Those attending the current four-week run of The Shakespeare Center of Los Angeles’ production of “Henry IV” at the West Los Angeles VA Campus may immediately recognize Tom Hanks as Falstaff, but what they probably don’t realize is that a crew of veterans not only built the stage, but are also working behind the scenes to make the production a success.
“It’s exciting to partner with The Shakespeare Center to provide our veterans incredible opportunities like the chance to work alongside professional actors, and to view live entertainment right here on the West LA VA campus,” said Ann Brown, director of VA’s Greater Los Angeles Healthcare System. “Partnerships like this one are vital to bringing the vision for this campus to life and to transform it into a vibrant, welcoming, veteran-centric community.”
“Henry IV” performances began June 5, 2018, and run through July 1, 2018, at the Japanese Garden located on the West Los Angeles VA Campus. The Shakespeare Center, in partnership with West LA VA, set aside 2,000 tickets for eligible veterans and active duty service members free of charge. To find out more on these tickets, visit http://www.ShakespeareCenter.org to receive information about reservations when they become available.
“We’re grateful to the United States Department of Veterans Affairs and the leaders of the West LA VA for this opportunity to bring our company to the Japanese Garden at the VA,” said Ben Donenberg, the founder and executive artistic director of The Shakespeare Center prior to construction. “We’re hiring and training 40 veterans to work on this production alongside consummate theater professionals to tell a riveting story about the forging of a Shakespearean hero. We’re proud to bring the vision of one of the American theatre’s most esteemed Broadway directors and the talents a world-class cast lead by Rita Wilson and Tom Hanks, our long-time supporters, to this very special venue.”
Rita Wilson and Tom Hanks, have been long-time supporters of the Shakespeare Center of Los Angeles through their 26 consecutive years of hosting and participating in Simply Shakespeare, a no holds barred impromptu reading of a Shakespeare comedy with celebrity casts and musicians that raises funds and awareness.
“The VA location speaks to our mission to present Shakespeare in urgent, vital, relevant and accessible ways that reflect the history, landscape and people of Los Angeles,” Donenberg said. “Our work with the VA and veterans inspires personal and community transformation.”
This article originally appeared on the United States Department of Veterans Affairs. Follow @DeptVetAffairs on Twitter.
“I want to make sure that the Coast Guard people in Vietnam know that I am hearing about them often and that I am pleased with what I hear.” –General Wallace Greene, Jr., commandant, U.S. Marine Corps, 1967
As indicated in the quote above, the Coast Guard played a vital role in the Vietnam War, but the service’s combat operations in South East Asia remain unknown to most Americans.
On April 29, 1965, President Lyndon Johnson signed a “Memorandum for the President” that required “U.S. Coast Guard operating forces assist U.S. Naval Forces in preventing sea infiltration by the communists into South Vietnam” stating “…that the U.S. Coast Guard has operating forces which are well-suited to the mission…” The same day Johnson signed his memorandum, the service announced formation of Coast Guard Squadron One (RONONE). The squadron consisted of 26 “Point”-class 82-foot patrol boats. In five years, RONONE patrol boats cruised over four million miles and inspected over 280,000 vessels. The 82-footers, which were designed for search-and-rescue and law enforcement, were operational approximately 80 percent of their time in theater.
(U.S. Coast Guard photo)
In early 1967, the Navy requested that the Coast Guard provide five high-endurance cutters for duty with the Navy’s Coastal Surveillance Forces. On April 24, Coast Guard Squadron Three (RONTHREE) was formed at Pearl Harbor, Hawaii, and, in May, the high-endurance cutter Barataria fired the first RONTHREE naval gunfire support mission of the war. In February 1968, cutters Winona and Androscoggin engaged enemy trawlers and destroyed them with the aid of Coast Guard and Navy patrol boats while cutter Minnetonka drove off another. This action was the largest naval engagement of the Vietnam War.
Coast Guard cutters made a vital contribution to the Navy’s effort to limit coastal infiltration, forcing the communists to use the Ho Chi Minh Trail to sustain the insurgency in the South. Wartime statistics show that Coast Guard cutters boarded a quarter of a million junks and sampans and participated in 6,000 naval gunfire support missions causing extensive damage to the enemy. Of the 56 cutters that served in Vietnam, 30 were turned over to South Vietnam and Coast Guardsmen trained their Vietnamese crews to operate the vessels. Former cutters and the Vietnamese who crewed them formed the nucleus of the South Vietnamese Navy for the remainder of the war.
(U.S. Coast Guard photo)
Port Security and Waterways Details and Explosives Loading Detachments (ELDs) also proved important to the war effort. On Aug. 4, 1965, the U.S. Military Assistance Command in Vietnam requested a Coast Guard Port Security Officer for the Port of Saigon and two Coast Guard ELDs. The Coast Guard sent the officer to Saigon and two ELDs, assigning one to Nha Be and the second to Cam Ranh Bay. These ELDs were highly trained in explosives handling, firefighting, port security, and small boat operations and maintenance. The ELDs were authorized to do anything necessary to enforce regulations. ELD personnel also taught U.S. Army and Vietnamese personnel in small boat operation, port firefighting, pier inspection, and proper cargo handling and storage.
In 1966, the Military Assistance Command in Vietnam requested a Coast Guard buoy tender to install, maintain and service aids-to-navigation (ATON) in South Vietnam. Soon, a buoy tender arrived to set petroleum buoys for offloading fuel. In all, five buoy tenders marked South Vietnamese channels and maintained lighthouses along the South Vietnamese coast. Buoy tender duties included marking newly-dredged channels and coral reefs, positioning mooring buoys, and training the Vietnamese in ATON duties. Vietnamese lighthouse service personnel were assigned to temporary duty aboard Coast Guard buoy tenders that reactivated and automated all South Vietnamese lighthouses.
(U.S. Coast Guard photo)
The service built and manned Long Range Aids to Navigation (LORAN) stations allowing mariners and aviators to accurately fix their positions. LORAN’s original purpose was to provide electronic aids to mariners and aviators in areas where surface aids were nonexistent, waters relatively uncharted, or skies frequently overcast. Under Operation “Tight Reign,” LORAN stations were established at Con Son Island and Tan My in Vietnam; and at Lampang, Sattahip and Udorn in Thailand. Tight Reign continued until April 29, 1975, a day before the fall of South Vietnam, when the station at Con Son Island discontinued operations.
The escalation of the Vietnam War meant that supplies had to be transported by ship, which increased the need for merchant vessels under Military Sealift Command (MSTS) contracts. Merchant officers and shipping companies complained about the lack of a Coast Guard Merchant Marine Detail and, in August 1966, MSTS requested a Merchant Marine Detail. By December, a marine inspection officer was assigned to Saigon. Merchant Marine Detail personnel kept merchant vessels in theater moving by providing diplomatic, investigative and judicial services. Coast Guard officers assigned to Merchant Marine Details had the authority to remove sailors from ships, order violations corrected, or stop a ship from sailing.
(U.S. Coast Guard photo)
Coast Guard aviators participated in the Coast Guard-Air Force Aviator Exchange Program. Two Coast Guard C-130 pilots took part in the program, but the rest of the aviators were HH-3 helicopter pilots. In the spring of 1968, the service assigned the first of many Coast Guard helicopter pilots to the Air Force’s 37th Aerospace Rescue and Recovery Squadron at Da Nang. The resulting honors and awards presented to Coast Guard aviators included four Silver Star Medals, 15 Distinguished Flying Crosses, and 86 Air Medals.
Today, over 50 years after the service joined the fight in Vietnam, we commemorate the Coast Guardsmen who went in harm’s way, several of whom paid with their lives in a land far from home shores. In all, 8,000 Coast Guardsmen served in Vietnam. Their efforts curtailed maritime smuggling and enemy infiltration, saved hundreds of lives, and proved vital to the war effort in Vietnam.
If there’s one thing that ruins anything targeted toward the military, it’s messing up the uniform. It may seem like a small detail to people who were never in the military, but that’s kinda the whole f*cking point – details. Everything starts with paying attention to details. This is how veterans know who served and who’s out there just getting a half-price dinner at Chili’s.
So look, if you’re targeting the military-veteran community for anything, be it a new TV show or movie, a 3M lawsuit, or a reverse mortgage or whatever, we know immediately how much effort you’re putting into caring about actual veterans. Some of these are so bad, they popped my collar.
Nothing says “AMERICA” like a death grip on the flag.
You can tell he’s really in the Army because he wears two Army tapes instead of his name. Promote ahead of peers.
Do not leave unsupervised.
Stop laughing you insensitive bastards.
That’s my reaction too.
That hat tho.
Call the cops.
Is that his family in the background or just some family? As for this poorly positioned hat, that is not what is meant by “cover.”
No hat, no salute zone, bruh.
Most bedrooms are.
You had two chances.
They had two different opportunities to use camo and they couldn’t come up with even one the U.S. actually uses.
Made you look.
… At my shirtless chest.
This is real.
Lieutenant Congdon is clearly a Hulkamaniac.
Nothing say ARMY like a boonie hat.
Especially when ARMY is emblazoned across the front of it.
Maybe not use a 12-year-old model.
Is he 12 or 60? I can’t tell. Nice boots.
Time for PT?
Clearly, the answer is no.
I never took off my uniform, either.
“Just hanging out in my ACUs in my living room with my family, as all military members do.”
Stealing valor for a lifetime.
Why do stolen valor veterans always want to add an extra American flag patch?
Just use any medals, no one will notice.
That 50-year-old is wearing a 20-year-old winter uniform and i’m pretty sure Boris on the end there is sporting American, Soviet, and Russian medals.
Mommy’s a liar, Billy.
Where would you even get BDUs with an arm sleeve pocket?? Mommy’s been lying for a long ass time.
When it’s time for troops to hang up their uniform for the last time and go pick up that beautiful DD-214, they’re subjected to countless classes on how to adapt in the civilian world and use the strengths they’ve picked up in the military to give themselves a leg up in a competitive civilian marketplace.
Troops who had more POGy jobs in the military may have an easier time making the transition. If you worked in the commo shop, there’s countless IT desks out there you can apply for. Flight-line mechanics can make bank working for airlines. But even combat arms guys aren’t limited to positions as security guards or fast-food workers, no matter how many times the retention NCO tells you so.
The fact is, any good soldier, Marine, sailor, or airman who fit perfectly in the formation comes away from service with valuable skills that employers look for in potential employees. Here are a few qualities that veterans have had drilled into them every day since basic training that help them stand out over most civilian competitors.
We’ve mastered the art of “hurry up and wait,” so showing up early and killing idle time is no problem.
(U.S. Air Force photo by Master Sgt. Brian Ferguson)
The 15-minutes-prior schedule
If you’re on time, you’re late. If you’re fourteen minutes early, you’re still late. Civilians tend to pull some excuse that explains why it’s definitely not their fault that they’re arriving at 10:05 for a 10 a.m. meeting.
That fifteen-minute buffer works wonders with the way most civilians schedule things. The higher up in an organization you go, the more promptly meetings tend to start. If you’ve been ready for 15 minutes already, nobody will end up waiting on you. You’re set.
You’ll never find a more open and, uh, “creative” conversation than those held at a deployed smoke pit.
(U.S. Marine Corps)
We’ve seen it happen a million times: Someone throws out an awful suggestion and it’s met with agreeable silence. Everyone is too afraid to speak up because their reputation is on the line for speaking out of turn. Then, out of the corner, a veteran speaks up and says, “well that’s dumb. Why the f*ck would we do that?”
If there’s one thing that sets a veteran apart in a board room it’s their ability to avoid being a yes man. It may ruffle the feathers of people who expect everyone to nod along, but at the very least, it moves the meter.
If you thought vets couldn’t also handle useless and drawn-out PowerPoint presentations, think again!
(U.S. Army photo by Sgt. Alfonso Corral)
No aversion to manual labor
Veterans can safely celebrate the fact that when they get a new job, if something comes up that’s not in the job description, it’s not expected of them. That’s right: if you’re now an office drone working some cubicle job, no one will randomly get on your ass for not cleaning the break room.
Sometimes, however, things just need to get done. Using that same example, an entire day could go by in a civilian office and people will simply walk by that messy break room thinking, “it’s not my responsibility.” Most vets, on the other hand, would instinctively clean it up without giving it a second thought.
The same goes the other way around. Knowing who does the leg work in an organization makes a leader’s work a million times easier.
(U.S. Army photo by Sgt. 1st Class Matthew Chlosta)
Acknowledgement of hierarchy
Things are nice and easy when everyone wears their rank on their uniform. You can instantly look at their insignia and recognize where they stand in the chain of command — no questions asked. That simple insignia tells the world what is expected of you, in accordance with your rank.
The civilian workplace doesn’t really have those kinds of markings — but that doesn’t mean there isn’t a pecking order. Vets just need to know who’s in charge of them and who’s in charge of the people in charge and they’re set.
Sometimes, leading from the front means letting a subordinate take the spotlight. That’s surprisingly rare in the civilian world.
(U.S. Army photo by Spc. Andrew Parks)
Willingness to take a leadership position
Everyone wants the bigger job, bigger desk, bigger pay check, but too few people are willing to exit their comfort zone to get it. They’ll whine about that one guy getting an extra zero in his paycheck but slink at any opportunity to prove their worth.
Vets, on the other hand, will usually take it upon themselves to organize their coworkers if they see a lack of leadership and make themselves the face of their team without even realizing it. Willingly taking on that leadership role proves to the company that the vet is serious and values the company. This almost always gives that vet more firepower when it comes time to shoot for a raise.
The ever-looming glare of a drill sergeant never leaves the back of your mind. Ever.
(U.S. Army photo by Sgt. Ken Scar)
Separation of work life and personal life
Keeping what’s going on in your personal life from affecting your work life is a difficult skill to master. It’s a beyond-useful talent to be able to set aside any personal problems when it’s time to get serious and work. The other part of this equation is not letting personal drama bleed into getting the mission done.
Troops and vets have been constantly cattle prodded into moving forward and to quit whining about unrelated stuff. This is second nature.
There’s no gray area in “until mission complete.” Either it’s impossible or it’ll be done by lunch time.
(U.S. Army photo by 1st Lt. David W. Cline)
The mission-first mentality
If there’s a single quality that civilian employers can expect from nearly every veteran, it’s that veterans will always be task-oriented. They’ll see a checklist as a thing to complete rather than a thing to dread.
From the moment troops enlist, they’re taught to juggle roughly seven thousand different tasks inherent to military life, in addition to those associated with their given MOS. There’s a job to be done, so let’s get to it.
The commandant of the Marine Corps on Tuesday released a powerful video message aimed at those in the Corps who are defending or engaged in the sharing of nude photos of their colleagues that has cast a black mark on the military service.
The video is in response to a scandal involving a private Facebook group called Marines United, where many of its nearly 30,000 members were found to be passing around nude photos of female Marines without their consent, or photos stolen from their colleagues’ Instagram accounts. Comments on the photos often denigrated their service or encouraged sexual assault, an explosive investigation by Thomas Brennan revealed.
The Corps came under fire after the report, especially because it had known about the problem — an article about a similar Facebook group was published more than two years ago.
“We are all teammates. Brothers and sisters. Marines,” Neller said. “We are seen by our fellow citizens as men and women of honor and virtue, possessing an unbreakable commitment to each other and to the nation.”
Neller, who has to be careful to not exercise unlawful command influence over what is an ongoing investigation, said that “it appears” some Marines had forgotten some of these truths by acting “unprofessionally” online.
“So let me cut to the chase,” he said. “When I hear allegations of Marines denigrating their fellow Marines, I don’t think such behavior is that of true warriors or warfighters.”
The Corps’ top general told victims of abuse to report it to their units or chaplains, and he further instructed his enlisted and officer leaders to support victims in coming forward.
“There is no time off for Marines. We are all in, 24/7, and if that commitment to your excellence interferes with your ‘me time,’ or if you can’t or are unwilling to commit to contributing 100 percent to our Corps’ warfighting ability by being a good teammate and improving cohesion and trust, then I have to ask you: Do you really want to be a Marine?” Neller said.
Spc. Yemima Tarber extended her commitment to the Army during a reenlistment ceremony that was presided over by her mother, Capt. Lisa Campbell at Fort Lee, Va. A new survey by military advocacy group Blue Star Families says most service members with multiple deployments wouldn’t want their kids to go through the same hardship. (Photo by Sgt. 1st Class John Brown)
A new report from military family support organization Blue Star Families shows more than half of service members would not recommend military service to their own children. Additionally, slightly less than half of the respondents would not recommend it to other young adults who aren’t related to them.
Blue Star Families has compiled the so called “Annual Military Family Lifestyle Survey” reports since 2009, which are widely used by government officials from the White House, Congress, the Department of Defense, and state and local officials to help understand the unique needs and challenges of military families. Data collected from the annual survey often impacts legislation.
This year’s survey respondents consisted of a mixture of 8,390 active duty personnel, military veterans, and military and veteran spouses — a 130 percent increase over last year’s survey.
Of those surveyed, enlisted service members who had been deployed more than three times were the least likely to recommend military service to their own children.
Among officers, those with less than two deployments and an employed spouse were more likely to recommend military service to young people who are not their children, but only if benefits they’d been promised when they commissioned were still in place — and generally only to those who might become officers.
Less than 20 percent of respondents said they would recommend service to anyone if the current trend of cutting benefits continued.
This could be bad news for those who consider military service to be a “family business.”
“The past year has seen new and emerging security threats in numerous regions while Department of Defense budget cuts and personnel downsizing continues,” Blue Star Families said in their summary of this year’s findings. “The resulting operational tempo is very concerning to service members and their families.”
According to the report, almost 60 percent of veterans had at least one parent who served in the military before them, but only 45 percent of currently serving military members had a parent who served prior.
The 2015 report noted that 80 percent of veteran respondents would be “happy” if their children joined the military. While that specific detail about happiness isn’t reported in this year’s survey, when compared to this year’s 67 percent who would not recommend service to their children, it does appear to show a downward pattern of service members who want their children to follow in their footsteps.
“Extended family separations, frequent moves, and outdated expectations that military spouses sublimate their personal, professional, and familial priorities to support their service member’s military service are the most prevalent topics identified as substantially reducing the quality of life and attractiveness of martial service,” Blue Star Families said. “Military families understand that serving may mean making sacrifices in support of service; however, DoD must also examine the military necessity of the burdens it asks military families to bear.”
The survey isn’t all bad news for the family business of military service. Military spouses who are able to maintain a career were 36 percent more likely to recommend it, and a whopping 76 percent of all spouses surveyed who felt that the military had a positive or neutral career impact were likely to recommend service.
There were two surprising findings elsewhere in the report: almost 80 percent of respondents were satisfied with the military lifestyle, and over 80 percent were satisfied with Tricare Standard.
You can view the Executive Summary on Blue Star Family’s website.
“This year’s survey results show a military community at a point of inflection. It shows the country needs to get smarter about what a healthy All-Volunteer Force really looks like—and what it needs it to look like to ensure future success,” Blue Star Families argued. “The All-Volunteer Force was not designed for our current security environment of protracted low-level conflict, nor was it designed for the modern service member—who is better educated, married with children, and living in an increasingly diverse and inclusive society.”
The F-35 Lightning II, designed to be a stealthy sensor platform that can fly and fight nearly anywhere in the world, can now feed its targeting data back to Navy ships, allowing the task force to engage dozens of targets without the F-35 having to fire its own weapons and break stealth.
A Marine Corps F-35B Lightning II takes off from the HMS Queen Elizabeth on October 9, 2018, with inert GBU-12 Paveway II laser-guided bombs.
The change comes thanks to an upgrade on the ship side, not on the Lightning II. Basically, the Navy has a communications system known as the Ship Self Defense System. SSDS is typically built into carrier strike groups and the larger amphibious ships, like Landing Helicopter Assault and Landing Helicopter Dock ships.
So, basically anything that an F-35 can take off from. But now, the SSDS on the USS Wasp can accept communications from the F-35’s Link 16 Digital Air Control. This allows the F-35 to directly feed its sensor data into the fleet’s communications.
The most important application of this capability is that commanders can now see what the Lightning II sees and order surface ships to engage targets with missiles, other aircraft, or even naval artillery if it’s in range.
The amphibious assault ship USS Wasp (LHD 1) steams through the Mediterranean Sea.
(U.S. Marine Corps photo by Cpl. Ryan G. Coleman)
This will be a huge boost for the F-35 in a war. F-35s and F-22 Raptors can’t carry many missiles and bombs while remaining stealthy, and firing their weapons can give away their positions.
Additionally, the fleet has many more missiles than the planes can carry — and that can be key during a complex fight. If Marines are landing ashore, they don’t want to hear that their air support is running low on missiles. They want to hear that there’s an endless rain of effects coming their way, and that all of them are going to be digitally targeted against the most dangerous threats.
While the digital communications upgrade is currently only placed on the USS Wasp, the rest of the carrier and LHA/LHD groups will receive it in the near future.
U.S. Marine Corps Maj. Michael Lippert, test pilot with the F-35 Pax River Integrated Test Force, continues First of Class Flight Trials (Fixed Wing) developmental test flights aboard HMS Queen Elizabeth on Sept. 30, 2018.
(U.S. Navy photo by Dane Wiedmann)
In addition to passing targeting data, the F-35 sends back its status information, like fuel and weapon inventories, while receiving information from the mission commander, like assignment information.
Employees’ brain waves are reportedly being monitored in factories, state-owned enterprises, and the military across China.
The technology works by placing wireless sensors in employees’ caps or hats which, combined with artificial intelligence algorithms, spot incidents of workplace rage, anxiety, or sadness.
Employers use this “emotional surveillance technology” by then tweaking workflows, including employee placement and breaks, to increase productivity and profits.
At State Grid Zhejiang Electric Power in the southeast city of Hangzhou, company profits jumped by $315 million since the technology was introduced in 2014, an official told the South China Morning Post.
Cheng Jingzhou, the official who oversees the company’s program, said “there is no doubt about its effect,” and brain data helps the 40,000-strong firm work to higher standards.
According to the SCMP, more than a dozen businesses and China’s military have used a different programme developed by the government-funded brain surveillance project Neuro Cap, based out of Ningbo University.
“They thought we could read their mind. This caused some discomfort and resistance in the beginning,” Jin Jia, a professor of brain science at Ningbo University told the Post.
“After a while they got used to the device… They wore it all day at work.”
Jin also said that employees’ brainwaves can be enough for managers to send them home.
“When the system issues a warning, the manager asks the worker to take a day off or move to a less critical post. Some jobs require high concentration. There is no room for a mistake.”
Another type of sensor, built by technology company Deayea, is reportedly used in the caps of train drivers on the high-speed rail line between Beijing and Shanghai. The sensor can even trigger an alarm if a driver falls asleep.
6. The boot camp could have been even more interesting.
We’re all fans of watching Gunny Hartman train those recruits — especially Gomer Pyle — in the first act of the film. With Animal Mother in the platoon, we bet that not only would he be the squad leader, but the blanket party scene would have come much sooner.
Soap wrapped in a towel is a common tool to use during a blanket party. (Image via Giphy)
5. There would have been way more sh*t talking — and we like that.
We can all say Animal Mother was a hardcore killer and has minimal social skills, especially when Marine reporters from Stars and Stripes show up.
Although he tends to fire off his mouth as often as he fires his M60. Seeing him verbally torment more of the film’s characters would be freakin’ funny to watch.
4. The film’s coverage of the Tet Offensive would have been much different.
We only see a small fraction of the bloody campaign that takes places through Joker’s lens. Once Joker and Rafterman meet up with Hotel Company 1/5, Crazy Earl tells us a quick story of how they came to Hue City and took on a massive enemy force.
We would have loved to have seen that footage through Animal Mother’s POV.
3. The film would have had a sex scene for sure.
Remember when Animal Mother c*ckblocked Eightball when that Vietnamese girl came around? Sure you do. Well, we think it would have been interesting to catch a glimpse of him and her having sex doing their taxes in the following scene.
2. More erratic shooting.
Animal Mother was known for being trigger happy and spraying rounds everywhere.
We understand that it’s not the most accurate way of discharging your weapon, but when you’re shooting that thing on full auto — it’s f*cking hard to control.
A senior Army modernization official today said that the service’s new Squad Designated Marksman Rifle will be the 7.62mm Heckler Koch G28.
The Army selected the G28 as its new Compact Semi-Automatic Sniper System in 2016 to replace its M110 Semi-automatic Sniper System — a move that will provide snipers with a shorter rifle that doesn’t stick out to the enemy as a sniper weapon.
Now, the Army plans to start fielding the G28 in 2018 to infantry squads as the service’s standard SDMR, Lt. Gen. John Murray, deputy chief of staff for Army G8, told Military.com.
The Army has money in the fiscal 2018 budget earmarked for the SDMR program, said Murray, who did not have the exact figure listed in the budget.
Equipping squads with a new 7.62mm SDMR is the first step in a two-phase effort to ensure units have the capability to penetrate enemy body armor.
May 2017, Gen. Mark Milley testified to the Senate Armed Services Committee that the service’s current M855A1 Enhanced Performance Round will not defeat enemy body armor plates similar to the U.S. military-issue rifle plates such as the Enhanced Small Arms Protective Insert, or ESAPI.
The revelation launched an ad hoc effort to acquire new 7.62mm Interim Service Combat Rifle, mainly for infantry units, but the idea quickly lost momentum.
Then, in early February 2018, Murray told members of Congress that the new SDMR is a phase one; phase two would be to field a more powerful replacement to the M249 squad automatic weapon, which is chambered for 5.56mm.
The presence of a 7.62mm rifle in the squad formation is nothing new, but units currently have to turn in their SDMRs at the end of a combat deployment.
Since 2009, the Army’s SBR has been the Enhanced Battle Rifle 14, a modernized M14 equipped with a Sage International adjustable aluminum stock with pistol grip, a Leupold 3.5×10 power scope and Harris bipod legs.
The Army adopted the EBR concept, first used in 2004 by Navy SEALs, in response to the growing need of infantry squads operating in Afghanistan to engage enemy fighters at longer ranges.
On May 31, Department of Veterans Affairs Secretary David Shulkin said he is open to expanding the use of medical marijuana to treat soldiers with post-traumatic stress disorder.
Shulkin said that although federal laws would limit the ability to use marijuana, he said it could be possible to take action in states where medicinal marijuana is legal.
“There may be some evidence that this is beginning to be helpful and we’re interested in looking at that and learning from that,” Shulkin said during a press conference. “Right now, federal law does not prevent us at VA to look at that as an option for veterans … I believe that everything that could help veterans should be debated by Congress and by medical experts and we will implement that law.”
The head of the VA also said the agency he oversees is in a “critical condition,” likening the veterans’ healthcare provider to a patient in bad health.
Shulkin, a doctor appointed by former President Barack Obama, said patients wait too long for services from VA hospitals and government bureaucracy prevents the agency from firing employees who perform poorly. The VA oversees the care for more than 9 million veterans.
“I’m a doctor and I like to diagnose things, assess them, and treat them,” Shulkin said. “Though we are taking immediate and decisive steps stabilizing the organization … we are still in critical condition and require intensive care.”
“As you know, many of these challenges have been decades in building,” Shulkin added.
In reference to the VA’s inability to fire employees quickly, Shulkin said “our accountability processes are clearly broken.”
In one example, it took the agency more than a month to fire a psychiatrist who was caught watching pornography on his iPad while seeing a veteran.
Shulkin said now is the time to face the VA’s challenges and address them “head on.”
The U.S. must “do something very different” in Afghanistan, such as placing American military advisers closer to the front lines of battle, or risk squandering all that has been invested there in recent years, the head of the Pentagon’s military intelligence agency said Thursday.
In testimony before the Senate Intelligence Committee, Stewart said he visited Afghanistan about six weeks ago to see for himself what others have called a stalemate with the Taliban, the insurgent group that was removed from power in 2001 by invading U.S. forces.
“Left unchecked, that stalemate will deteriorate in the favor of the belligerents,” Stewart said, referring to the Taliban. “So, we have to do something very different than what we have been doing in the past.” He mentioned increasing the number of U.S. and NATO advisers and possibly allowing them to advise Afghan forces who are more directly involved in the fighting. Currently the advisers work with upper-echelon Afghan units far removed from the front lines.
If such changes are not made, Stewart said, “the situation will continue to deteriorate and we’ll lose all the gains we’ve invested in over the last several years.”
Testifying alongside Stewart, the nation’s top intelligence official, Dan Coats, said the Taliban is likely to continue making battlefield gains.
“Afghanistan will almost certainly deteriorate through 2018 even with a modest increase in military assistance by the United States and its partners,” Coats said, adding, “Afghan security forces performance will probably worsen due to a combination of Taliban operations, combat casualties, desertion, poor logistics support and weak leadership.”
The Pentagon says it currently has about 8,400 troops in Afghanistan, about one-quarter of whom are special operations forces targeting extremist groups such as an Islamic State affiliate. Gen. John Nicholson, the top U.S. commander in Kabul, has said he needs about 3,000 more U.S. and NATO troops to fill a gap in training and advising roles.
More than 2,200 U.S. troops have died in Afghanistan since the U.S. invasion in October 2001.