
“It’s not for everybody. It really isn’t. I don’t believe that just because combat arms has been opened up to females mean that all females belong here. But if you can do it, then do it.”
Sun Tzu advised in The Art of War, “When the enemy occupies high ground, do not confront him.”
This is why, since the advent of flight, all battlefield commanders have sought to control the airspace above the battlefield – the “ground” above the high ground.
Control of the airspace grants its occupant a clearer view of an enemy’s movements, better communications with friendly forces and the freedom to move quickly and unpredictably to attack downhill well behind the enemy’s front lines.
Forces on land, at sea and in the air all reap the advantages of the establishment of air superiority – the keystone to victories from World War II to Operation Iraqi Freedom. Just as important, occupying that high ground denies those same advantages to the enemy.
Research into lasers may offer advancement in propulsion technology to get us into deep space and beyond for a fraction of the cost. The geniuses at the Air Force Research Laboratory are developing multiple ways to utilize laser power to enhance weapons, mining in space and electrolyze water.
In peacetime, maintaining air superiority provides a deterrent to those potential adversaries who heed the warning of Sun Tzu.
That is why the Air Force and its researchers are constantly looking far beyond the horizon of the current battlefield to develop new technologies enabling access to the highest ground possible – space.
Even before the Soviet Union successfully launched the first satellite, Sputnik, into orbit in October 1957, the United States was developing its own top-secret satellites to provide intelligence, surveillance and reconnaissance (ISR) of potential adversaries – Project Corona.
While Sputnik was little more than a beeping aluminum ball orbiting the Earth, it was an undeniable Soviet flag planted on the global high ground. The U.S. government knew that ceding that high ground greatly increased the chances of defeat should the Cold War with the Soviet Union turn hot.
Vice-President Lyndon Johnson, who oversaw the fledgling National Aeronautics and Space Administration (NASA), firmly acknowledged the national security benefits of advancing the peaceful exploration of space in 1963.
“I, for one, don’t want to go to bed by the light of a Communist moon,” said Johnson.
To this day the U.S. Air Force has remained at the forefront of pushing farther into space, from launching communications and Global Positioning System (GPS) satellites to providing astronaut Airmen who first ventured into Earth orbit during Project Mercury, walked on the Moon during Project Apollo to Col. Jack D. Fischer currently aboard the International Space Station.
It is a legacy that surrounds and drives Dr. Wellesley Pereira, a senior research physical scientist with the Air Force Research Lab’s (AFRL) Space Vehicles Directorate at Kirtland Air Force Base, New Mexico.
The very site at which Pereira conducts his research is named for an Airman who led the charge to put an American on the Moon.
The Phillips Research Site is named for Air Force Gen. Samuel Phillips, who served as Director of NASA’s Apollo manned lunar landing program from 1964 to 1969. That program culminated in the first humans, Neil Armstrong and then Air Force Lt. Col. Edwin “Buzz” Aldrin, landing on the moon in 1969 as Air Force Lt. Col. Michael Collins piloted the Apollo 11 Command Module overhead. It was the kind of aggressive manned exploration of space that Pereira would not only like to see continue, but accelerate.
“The Air Force and its Airmen are seen as trendsetters, as in the case with GPS, benefiting all humanity, or with technologically-inspired precision airdrops from 30,000 feet of lifesaving supplies during humanitarian crises,” said Pereira. “In doing this the Air Force establishes itself as a global power in which it does not cede higher ground to anyone… It pays dividends to be at the leading edge of that technology as opposed to playing catch up all the time. The Air Force can really send a very positive message by being that trendsetter in space.”
Pereira is currently researching infrared physics and hyper-spectral imaging as a means to provide ISR data over a wide range of light not visible to the human eye.
“We simulate cloud scenes viewed from spacecraft,” said Pereira. ” (Examining) all the aspects that affect an image from space like the artifacts caused by movement in the space platform; trying to process signals, trying to process information. We try to simulate these things in our lab just to understand spacecraft processes and how we can deal with this in post-processing.”
Pereira’s current position at AFRL as a research scientist coupled with a background in astronomy, physics and space research gives him the opportunity to think deeply about space and human space flight.
“As a research scientist, I’ve been involved in building payloads for the Air Force on satellites,” said Pereira. “This has led me to think about satellites in general; launch, orbits, moving in and out of orbits, the mechanics of orbits and the optimization of orbits.”
Those contemplations have led Pereira to envision an Air Force of the future that will propel its assets and Airmen to increasingly higher ground in space in a cost-effective way that combines technology old and new – sails and lasers.
“Up until now, we’ve been using chemical propulsion to get into space. Chemical propulsion is limited in what it can do for us in the future. We cannot go very far. We have to take resources from the Earth into space, which is a big issue considering we only can carry so much mass, we only have so much power, and so on. It is limited by chemical bond, but it is also limited by size, weight, power,” said Pereira.
The concept of solar sails has existed for quite a while. A solar sail uses photons, or energy from the sun to propel a spacecraft. Photons have energy and momentum. That energy transfers to a sail upon impact, pushing the sail and spacecraft to which it is attached, farther into space, according to Pereira.
“The Japanese have already proven that we can fly stuff with a solar sail. In 2010, they sent up an experiment called IKAROS, Interplanetary Kite-raft Accelerated by Radiation Of the Sun. This was a very successful project,” said Pereira.
“In the same vein as solar sails, futurists have also thought about laser sails. I think this is an area where the Air Force can develop an ability for us to propel spacecraft farther using lasers, either in the form of laser arrays on Earth or taking a laser array and putting it on the moon, to propel spacecraft without the cost of lifting spacecraft and chemical propellant from the Earth’s surface.”
In the near future, Pereira sees this method as a cost-effective way the Air Force can lift satellites into higher Earth orbit.
“You have spacecraft go into orbits that are just about 300 to 600 kilometers above the Earth. We call those Low Earth Orbits or LEO. Likewise, you have orbits that could be about 36,000 to 40,000 kilometers above the Earth. We call them Geostationary Earth Orbits or GEO orbits. Many communications satellites, as well as, a few other satellites are in Geostationary orbit…the way of the future, would be to use laser based arrays, instead of chemical propulsion, to fire at a satellite’s sail to push it to a higher orbit,” said Pereira.
“Our goal is to try and minimize taking resources from earth to space. We can literally just launch a rocket using a catapult that could boost to about 100 meters per second and, once we get it to a certain altitude, we can have an array of lasers focus on the sail on the rocket, propel it out farther, whether it’s intended for a LEO orbit or whether it’s intended for a GEO orbit. As long as you can build material that can endure the laser energy without tearing, I think this is a far cheaper way to go and it could save the Air Force a lot of money.”
According to Pereira, developing this technology would naturally lead to the ability to propel spacecraft carrying Airmen farther into the solar system where they could establish self-sustaining outposts on ever higher ground.
“NASA’s Orion Multi-Purpose Crew Vehicle, the MPCV, is essentially a spacecraft designed to take astronauts farther than any human has ever gone before. One test flight concept is to visit an asteroid called 1999 AO10, in around 2025,” said Pereira. “This asteroid does not have a lot of gravity and not a lot of surface area, so rather than walking on the asteroid, the idea is for the spacecraft to connect itself to the asteroid, and for the astronauts to do spacewalks to mine materials, so that they can bring them back to Earth for analysis.”
Past and current Air Force research during manned space flight has led to increased understanding of human physiological response to microgravity and exposure to radiation, development of life support systems, nutritious food packaging, sophisticated positioning, navigation and timing software and systems that could one day enable Airmen to routinely fly to and mine asteroids and planetary moons for needed resources.
Pereira also sees Air Force cooperation with commercial companies developing space flight technologies as a benefit to both, from developing suborbital space planes, manned capsules and space waypoints, or “hotels”, to projects as ambitious as Breakthrough Starshot, a proposed mission to send a microchip all the way to Proxima B, an exo-planet orbiting the star Proxima Centauri, and transmit data back to Earth.
“They want to do this at about 20 percent of the speed of light, meaning it will take five times as long as it would take light to travel between the Earth and Proxima Centauri, approximately four light years away. So it could take only about 20 years for this chip to get to Proxima Centauri. Then if it beams images back at the speed of light, it would take another four years for that data to come back. In about 24 years, we would get data from Proxima Centauri, our nearest star,” said Pereira.
Pereira believes that the Air Force participating in such ventures into the space domain could lead to technologies that could send Airmen to the moons of outer planets in our solar system within a person’s lifetime, benefiting the human race and keeping the Air Force firmly atop the high ground.
“First and foremost, Airmen, as many times in the past, can serve in the capacity of professional astronauts: providing services in scouting and setting up breakthrough scientific missions, establishing colonies for repair and mining in order to reduce or avoid having to take materials from Earth to space…enabling safe pathways, providing in-flight maintenance, refueling crews, more effectively than machines might be able to do.”
“There are so many wonderful things about space that are so fascinating that we can explore and learn so much more if we just keep that aspect of space exploration going. We can achieve this by having our Airmen lead the way to an era of exploration enabled by human space flight.”
After the North Koreans poured across the 38th Parallel in 1950, starting the Korean War, the United States rapidly responded. The 24th Infantry Division was ordered to quickly make their way to South Korea from Japan while American carriers began launching strikes to delay the Communist advance.
One of the first ground units to arrive was called Task Force Smith. According to official United States Army history, this unit eventually consisted of two under-strength companies of infantry, four 75mm recoilless rifles, four 4.2-inch mortars, half of a communications platoon, and a battery of six 105mm howitzers. Most importantly, this force would be the first “boots on the ground” to face the Communist hordes on the Korean peninsula.
Their mission was to delay the North Koreans, affording others the time to get spun up for combat.
As the unit moved toward battle, they were faced with all the signs that things might not go so well. American planes hit a number of supply dumps and installations controlled by friendly forces — one such incident killed over 200 South Korean troops. Meanwhile, some of the C-54 Skymasters carrying the unit had to return to Japan due to thick fog and being unable to locate airfields.
Soldiers assigned to Task Force Smith arrive in South Korea.
When they finally met North Korean troops, it was a disaster. The North Koreans, equipped with Soviet-built T-34 medium tanks, approached. At 8:16 AM on the morning of July 5, 1950, near the city of Osan, American ground troops opened fire on the Communist forces. The fight was short — it didn’t go well for the United States. Bazookas and recoilless rifle rounds did practically nothing to the T-34s.
North Korean T-34s blew through the positions held by the unprepared American soldiers.
The North Korean forces blew through the infantry and went at the artillery. By the time all was said and done, of the roughly 440 soldiers in Task Force Smith sent to South Korea, only 185 made it back to friendly lines the next morning (a few dozen others would make their way back over the next few days and weeks).
Today, Task Force Smith is remembered for their courage — and for the lessons learned from the Battle of Osan.
The experience of this brave but unprepared unit led to major changes, at least through the Cold War. The mantra became, “No More Task Force Smiths.”
In essence, the troops who fell that day are remembered by efforts to continually keep American troops ready for combat, ensuring that sacrifices made by those who came before them are not in vain.