During the last few months, Americans have faced a lot of adversity and continue to look for those to lead, guide and help navigate them through these uncertain times. One group has shown up and set an example of leadership and duty that we all should emulate.
We often use terms like, “When I served,” “When I was in the service,” or others to talk about when we were in uniform. But as many of us know, and many more of us learned during the last few months, the service that veterans provide to our country isn’t limited to the 4 to 20+ years in the military.
For many veterans, the desire to serve continues into their next career or the volunteer work they do. And the Veterans of Foreign Wars (VFW) wants everyone to know the many ways veterans continue to serve.
The VFW has launched #StillServing, a campaign to bring attention to and honor the continued commitment and sacrifice of America’s veterans.
“Veterans truly exemplify the best of America,” said William “Doc” Schmitz, VFW national commander. “They are dedicated to giving of themselves, and the skills and values they develop in the military only deepen their desire to better themselves, their communities and their country through service. We are grateful for the millions of members who have made service a hallmark of the VFW and we’re excited for the veterans who are joining now to carry this forward in new ways.”
The VFW is encouraging all veterans to share stories of their ongoing service using #StillServing on social media channels. They want veterans to show how they continue to answer the call to serve in ways big and small. In addition, family members are also asked to use #StillServing posts to honor a veteran in their family who believes the spirit of service transcends military life.
The VFW gives veterans a place to share in the bonds formed through military service. VFW members have created a foundation of service since 1899, and that legacy is now attracting a new generation of members who want to carry the torch forward.
The U.S. military has always been fertile soil for firsts throughout our nation’s history, and the promotion of Carol A. Mutter to become the nation’s first female lieutenant general serves as a perfect case in point for Women’s History Month.
Women have served in the military from the earliest years of our representative republic.
Deborah Sampson (Gannett) served covertly when she disguised herself as a man under the assumed name of Robert Shurtleff, to join the Continental Army and fight in the Revolutionary War in 1782. Sampson went so far as to cut a musket ball out of her own thigh to prevent a battlefield surgeon from discovering her true gender. She was honorably discharged as a private in 1793.
Women gained the opportunity to serve openly in World War I when Congress opened the military to women in 1914. However, it took more than two centuries between the time Sampson first shouldered a musket to the time when women served as general (flag rank) officers in the American military. Mutter achieved one-star brigadier general rank in 1991.
Three years later Mutter became the first woman in the history of America’s military to achieve two-star major general rank in 1994, and two years after that in 1996 she became the first woman to become a three-star lieutenant general in any American military branch.
Lieutenant General Carol A. Mutter, Marine Corps, was the first woman in the U.S. military to achieve the rank of three star general.
Born in 1945 in Greeley, Colorado, Mutter graduated in 1967 from officer candidate school at the University of Northern Colorado as a second lieutenant in the Marine Corps.
Mutter had a number of firsts during her 32-year career in the Corps:
First woman to qualify as Command Center Crew Commander/Space Director at U.S. Space Command.
First woman of flag rank (general officer rank) to command a major deployable tactical command.
First woman Marine major general, and senior woman in all the services at that time.
First woman nominated by a U.S. president (Bill Clinton) for three-star rank.
First female lieutenant general in the U.S. Armed Forces.
During a 2014 interview for the documentary Unsung Heroes: The Story of America’s Female Patriots, Mutter explains why she joined the Marine Corps during the early years of the Vietnam War.
“Because they’re the best, there’s no doubt about that,” she said. ” … when I joined, (the Corps) was only one percent female and there were no women in the deployed forces at all. So, as long as the women were back in the rear doing the jobs that the men didn’t want to do, there was not much of a problem.”
The general has been recognized as a trailblazer by several different organizations. Among them is the National Women’s Hall of Fame which inducted the general in 2017.
Mutter retired from the Corps in 1999 and lives with her husband at their home in Lookout Mountain, Tennessee.
Information for this article is drawn from several different sources including:
Several different games were considered, but “War Thunder,” a free cross-platform online game that simulates combat, won out.
The 3rd ABCT, which recently returned from South Korea, does not actually have any tanks to train in right now because they are waiting to get upgraded M1A2 Abrams tanks, but even if they had them, the coronavirus would likely keep the four-man crews from piling into them.
3rd ABCT spokesman Capt. Scott Kuhn, who wrote the Army news story, told Insider that the tank crews have training simulators like the Close Combat Tactical Trainer (CCTT) and Advanced Gunnery Training Systems (AGTS), but, like a real tank, these simulators require soldiers to be in close proximity to one another.
Social distancing demands in response to the continued spread of the coronavirus required leaders to take a look at alternative training options.
Seeing that all their soldiers had a PlayStation, an Xbox, or a PC that “War Thunder” could be downloaded on, troop leaders decided that was the best option in these unusual times.
“We are able use the game as a teaching tool for each crew member,” Staff Sgt. Tommy Huynh, a 3rd platoon section leader, explained in the Army release.
“For example, drivers can train on maneuver formations and change formation drills. Of course online games have their limitations, but for young soldiers it helps them to just understand the basics of their job,” he said.
One of the big limitations is that “War Thunder” only allows players to virtually operate tanks and other weapon systems from World War II and the Cold War, meaning that the game is not a perfect training platform for modern tanks.
While there are certain limitations, there are also some advantages, the main one being a new perspective.
“Being exposed to other viewpoints through the game is extremely helpful,” Sgt. David Ose, a 1st Platoon section leader, said in the Army news story.
“If you are a driver and you’re inside a tank for real, you don’t get to see what it looks like from above. You don’t always understand that bigger picture because you’re just focused on the role of driving the tank,” Kuhn told Insider.
“This kind of broadens that. It provides a training opportunity to teach younger soldiers how what they do impacts the bigger picture for the platoon or the company,” he explained.
The training, while somewhat unconventional, remains structured. Sessions tend to include a briefing from the section or platoon leader. There are also required training manual readings.
Game play is treated like the real thing, as leaders issue commands and soldiers use proper call-for-fire procedures. And after the soldiers complete an online training session, there is an after action review to talk about how the soldiers can do better in the next exercise.
At the qualification range, a group of Soldiers congregate during the lunch break. Unexpectedly, a Sergeant Major descends upon them In his growling voice he barks about their uniform deficiencies and how the range is not to standard. As quickly as he appears, he vanishes, and for a few minutes, Soldiers awkwardly stare at each other thinking, “what the hell?” The proverbial Sergeant Major storm did little to change the unit, and the Soldiers resume their meal and continue as if it never happened.
The role of the senior noncommissioned officer is not ensuring all Soldiers have eye protection and reflective belts or ensuring the lawns in their footprint are pristine, fixing deficiencies using the “leadership” methodology described above. Young Soldiers across the Army picture master sergeants and sergeants major holding coffee cups, spewing anger, and never actually doing anything. The problem with the senior NCO leadership is this image and the fact that they’ve made this image a reality!
When senior NCOs see a unit’s problem with standards and discipline they think it’s a problem that can be fixed right away with a spot correction, but in reality it is a systemic problem of failing to develop the unit’s NCOs and aspiring leaders. NCOs in a unit not enforcing standards either don’t know the standards or are ignoring them. A senior NCO can go around making all the spot corrections in the world; it will never fix corner cutting, shortcomings of communication, and lack of discipline.
The senior NCO’s job is to establish the standard, outline the expectations, and develop leaders across their formation. This leadership eventually trickles down to the most junior Soldier. However, the current methodology of leadership from the first paragraph and perception of senior NCOs is something leaders must overcome to fulfill their roles.
Here are five ways senior NCOs can enhance the image of our profession and, more importantly, improve their unit.
Get out. Emails can be checked at a later date. The window to engage with Soldiers is limited, while access to a computer usually is not. Running effective meetings frees up space to see Soldiers. Identify quality engagement opportunities that maximize presence across the formation.
Speaking with the leadership and disappearing to another event before engaging the Soldiers who are actually doing the training doesn’t change perceptions. Ensure leaders understand the expectation that battlefield circulation is an opportunity to see training and highlight the great work of leaders and Soldiers in their formation.
Teach. In most cases, the senior NCOs are the most experienced tacticians, with the most deployments, live fires, and combined training center rotations. Offer techniques, tactics and best practices to make the event better. Share this wisdom with not only the NCOICs, but with the most junior Soldiers. Attack the negative images of senior NCOs from both angles; from the top down and the bottom up.
Even if the senior NCOs aren’t experienced in their Soldiers’ field, their perspective can help them understand the bigger picture and relevancy of the tasks or training.
Listen. Establish two way communication with Soldiers at events. People like to talk about what they do. Learn about them, their concerns, issues, and complaints. Don’t interrupt, listen and take notes to fall back on and read later.
Ask leaders and Soldiers what help or resources they need. This is something a senior NCO can impact immediately. Helping to fix problems with range control, logistics, line unit and staff relations, and coordination between units is NCO business.
Remember the people you talk with don’t see the world from the same lens as a senior NCO. When responding, do not belittle or be condescending, you will lose the battle for personal respect, damaging the reputation of the senior leadership position.
Make the Correction. Any unsafe acts need to be corrected immediately. However, in most cases, there is another approach than the sergeant major storm. Meet with the leadership before departing. Have a professional conversation with NCOs discussing the issues and why it’s important for everyone to enforce the standard. Enable and empower the NCOs to make the correction. It doesn’t matter if leaders agree or disagree with the standard, it’s the NCO’s job to enforce them.
Finish by highlighting a positive. The first engagement and the last will be the two things people remember. It is easy for anyone to dwell on the negative, but at most training events, there are good things happening. This may be the only time that Soldier sees their senior NCO leadership and that impression will stick for a while.
Follow up. Before visiting the unit again, reflect on the notes taken. Address the issues and concerns, and follow up with unit leadership if they people weren’t at the event. Send an email to leaders to reinforce the message. The next time there is an opportunity to observe the unit, see if things changed.
Amazon is planning to make a foray into delivering ready-to-eat meals based on a technology program pioneered by the Army to improve the infamous MRE field rations.
According to a report by Reuters, the online retailer currently trying to acquire Whole Foods is also looking to sell food items like beef stew and vegetable frittatas that would be shelf stable for at least a year.
This is done using a preparation technique called microwave assisted thermal sterilization, or “MATS,” which was developed by 915 Labs, a start-up in the Denver area.
MATS came about as the Army was seeking to improve its Meals Ready to Eat for troops in the field. Traditional methods of preparing shelf-stable foods involve using pressure cookers, which also remove nutrients and alter the food’s flavor and texture. This requires the use of additive, including sodium and artificial flavors, according to reports.
The new technology involves putting sealed packages of food into water and using microwaves to heat them. Currently, machines can produce about 1,800 meals per hour, but some machines could produce as many as 225 meals a minute.
The shelf-stable foods would be ideal for Amazon’s current delivery system, which involves warehouses to store products that are later delivered to customers. Shelf-stable food that is ready-to-eat is seen as a potential “disruptor” in the industry.
“They will test these products with their consumers, and get a sense of where they would go,” Greg Spragg, the President and CEO of Solve for Food, told Reuters. The company is based in Arkansas, near the headquarters of Wal-Mart.
One bottleneck had been getting approval from the Food and Drug Administration for dishes prepared with MATS. 915 Labs has developed dishes, but is awaiting the go-ahead. Meanwhile, the Australian military has acquired the technology, and several countries in Asia that lack refrigerated supply chains are also purchasing machines.
Oh, and MATS could also be used on MREs, providing the same five-year shelf life that the current versions get as well.
Widespread devastation from Hurricane Matthew has prompted the Federal Emergency Management Agency to designate residents from a total of 55 counties as eligible for individual disaster assistance. States like Florida; South Carolina; Georgia; and North Carolina were hit hard by the storm — both in coastal communities and further inland past Fort Bragg.
As the damage is assessed, FEMA has added counties from all four states where individual residents may apply for disaster relief funding.
Hurricane Matthew made its first landfall by slamming into Haiti on Oct. 4, resulting in over 800 casualties in that island nation. Matthew tore over Cuba and the Bahamas, before impacting the southern Atlantic states. By the time Matthew made its way back out to sea, the death toll had reached nearly 1,400.
The United States Southern Command released a statement Oct. 18 that the command had deployed more than 2,000 personnel and 11 helicopters aboard the USS Iwo Jima to deliver over 223 metric tons of aid and supplies to Haiti. SOUTHCOM expects that the military involvement will recede once “more experienced experts arrive” on the ground in Haiti.
President Obama declared a state of emergency in the four states Oct. 7, opening up federal financial aid. Each of the states’ governors declared states of emergency, and the National Guard was activated to several locations.
According to Newsy, Moody’s Analytics reported that the financial damage from Hurricane Matthew could surpass the $70 billion price tag of Superstorm Sandy.
As a direct result of the damage and the expected cost, FEMA has been quick to update its systems to open up aid to individuals in the stricken areas. There are several ways to request disaster relief funding. Individuals may visit the FEMA website, or call FEMA directly at 800-621-3362.
FEMA also recommends that those affected by the storm call their insurance company to make claims, document the damage with photographs, and complete a proof of loss. Insurance companies can help individuals with this process.
Currently, the list of counties that FEMA has approved for individual disaster relief includes:
Flagler County, Putnam County, St. Johns County, and Volusia County in Florida
Bryan County; Bulloch County; Chatham County; Effingham County; Glynn County; McIntosh County; and Wayne County in Georgia
Beaufort County; Bertie County; Bladen County; Columbus County; Craven County; Cumberland County; Dare County; Duplin County; Edgecombe County; Gates County; Greene County; Harnett County, Hoke County; Hyde County; Johnston County; Jones County; Lenoir County; Martin County; Nash County; Pender County; Pitt County; Robeson County; Sampson County; Tyrrell County; Washington County; Wayne County and Wilson County in North Carolina
Allendale County; Bamberg County; Barnwell County; Beaufort County; Colleton County; Darlington County; Dillon County; Dorchester County; Florence County; Georgetown County; Hampton County; Jasper County; Lee County; Marion County; Orangeburg County; Sumter County and Williamsburg County in South Carolina
The sinking of the Soviet nuclear submarine Komsomolets 30 years ago was one of the worst submarine disasters of all time, and the lasting damages may be far from over.
Norwegian researchers believe that the wrecked K-278 Komsomolets, the only Project 685 Pavnik nuclear-powered attack submarine, is leaking radiation on the seafloor. While two of three preliminary water samples taken on July 8, 2019, show no leakage, one alarming sample showed radiation levels 100,000 times higher than uncontaminated seawater, Norway’s state-owned broadcaster NRK reported.
Low levels of radiation were detected by Russian scientists in the early 1990s and again in 2007, The Barents Observer reported. Norway, which has been taking samples every year since 1990, found elevated concentrations of the radioactive substance cesium-137 near the wreck between 1991 and 1993. No leaks were ever found.
The Norwegian research ship GO Sars set sail on July 6, 2019, from Tromsø to the location in the Norwegian Sea where the Komsomolets sank and sent a Norwegian-built remote-controlled mini-sub to examine the situation. The Soviet submarine, which was lost to the depths with its nuclear reactors, as well as two torpedoes carrying plutonium warheads, is resting at a depth of around a mile below the surface of the sea.
The use of the Ægir 6000 mini-sub is a new approach for the Norwegians, one that is expected to offer more precise readings, NRK reported. “The new surveys,” Ingar Amundsen, Head of Directorate for Radiation Protection and Nuclear Safety explained, “are important for understanding the pollution risk posed by Komsomolets.”
Norway is particularly concerned about the potential impact on commercial fishing in the area.
“It is important that the monitoring of the nuclear submarine continues, so that we have updated knowledge about the pollution situation in the area around the wreck,” researcher Hilde Elise Heldal of the Institute of Marine Research said in a press statement. “The monitoring helps to ensure consumer confidence in the Norwegian fishing industry.”
Heldal said she was not overly surprised by the recent findings given some of the earlier detections of apparent radioactive emissions. Experts have said previously, according to The Barents Observer, that there is little chance of food chain contamination given the limited marine life presence at the depth the wreckage is located.
The massive 400-foot-long Komsomolets was launched in 1983 at Severodvinsk, where it became operational a year later. The Soviet submarine, expected to be the first of a new class of large attack submarines, had the ability to operate at depths below 3,000 feet, making it one of the world’s deepest diving subs, according to the Central Intelligence Agency.
The vessel, attached to the Soviet Northern Fleet, sank on April 7, 1989, about 100 miles southwest of Bear Island after a fire broke out in the engine room. Forty-two of the 69 were killed, most due to exposure resulting from the slow reaction of the Soviet navy to rescue the stranded crew.
News of a possible radiation leak from the Komsomolets comes a little over a week after 14 Russian sailors perished due to a fire aboard a secret submarine believed to be the Losharik, a top secret deep-diving nuclear submarine suspected to have been designed to gather intelligence, tamper with undersea cables and pipelines, and possibly install or destroy defensive sonar arrays.
Norwegian researchers have been monitoring this incident for signs of radioactive contamination.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The Navy is completing a host of sweeping modernization upgrades to its fleet of 14 Patrol Coastal (PC) boats by integrating new laser-guided weapons, communications technology, drone sensors, and navigation systems to enable the ships to respond to newly emerging littoral and coastal area enemy attack possibilities.
“This modernization consists of numerous upgrades that support coastal patrol and interdiction surveillance, which are important aspects of littoral operations outlined in the Navy’s maritime strategy,” Colleen O’Rourke, spokeswoman for Naval Sea Systems Command, told Warrior Maven.
The sweeping PC Boat modernization overhaul is intended to extend the service life of the 1990s-era PC boat fleet into the mid-2020s and beyond. The expected service life of a PC is roughly 30-years, O’Rourke said.
Of greater importance than simple service life extension, quite possibly, is that the upgrades are aimed at enabling PCs to keep pace with fast-changing surface threats in areas such as piracy, mines, small boat attacks, and potential long-range enemy attacks made possible by drones or modern sensors.
In recent years, the Navy has been arming its fleet of PCs with Raytheon-built Griffin B surface-launched, laser-guided missiles able to hit targets at ranges up to 4 kilometers. The idea is to give the 179-foot long, shallow-water PCs the ability to destroy targets at ranges farther than their onboard guns can reach.
Extended range offensive firepower is intended to give the PCs enhanced surface warfare technology to position the craft for modern surface and shallow water threats. Laser-guided Griffin missiles, reaching what Raytheon developers describe as “beyond gun range,” give the boats an ability to strike threats such as swarming small boats at greater standoff distances. The attack capability enhancements, fortified by advanced sensors, better enable PCs to address multiple threats simultaneously or respond to approaching enemy fire more quickly. The Griffin can provide 360-degree coverage for the ship.
The weapons adjustments are particularly well suited for the Navy’s 5th Fleet area of operations which covers much of the Middle East including flashpoint areas such as the Straits of Hormuz; tensions with Iranian small boats have at times emerged in some shallower waters near the Iran border which offer an important commercial and military passageway from the Persian Gulf to the open ocean.
The Navy upgrades also include unmanned aerial surveillance systems for 5th Fleet PCs, O’rourke added. This brings the prospect of networking ISR assets with targeting sensors and weapons to improve attack possibilities by relaying targeting information across longer distances. Navy PC boat Mk 52 7.62mm and MK 38 25mm guns are also being upgraded.
(U.S. Navy | YouTube)The Griffin employs a dual-mode navigational technology using semi-active laser technology and a GPS-aided Inertial Navigation System, according to Raytheon developers.
The weapons upgrade process begins with the installation of the launcher and weapons control system, Forward Looking Infra-Red Systems’ BRITE Star II sensor/laser designator, and Raytheon’s Griffin B (Block II) missile, Navy officials said.
The 25-foot wide PCs have an eight-foot draft and can reach speeds up to 35 knots. With a crew of 28, the ships are equipped to stay at sea for periods up to 10 days. Many PCs stationed at 5th fleet headquarters in Bahrain are equipped with enhanced communication suites, improved navigation systems, and an improved diesel engine control system. They also have two stabilized, electro-optic 25mm gun mounts, Navy officials added.
A major strategic think-tank suggested that assuring US victory in a space war requires the military to develop a network of small satellites capable of rapidly replacing destroyed space assets.
During a discussion at the Center for Strategic and International Studies that took place on June 22nd, military experts and space industry representatives suggested the US invest in the technology to launch swarms of small satellites into orbit as an insurance policy for larger military satellites in the event of a conflict in space.
Developing the capacity to rapidly launch small and cheap satellites would create a “layer of resiliency,” preventing any disruption to space assets by quickly replacing any destroyed satellites.
The current network of large US military and intelligence satellites provide a major war-winning advantage over other countries, but “was really built in an uncontested environment,” Steve Nixon, vice president for strategic development for the satellite firm Stratolaunch, told SpaceNews. “It’s no longer resilient to threats and probably cannot operate through a contested military environment.”
The military relies on a network of Global Positioning System satellites to provide precision navigation, communications, weather monitoring, and to find intelligence assets. But those satellites could be vulnerable to Chinese and Russian weapons, according to General John Hyten, commander of US Strategic Command.
“We believe that for just one percent of what we spend on national security space, you could add this layer, both in terms of satellites and launch systems,” Nixon said. “One percent is your insurance or deterrent capability that preserves the rest of your architecture. It seems like a really good deal.”
Nixon’s company is developing technology to launch satellites into space from small aircraft, which could be done much more rapidly than a full rocket launch.
A map of currently tracked satellite objects. Photo from Wikimedia Commons.
China successfully destroyed one of its own satellites in 2007 and likely tested a ground-based missile launch system to destroy orbiting objects in 2013.
“Despite world interest in avoiding militarization of space, potential adversaries have identified the use of space as an advantage for US military forces, and are actively fielding systems to deny our use of space in a conflict,” Hyten wrote in a white paper published in July.
The Trump administration seems interested in maintaining space dominance. The Air Force requested $7.75 billion, a 20 percent increase, in their space budget from last year. The service could spend upwards of $10 billion on space operations from combined public and classified budgets last year, according to The Air Force Times.
When restrictions to mitigate the spread of coronavirus closed Travis Air Force Base’s schools, shut services’ doors and canceled social gatherings, the community’s lifeblood stopped pumping.
“Everything just went dark,” said Air Force spouse Jessica Moser.
60th Air Mobility Wing Command Chief Master Sergeant Derek Crowder recognized the challenge, saying it was essential to engage people by strengthening their four pillars: mental, physical, spiritual and social.
Volunteers got innovative, finding ways to set activity abuzz and get the lifeblood pumping again. “The great things that we have going across the installation are important because even though we can’t gather in masses, there are still good opportunities that we can connect,” Crowder said. “That’s what will get us through this.”
It seems to be working.
Providing Essential Supplies
When Air Force spouse Jenn Taylor heard that local medical facilities needed masks, she volunteered to sew them. She wasn’t an expert seamstress, but she had the equipment and time, she said. “I thought that was really important,” Taylor explained. “Blood, sweat and tears go into it.”
Word spread, and now she sews masks only for Travis service members, who are required to wear them at work. Taylor even fulfilled a last-minute order for 12 service members leaving for Germany. Having the masks were necessary for their departure. A mom of three whose spouse is deployed, Jenn said productivity is important. “It can make you feel small and powerless if you don’t have something to focus on.”
Two neighbors now help prepare fabric, which increased her production from 10 masks per day to 30. They’ve made over 275 masks so far.
Like essential workers, some families need supplies, too. The struggling economy is making it tough for some to make ends meet. “A lot of spouses lost their jobs,” Moser said. An active community volunteer, Moser knew that, because of imposed restrictions, many local organizations had resources to give but no way to give them.
Moser provided the way.
She collaborated with the Cost of Courage Foundation, Operation Homefront and Blue Star Families to prepare bags of food, toys and supplies for Travis families. With the help of the Airman and Family Readiness Center, Moser organized a drive-through event, where families could pick up a bag.
Over 200 bags were given away – for free.
As Easter approached, Moser had one objective: spread joy. With no egg hunts or celebratory barbeques, she and other key spouses organized a drive-through Easter party. From the safety of their cars, families stopped at stations to take pictures with the Easter bunny, receive treats, select household supplies and enjoy the festive atmosphere. “There were a lot of happy children, and parents were grateful,” she said.
Crowder described other Eastertime efforts to spread cheer and lift spirits. On Easter, Travis’ Airmen Committed to Excellence group led a Chalk Cheer event. Dozens of families came to Travis’ David Grant U.S. Air Force Medical Center to support its 2,500 personnel by chalking encouraging messages and drawings outside. The event was a hit.
Crowder said he was heartened to hear that one medical center worker walked “the entire hospital just to see all of the messages that are out there.” Crowder has also sought to engage service members and families in ways that keep them sharp. In addition to a 30-day book challenge, designed to keep minds stimulated, Crowder launched a 14-day physical fitness challenge. He’s encouraging airmen to exercise in new ways while the gym is closed.
Airmen post their goals and workouts to Crowder’s social media, which cultivates a community of support and accountability. “It’s just great to see people thinking of different ways to challenge themselves physically,” Crowder said, praising airmen’s use of water jugs for weights and commitment to family bike rides. Multiple volunteers and organizations have found unique ways to support and connect, Crowder emphasized, adding that each person should find what works for them. “That’s going to be what helps us bounce back,” Crowder said. “It’s staying in tune with what’s going on across the installation.”
Service has helped volunteers push through their own challenges. “It’s stressful and scary,” admitted Moser, who also coordinated 1,000 care packages for dorm residents – twice. “But I guess I’d rather focus on the things that I can do rather than the fear and the unknown.”
Community members have sent volunteers patches, pictures of kids opening goodie bags and heartfelt notes of appreciation. “I think folks have seen where the Air Force and the installation have really wrapped their arms around the situation that we’re in and spread that message of ‘Hey, we’re going to take care of you,'” Crowder said. That, Crowder believes, is an example of what the Travis community – and the Air Force – is all about.
It’s transcending difficulties, making a difference and reaching a higher purpose.
Obviously, having to eject from a multi-million dollar aircraft of any kind is the last thing on a pilot’s bucket list (and is dangerous enough to actually be the last thing on the pilot’s bucket list). The truth is that, as in any military job function, things don’t always go as planned, even for the men and women fighting at a few thousand feet above the Earth.
The technology surrounding the ejection of any pilot is really incredible. After more than a century in the making, ejections can be made at supersonic speeds and at altitudes where there is little oxygen in the air. The canopy blows open, the air rushes in, and in one-tenth of a second, the pilot(s) are on their way to safety. The tech has come a long way since and the chances of a successful ejection are up from 50% in the 1940s. A lot happened in the meantime. Here are 11 things you may not have known before.
1. The first successful ejection was in 1910 and was initiated by bungee cord.
In 1916, one of the inventors of a type of parachute also invented an ejection seat powered by compressed air.
2. The German Luftwaffe perfected the ejection seat during WWII. The first combat ejection was in 1942.
The Focke-Wulf FW190 Würger testing ejection seat
Two German companies, Heinkel and SAAB (of the automobile fame) were working on their own types of ejection seats. The pilot of the first ejection bailed out because his control surfaces iced over.
3. Some aircraft, like the supersonic F-111, used pods to eject the crews. The B-58 Hustler tested its ejection system by ejecting bears.
Because parachutes need time to open, early zero-zero (zero altitude, zero airspeed) ejection seats used a kind of cannon to shoot the pilot out once they cleared the canopy. This put incredible forces on the pilot.
5. Before zero-zero seats, safe ejections required minimum altitudes and airspeeds.
Modern zero-zero technology uses small rockets to propel the seat upward and a small explosive to open the parachute canopy, cutting the time needed for the chute to open and saving the forces on the pilot.
6. The most common reason ejections fail is aviators wait too long to eject.
A recent study found the survival rate for ejection was as high as 92%, but the remaining 8% is usually because the pilot waited until the last second to eject.
7. Seats in planes like the B-1 Bomber eject at different angles so they don’t collide.
A two-ship of B-1B Lancers assigned to the 28th Bomb Squadron, Dyess Air Force Base, Texas, release chaff and flares while maneuvering over New Mexico during a training mission Feb. 24, 2010. Dyess celebrates the 25th anniversary of the first B-1B bomber arriving at the base. (U.S. Air Force photo by Master Sgt. Kevin J. Gruenwald)
The B-1B Lancer has a crew of four and their seats are designed so that the seats are positioned at different angles and different intervals to avoid mid-air collisions. The B-1A used a capsule for the crew.
8. Depending on altitude and airspeed, the seats accelerate upward between 12 and 20 Gs.
That’s just the upward thrust. Pilots have ejected in speeds exceeding 800 miles per hour (the speed of sound is 767.2 mph) and from altitudes as high as 57,000 feet.
9. Ejection seat manufacturer Martin-Baker gives a certificate, tie, and patch to aviators who join the “Martin-Baker Fan Club” by successfully ejecting.
The first pilot was a Royal Air Force airman who ejected over what was then Rhodesia in January 1957. Since then, over 5800 registered members have joined.
10. The interval between ejections in a two-seat plane like the F-14 Tomcat is about half a second.
The RIO (Radar Intercept Officer) goes first, then the pilot (Goose then Maverick, but in real life, Goose would probably survive.)
11. Ejection seats have saved more than 7,000 people.
Not Goose, of course. (Should have followed F-14 NATOPS boldface procedures. RIP, shipmate . . .)
Together Rising is a non-profit organization that raises quick funds through “love flash mobs” — time-limited fundraisers where thousands of strangers give a maximum of $25 to meet a particular need in a matter of hours.
From the California and Australia fires to emergency relief in Puerto Rico to COVID-19, Together Rising donates 100% of every personal donation directly to an individual or a cause in need.
For Veterans Day 2019, Together Rising teamed up with the Kline Veterans Fund and gave back to more than fifty veterans, helping them find housing, buy food, pay bills, make vital repairs to their homes, and get counseling and other services. From elderly and disabled veterans to single mothers, the community came through.
When “A” (names are changed for privacy reasons) was evicted from her rental home with little notice, Together Rising and the Kline Veterans Fund stepped in to help her find a new place to live “so that she could move forward with safety and stability.”
A’s displacement came shortly on the heels of saying goodbye to her service dog, a devastating loss for any pet owner, but one that could be even more troubling for a disabled veteran who relies on her service dog for assistance and companionship.
Small donations were able to help Together Rising transform “heartbreak into action,” one of their mottos.
“L” lost her husband earlier in 2019 and struggled to care for her 12 year-old son. After receiving a shutoff notice for her power bill, Together Rising contributors stepped in to pay her bill and support her as she sought more affordable housing.
The Kline Fund reported that, after an initial investment, less than three percent of the veterans need additional help. Sometimes we all just need a little support from our community to get back on our feet.
“S” is a decorated Navy veteran who suffered severe PTSD and depression — not from war, but from surviving a mass shooting in Las Vegas. Her daughter was shot twice and though she survived, S was traumatized; she missed work and lost her job and then was given a five-day eviction notice.
Because her suffering wasn’t service connected, she was ineligible for Veterans Affairs benefits. Within 48 hours, Together Rising and their supporters were able to “hire movers, secure a truck, rent a storage unit for S’s belongings, and settle her into a safe and secure temporary apartment. One week later, [Together Rising] secured a zero-deposit arrangement and paid for two months of rent to allow S time to get back on her feet.
“Incredibly — because of her heroic determination — S secured employment within one month, and is now able to pay her rent and utilities without assistance. She is also working with a mental health counselor.”
From helping a soldier find a place to live after being homeless to securing transportation for a Lt. Col. starting a new job to paying vehicle registration and finding transitional VA housing for a Marine, these are just a few of the lives touched by a community of support.