The US appears to have sailed a warship armed with stealth fighters near a disputed reef in the South China Sea.
Filipino fishermen spotted an “aircraft carrier” launching stealth fighters near the contested Scarborough Shoal, a tiny speck of land in the South China Sea, the local media outlet ABS-CBN reported on April 9, 2019. The video report shows what looks like a US amphibious assault ship, most likely the USS Wasp.
The Wasp “has been training with Philippine Navy ships in Subic Bay and in international waters of the South China Sea … for several days,” a US military spokeswoman told The Japan Times, refusing to confirm the Wasp’s presence near Scarborough Shoal for “force protection and security” reasons.
Screenshot of the warship spotted by Filipino fishermen.
The Marine Corps told Business Insider that they were aware of the video but were unable to confirm when and where it was taken. It is also unclear how close the vessel in the video was to the shoal.
The ship has been conducting flight operations in the area as part of ongoing Balikatan exercises with the Armed Forces of the Philippines, according to US Pacific Fleet.
The US Navy warship ship sailed into Subic Bay last week with a heavy configuration of 10 F-35B Lightning II Joint Strike Fighters, significantly more than it normally carries. “We have a lot of capability on this ship,” Capt. Jim McGovern, commodore of Amphibious Squadron 11, said of the Wasp, Stars and Stripes reported. The F-35B is a jump jet that has directional engines that allow it take off from and land on short runways.
A US Marine Corps spokesperson told Business Insider that the Wasp has been operating in international waters and Philippine territory during the joint exercises. “Philippine territory” means different things to different countries in the region.
USS Wasp with heavy F-35 configuration in the South China Sea.
China seized Scarborough Shoal, a potential powder keg in the South China Sea, from the Philippines after a tense standoff in 2012. The Philippines took the dispute before an international arbitration tribunal in 2016 and won. Beijing, however, rejected the ruling, as well as the tribunal’s authority.
China has not militarized the shoal as it has the Paracels and Spratlys, the other two corners of what is commonly referred to as the “strategic triangle.”
The US routinely conducts freedom-of-navigation operations, as well as bomber overflights, in the South China Sea as a challenge to Beijing’s sovereignty claims. These operations usually take place in the Paracels and Spratlys.
The last freedom-of-navigation operation near the Scarborough Shoal took place in January 2018, when the US Navy guided-missile destroyer USS Hopper sailed within 12 nautical miles of the shoal. China accused the US of violating its sovereignty and security interests.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
NATIONAL HARBOR, Maryland — The Marine Corps is proving the potential of its newly established rapid capabilities office with an early purchase: a tactical decision-making kit, invented by Marine grunts, that blends a range of cutting-edge technologies to allow infantry squads to compete against each other in a realistic simulated training environment.
The service inked a $6.4 million contract March 31 for enough kits to outfit 24 infantry battalions with the technology. The contract came just 51 days after Marine leaders identified the technology, invented in a Camp Lejeune barracks room, as a valuable capability for the service, said Lt. Gen. Robert Walsh, commanding general of Marine Corps Combat Development Command.
In an interview with Military.com on Tuesday at the Navy League’s Sea-Air-Space conference, Walsh said leathernecks from 2nd Battalion, 6th Marines, decided to turn space inside one of the battalion’s barracks facilities into a makeshift warfighting lab, combining a handful of technologies already in use by the Corps into a sophisticated mission rehearsal system.
The North Carolina-based 2/6 created what it called a tactical decision room, linking computers equipped with deployable virtual training environment simulation software already in use by the service.
The Marines used quadcopters to create a 3D map of a real training area, which was then uploaded to the simulation. They could then run and re-run the same realistic mission in the simulated environment. They added in the Corps’ Instrumented-Tactical Engagement Simulation System equipment, technology that allows tracking of battlefield movements and simulated fires using lasers, allowing for realistic training and complex after-action feedback for the warfighter.
“So now what we’re seeing these guys do is, they’re gaming in their barracks, squad-on-squad — gaming back-and-forth on decision-making,” Walsh said. “… They all get to take it 3D, plug it into what they look at virtually, figure out how they’ll attack it, then go conduct the mission.”
In an article published in the Marine Corps Gazette, four platoon leaders from 2/6, all second lieutenants, described how they saw the system they helped create fitting into infantry training.
“As infantrymen, we do not spend as much time in the field as we would like,” they wrote. “The decision room is a way to maximize our training and tactical prowess garrison … we can optimize the natural technical aptitudes of millennials while not requiring units to purchase additional materials.”
The Office of Naval Research assisted with pulling the software components together and making them communicate as a complete system, Walsh said. Ultimately, top Marine leadership, including Commandant Gen. Robert Neller and Assistant Commandant Gen. Glenn Walters, designated the system as a candidate for investment through the Corps’ rapid capabilities office, which activated late last year.
Col. James Jenkins, director of Science and Technology for the Marine Corps Warfighting Lab, said the value of the system is in the ability of squads and small units to run and re-run the same scenario with detailed after-action feedback.
“Here’s the debrief, here’s who shot who when, and here’s why, and go back and just get better every time,” he said. “It’s all about that sets and reps.”
Jenkins said the first system will be delivered early next month, with planned delivery of four tactical decision-making kits per month until all 24 battalions are equipped. Jenkins said the kits will be delivered strategically when a unit has time to learn the technology and incorporate it into training, not during pre-deployment workups or other kinetic seasons.
This summer, between June and July, the Corps plans to publicly promote the tactical decision kit within the service, describing the innovation process at 2/6 and how relatively junior-ranking grunts came up with something of value to the greater institution.
“It was truly bottom-up, how could we make this better,” Jenkins said.
Walsh said the purchase illustrates the need for the rapid capabilities office and funding for fast prototyping and development. Ideally, he said, he would like to have around $50 million available to invest in new ideas and technologies.
“Is it the 100 percent solution? Probably not. We’re going to have to keep adjusting,” he said of the 2/6 invention. “But it’s now getting every squad in the Marine Corps wargaming, experimenting and doing tactics and learning from them.”
Chinese citizens are furious after the death of Li Wenliang, the whistleblower doctor who was censored for warning about the beginning of the coronavirus, and his mother said she wasn’t able to say goodbye.
“During the fight against the novel coronavirus outbreak, Li Wenliang, an ophthalmologist at our hospital, was infected. Efforts to save him were ineffective. He died at 2:58 a.m. on Feb. 7. We deeply regret and mourn his death,” the post said.
Li had warned some of his medical-school colleagues about the virus on December 30, about three weeks after the outbreak started but shortly before the government officially acknowledged it. The virus has now killed more than 630 people, mostly in China, and spread to more than 20 countries.
Li had said that some patients at his hospital were quarantined with a respiratory illness that seemed like SARS. But he was reprimanded and silenced by the police in Wuhan, made to sign a letter that said he was “making false comments.”
Li is now being hailed as a hero in China, with posts seeking justice for him and calling for freedom of speech trending on Weibo. Many were removed from the site, which often complies with government demands to censor politically sensitive content.
The top two trending hashtags on Weibo on Friday were “Wuhan government owes Dr. Li Wenliang an apology” and “We want freedom of speech,” the BBC reported. It said that hours later those hashtags had been removed and “hundreds of thousands of comments had been wiped.”
According to the BBC, one comment on Weibo said: “This is not the death of a whistleblower. This is the death of a hero.”
Li’s death was the most-read topic on Weibo on Friday, with more than 1.5 billion views, The Guardian reported.
Li’s death was also widely discussed in private messaging groups on WeChat, the instant-messaging sister app to Weibo, The Guardian said.
One image shared on Weibo showed that someone had carved “farewell Li Wenliang” into the snow in Beijing.
People’s Daily wrote on Friday: “At present, China has entered a critical stage of epidemic prevention and control work. The country needs solidarity more than ever to jointly win a battle that it cannot lose, so that its people can be protected against disaster and patients around the country can return to health.
“No one can make an accurate prediction about when the battle will end, but everyone knows that only with sufficient confidence can the people win the battle against the novel coronavirus.”
The US Navy’s new supercarrier continues to face major problems that will delay its delivery to the fleet by at least three months as the service bets big on the troubled ship, Navy officials said March 26, 2019.
Following testing and evaluation with the fleet, the USS Gerald R. Ford last July began maintenance and upgrades at Newport News Shipbuilding in Virginia, with the expectation that the aircraft carrier would return summer 2019.
The Ford is now set to spend at least another three months in dry dock because of unforeseen problems with its nuclear power plant, weapons elevators, and other areas, USNI News first reported on March 26, 2019, citing testimony by Navy officials before a House Armed Services Committee subcommittee.
The US Navy aircraft carrier USS Gerald R. Ford (CVN-78) underway on its own power for the first time.
“October right now is our best estimate,” James Geurts, the assistant secretary of the Navy for research, development, and acquisition, told the committee, according to USNI News.
The weapons elevators, of which the Ford has only two of the necessary 11, have long been an issue, but the propulsion problem is reportedly less understood.
Problems with the ship’s main turbine generators, which use steam from the two onboard nuclear reactors to generate electricity for its four propeller shafts, appear more serious than initially indicated at sea trials, the report said.
Citing sources familiar with the extent of the repairs, USNI News said two of the main turbine generators “needed unanticipated and extensive overhauls.”
The issue appeared May 2018, when the ship was forced to return to port early.
“The ship experienced a propulsion system issue associated with a recent design change, requiring a return to homeport for adjustments before resuming at sea testing,” the service told Navy Times at the time.
Aircraft carrier USS Gerald R. Ford.
(U.S. Navy photo by Erik Hildebrandt)
The War Zone said that while the billion Ford has experienced numerous problems with things from the arresting gear and catapults to the radar systems, the Navy is pushing ahead with purchases of this new class of carrier while proposing early retirement for an operational Nimitz-class aircraft carrier.
In its fiscal 2020 budget proposal, the Navy said it planned to retire the USS Harry S. Truman two decades early rather than refuel the ship’s nuclear cores to power it for another quarter century. The move is reportedly designed to free up billions for a block buy of two Ford-class carriers and investment in untested unmanned systems the service has determined necessary for future combat.
As the Ford faces developmental challenges, the service is moving forward with future Ford-class carriers: the USS John F. Kennedy, the USS Enterprise, and a carrier now identified only as CVN-81, the War Zone report said.
The embattled flagships are expected to play a crucial role in power projection, but setbacks have raised questions about when exactly it will be ready to do that.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The British position at Stony Point, New York was really just an attempt to force George Washington out of the mountains and into a pitched battle – one the British could win. The American War of Independence had been going on for years, and by 1778, the British were languishing in New York City. To get things moving, General Sir Henry Clinton sent 8,000 men north to keep the Americans from using King’s Ferry to cross the Hudson.
But the Americans weren’t stupid. Assaulting a fortified position against overwhelming numbers was a bad call no matter how you try to justify it. So when the British Army left Stony Point with just a fraction of its troops as a garrison, that’s when Washington saw his opportunity.
If there’s anything Washington excelled at, it was picking his battles.
The setup was so grand and well-made, the British began to refer to their Stony Point position as the “Gibraltar of the West.” The fort used two lines of abatements, manned by roughly a third of the total force in each position. To top it all off, an armed sloop, the HMS Vulture, also roamed the Hudson to add to the artillery guns already defending Stony Point. It seemed like a suicide mission.
But when the bulk of the troops left to return to New York, Washington knew his odds were never going to get better than this. The British left only 600-700 troops at Stony Point. The defenses were intimidating, but Washington wasn’t fielding militia; he had battle-hardened Continental Soldiers, and a General they called “Mad Anthony” to lead them.
This is not some tiny stream.
The American plan seemed as Mad as Gen. Anthony Wayne. The Americans discovered that the British abatements didn’t extend into the river during low tide, so they could just go around the defenses if they timed their attack right. They created a three-pronged plan. Major Hardy Murfree would lead a very loud diversionary attack against the British center and create alarm in the enemy camp. Meanwhile, Gen. Wayne and Col. Richard Butler would assault either side of the defenses and flank the British. But they had to do it in total silence.
They unloaded their muskets and fixed bayonets to surprise the British.
They don’t call him “Mad” Anthony Wayne for nothing.
And the British were surprised. They were completely flanked on the sides of their abatements. As Murfree attacked the center, the other Americans completely rolled up the British defenses and cut off the regiments fighting Murfree in the center. They stormed the slopes of Stony Point and completely routed the British positions. They captured almost 500 enemy troops, and stores of food and weapons.
In a dispatch to Washington, Anthony wrote that the fort and its garrison were now theirs and that “Our officers men behaved like men who are determined to be free.”
Welcome to Pineland, the fictional country made up of more than 20 North and South Carolina counties — including Alamance — that US Army Special Forces students will infiltrate to overthrow its oppressive government.
Students at the US Army’s John F. Kennedy Special Warfare Center and School, based out of Fort Bragg, and role-players will conduct training missions during the exercise, dubbed “Robin Sage,” such as controlled assaults, but also live, eat, and sleep in civilian areas, according to a Fort Bragg news release.
The Army notified local law enforcement agencies, said Randy Jones, spokesman for the Alamance County Sheriff’s Office. This is something the Army has done several times a year for many years,” Jones said.
“We just know they’re in the area and how they’re flagged,” he said.
Students will wear civilian clothes only if instructors determine the situation warrants it and then will wear distinctive armbands, according to Fort Bragg, and training areas and vehicles used during exercises will be clearly labeled.
Service members from other units at Fort Bragg will support the exercise by acting as opposing forces and guerrilla freedom fighters — Pineland’s resistance movement. Civilian volunteers throughout the state also act as role-players.
Residents may hear blank gunfire and see occasional flares, according to the release. Controls are in place to ensure there is no risk to people or property.
The Army has been conducting Robin Sage since 1974, but it has not always gone smoothly.
In August 2002 a Moore County deputy, who didn’t know Robin Sage troops were in his area, shot and killed one army trainee and wounded another. The soldiers, who were dressed in civilian clothes, were shot after they tried to disarm the deputy, who they thought also was part of the exercise.
US Army officials have since modified the exercises to make the public and law enforcement aware of what is happening, and to make sure troops know how to deal with civilians and civilian authorities.
Residents with concerns should contact local law enforcement officials, who can contact officials in charge of the exercise.
When the Nazis came to power in January 1933, the party only won 37 percent of the vote across Germany. In the Reichstag, the German parliament, the National Socialists only controlled a third of the seats when Hitler came to power. When they held another election two months later, after crushing other parties and quieting opposition, they still only won 43 percent of the vote and less than half of the Reichstag.
So it’s safe to say that not every German was huge supporter of the Nazi party and its leadership. But after a while, criticizing the government became more and more hazardous to one’s health. How does a population who can’t openly object to their government blow off the built-up popular anger among friends? With jokes.
For many Germans, laughing at Hitler within their homes was the most they could do. Far from brainwashed, they were fed up with the laws forcing them to do things against their will. As Rudolph Herzog writes in “Dead Funny: Telling Jokes in Hitler’s Germany,” these jokes could get you in a concentration camp or in front of a firing squad. These are the jokes people living under Hitler and the Third Reich told each other.
1. The crude behavior of regime officials offended Germans immediately.
The German word “wählen” means “to dial someone” and “to vote for someone.”
2. Did you notice a lot of Nazis were overweight? So did the Germans.
3. Not all Germans were thrilled to greet each other with “Heil Hitler.”
4. Everyone knew who really set the Reichstag fire.
5. Clergy were the first to point out Hitler’s hypocrisy.
6. Germans wondered why the Nazis pretended to have a justice system.
7. Many Germans knew of some concentration camps and what happened to dissenters there.
8. Dachau was the one everyone knew about.
9. German Jews who escaped joked about those who stayed.
10. The people knew what was coming.
11. Their Italian allies weren’t exempt from ridicule.
12. Italian inability didn’t go unnoticed.
13. After a while, the German people felt stupid for believing it all.
14. They got more cutting as time passed.
15. Telling this joke was considered a misdemeanor:
16. The end became apparent in jokes long before the reality of the situation.
Space Force quietly released its motto back in July without much frill or fanfare.
Semper Supra means Always Above, and it’s one of those mottos with a neat origin story (more on that later!), but it feels like it’s not exactly perfect for the newest branch of our military. Maybe it could have been worse? We’re not entirely sure.
Space Force also finally issued its logo to help with brand awareness and hopefully encourage the American public to take the newest military branch seriously.
The branch even unveiled a flag, so it’s pretty clear that Space Force isn’t going anywhere. Let’s unpack the motto, the logo and the flag because there’s a lot to understand about these branding efforts.
Semper Supra is supposed to represent the branch’s role in establishing, maintaining and preserving US interests and freedom operations in space.
The logo was designed by the same agency who works on Air Force branding and like with all military insignia, the details are important. The delta symbol was first used in 1961 and was selected to honor the Air Force and Space command’s heritage. But contrary to what we’re all thinking, the Space Force logo is apparently not an homage to Star Trek.
The colors black and silver represent the environmental boundaries between Earth and space. The delta’s outer border is silver and signifies protection against all adversaries and threats in the space domain. The black portion on the inside signifies the vast darkness of deep space. Inside the delta are two spires that represent the action of a rocket launching in the atmosphere. In the center of the delta is a visual representation of Polaris, the North Star. This symbolizes how the core values guide the Space Force mission. Finally, there are four beveled elements inside the delta representing the other four branches of the military.
Apparently, the logo creators didn’t think it was worthwhile to include the Coast Guard in their nod to the other military branches. Dang. Sorry, Coast Guard.
So let’s get back to Semper Supra. Space Force Chief Gen. Jay Raymond recently tweeted, “We are building a new Service to secure the space domain – the ultimate high ground. Our strategic imperative is to ensure that our space capabilities [and] the advantages they provide the nation [and] our Joint and Coalition partners are always there.”
It might just be us, but that statement sounds an awful lot like a reference to Obi-Wan Kenobi’s “high ground” comment to Anakin in “Revenge of the Sith.”
“It’s over, Anakin. I have the high ground,” Kenobi says.
Kenobi just said it with fewer words.
So who had the final say in the Space Force motto? Airman First Class Daniel Sanchez, 86th Airlift Wing Public Affairs broadcast journalist, that’s who. The junior Airman enlisted in the Air Force when he was 33 after unsuccessfully trying to find his footing in the civilian world. While preparing to go to basic training, Sanchez would listen to service songs, which is where he said he got the earliest ideas of the Space Force motto. It was while listening to the Coast Guard’s service song, Semper Paratus, that inspiration struck. Then Sanchez started thinking about the Marine Corps motto – Semper Fidelis – and the unofficial Navy motto – Semper Fortis. The translation, Always Faithful and Always Courageous, struck a chord.
Then, while training to become an Air Force broadcast journalist at Fort Meade, Sanchez and some of his colleagues started greeting one another with the motto he created – Semper Supra. Sanchez says that he liked the alliterative sound of the motto.
Six months after joining the Air Force, the Space Force became an official branch of the military. Sanchez shared his idea for the motto with his leadership command, who encouraged him to make a formal proposal.
Chief Gen. Raymond spoke with Sanchez and told him that the motto was a perfect fit.
Sanchez says the entire selection process still feels unreal. He hopes to eventually transfer to the Space Force and complete OCS. Always above, Airman First Class Sanchez.
It’s sometimes hard to remember that World War II wasn’t actually a single, globe-spanning conflict. It was really about a dozen smaller conflicts that had all been openly fought (or at least simmering) in the months and years leading up to the German invasion of Poland — the moment most historians point to as the beginning of the war.
Members of the Russian Liberation Army stand together in 1943. The “POA” patch features the Cyrillic-language abbreviation of the unit’s name in Russian.
(Karl Muller, Bundesarchiv Bild)
One of those long-simmering conflicts was between the Soviets in Russia and the Fascists in Germany. Both countries descended into harsh autocracies between World Wars I and II, but their leaders were deeply distrustful of one another. And, their populations were split as to who the worse evil was, even during the war.
That’s probably why somewhere around 200,000 Russian soldiers were recruited from prisoner of war camps and Soviet defections to form the Russian Liberation Army, a military force of Russian citizens who fought for Hitler against Stalin.
The head of the unit, abbreviated from Russian as the ROA, was a decorated Soviet officer, Lt. Gen. Andrey Vlasov. Vlasov and his men fought well against the Nazi invasion of Russia.
A Leningrad building burns after a German air raid in World War II. The city was besieged by German forces, and Lt. Gen. Andrey Vlasov was in charge of a large segment of the forces sent to free it.
(RIA Novosti Archive)
Vlasov commanded the 4th Mechanized Corps, and he and his men retook multiple cities from Nazi forces during counterattacks, escaped encirclement at one point, and even helped save Moscow at one point. His face was printed in newspapers as a “defender of Moscow” and he was awarded the Order of the Red Banner.
But he was then placed in command of an army and sent to break the siege at Leningrad. He failed, though some historians point to the failure of other commanders to exploit openings that Vlasov created. Regardless, most of his army was eventually slaughtered and he was captured.
While imprisoned in prisoner of war camps, Vlasov was known for making statements against Stalin. Eventually, this led to Vlasov advocating for a new military unit made up of Russians and commanded by Russians — but fighting for Germany.
Russian defector to Germany Lt. Gen. Andrey Vlasov speaks with volunteers in Germany in 1944.
After months in POW camps, Vlasov was able to convince Germany to create the ROA. He wrote pamphlets and other materials to convince more Soviet POWs to join, and these were also dropped as leaflets over Soviet formations to trigger defections. The main selling point was that, after the war, Germany would allow for a free and democratic Russia.
Unfortunately for Vlasov, the Germans still barely trusted him. Most Russians recruited into the ROA served under the command of other officers, including German ones. Vlasov was promoted to general but only put in command of the ROA against Soviet forces one time. On February 11, 1945, Vlasov led the ROA against the Red Army as the Soviets pressed against a Polish river.
Russian defector Gen. Andrey Vlasov meets with senior Nazi leaders, including Joseph Goebbels at far right.
The ROA performed well, but was ultimately withdrawn and never sent into full-scale battle again. As Germany continued to lose ground, many in the ROA switched sides again, and fought their way through German units towards the western Allies, hoping that British and American forces would accept a surrender and request for asylum.
After all, they had no delusions about what the Soviets would do to captured Russian soldiers who fought against Stalin and the Red Army.
Transitioning from military life to the civilian world is no walk in the park — for those working through the process of transition, how do you choose your support?
What if one program supported your transition from career services, education, to placement?
VETTED shines as a veteran transition platform embracing this total package approach.
While studying at the University of Texas, Navy SEAL and VETTED Founder, Michael Sarraille, saw a gap in veterans joining corporate America. While there are thousands of work programs available, there wasn’t an organizing structure or process producing repeatable results for veterans specifically.
Sarraille, the architect behind VETTED, led the development of what is now hailed as the most comprehensive veteran transition platform.
Current CEO, Robert White, notes three parts of successful transition: Career Development + Education + Placement.
Military funded programs, like TGPS, provide part of the career services component while placement firms, like Bradley Morris Inc. and others, do talent sourcing, but as White notes, “without the education piece, you’re going to plateau.”
Disparity in support
Many veterans are familiar with career service resources, but the common tools that they use don’t often work for career placement. Military transition counselors aren’t the same advocates as recruiters and many of the education programs used while serving lack the alumni and brand recognition of civilian programs.
For example, 50% of the 2017-2018 VETTED fellows have MBAs from programs you know in uniform — but unfortunately, the military MBA programs aren’t as recognizable as top MBA programs in the civilian world. Although equally educated, veterans don’t often get the respect they deserve in the civilian market.
Alignment and consistency from military support to civilian support is where VETTED stands out.
“This is the professional military education platform to accelerate high-caliber veterans into corporate leaders or entrepreneurs.” – Robert White
VETTED works in five stages: Transition preparation, distance education, residence education, career placement, and followthrough.
Potential fellows complete a detailed application process, and, if accepted, progress along a five-month distance education program.
Each distance program is partnered with a regionally accredited, top MBA program.
The first fellows complete coursework with the Executive Education/MBA departments at University of Texas Texas AM University, receiving the same course content and training as their civilian counterparts. And as the VETTED program rolls out nationwide, fellows will be able to target programs based on geographic locations that they want to transition into.
Residency and placement
Following distance education, fellows meet for a two-month, in-person residency.
This February, 40 fellows will attend intensive training at UT McCombs Texas AM Mays Business Schools. They undergo orientation training in management consulting or entrepreneurship.
After residency, VETTED has partnered with Bradley Morris, Veterati, American Corporate Partners, and other experts to extend support to graduates.
Fellows partner with both VETTED and industry mentors to find ideal employers and craft a network for employment. No other transition support or training provider has this “cradle-to-grave” structure.
VETTED’s leadership is committed to diversity inclusion in fellows and leadership.
White notes that VETTED is researching with the University of Washington Women’s Center on how to better target women for the program. The current fellows program is 12.5% women and VETTED wants to increase that percentage to better match the transitioning veteran population.
VETTED’s partnership with the University of Washington goes beyond just targeted recruitment and outreach. UW’s Foster School of Business has recently been announced as the third school implementing VETTED’s Veteran Accelerated Management Program.
With others schools currently in negotiation, VETTED is on it’s way to becoming the premier transition platform to catapult military leaders into management consulting, operations, and entrepreneurship.
But growth has its limits.
VETTED has expanded their donation model to allow individual contributors, as well as corporate sponsors for both fellowship spots or their entire program. If you’re interested in supporting, please reach out.
About the Author: Travis is an active duty Lieutenant Commander in the U.S. Coast Guard. He’s currently a Marine Inspector Port State Control Officer, assigned to the Port of New Orleans. He is also the author of two books, including his recent book Command Your Transition.
In the wake of the attack on Pearl Harbor, the battleships USS California (BB 44), USS West Virginia (BB 48), and USS Nevada (BB 36) were severely damaged while the battleships USS Arizona (BB 39) and USS Oklahoma (BB 37) were sunk.
Four of those ships would eventually be salvaged, three of which returned to service, thanks to the efforts of brave Navy divers.
According to the San Diego Union-Tribune, the oldest living diver to have worked on that immense project, 103-year-old Ken Hartle, died on Jan. 24. He had been a ship-fitter when Pearl Harbor was attacked, and as a result, was unable to join the Navy until 1943 when his skills were necessary to repair ships that had suffered battle damage.
He later volunteered to be a Navy diver.
According to the Naval History and Heritage Command website, Navy divers carried out over 4,000 dives, covering 16,000 hours to salvage the ships at Pearl Harbor. The operations were not without risk. The Union-Tribune report listed a number of dangers Hartle and fellow divers faced, including getting trapped in wreckage, the “bends,” and attacks from sea creatures — all while wearing uninsulated canvas suits and using 200-pound copper helmets and having breathable air pumped down to them.
Hartle was nothing if not a survivor. During his life, the Union-Tribune reported that he was kicked by a mule at age 3, stabbed in the neck during a brawl at age 9, survived a rattlesnake bite, a scorpion sting, a car accident that threw him several hundred feet, six bypass surgeries, two bouts with cancer, and a fall while trimming trees at age 97.
A memorial service for Hartle will be held on Mar. 4.
US Air Force special operators evacuate wounded service members during a training exercise with an HH-60 Pave Hawk helicopter. A U.S. special operations team is currently trapped in Marjah, Afghanistan and one of the Pave Hawks sent to rescue them has crashed. Photo: US Navy Petty Officer 2nd Class Scott Taylor
More than a dozen U.S. Army special operations soldiers are trapped in Marjah, Afghanistan, taking cover in a compound surrounded by enemy fire and hostile Taliban fighters after a U.S. special operations solider was killed earlier in the day, senior U.S. defense officials told Fox News late Tuesday.
A U.S. official described the “harrowing” scene to Fox News, saying there were enemy forces surrounding the compound in which the special operations team sought refuge.
“On the map there is one green dot representing friendly forces stuck in the compound, and around it is a sea of red [representing hostile forces],” the official told Fox News.
A U.S. military “quick reaction force” of reinforcements arrived late Tuesday and evacuated the U.S. special operations soldier killed in action, and the two wounded Americans in the compound, according to a U.S. defense official.
The crew of the disabled helicopter also evacuated safely, the official said.
The rest of the U.S. special operations team remain in the compound to secure the damaged HH-60 Pave Hawk helicopter in an area surrounded by Taliban fighters.
An AC-130 gunship has been called in for air cover as the U.S. troops now wait out the night.
Earlier in the day, two USAF HH-60 Pave Hawk helicopters were sent to rescue the U.S. special operations team. One of the helicopters took fire and waved off the mission and flew back to base.
The other helicopter’s blades struck the wall of the compound while attempting a rescue of the special operations team, according to defense officials who compared the scene to one similar to the helicopter crash inside Usama bin Laden’s compound in Abbottabad, Pakistan on the mission to kill the Al Qaeda leader in May 2011.
The joint U.S. and Afghan special operations team was sent to Marjah to clear the area of Taliban fighters, who have retaken most of the town since November.
There were nine airstrikes on Tuesday in support of a clearing operation.
Earlier in the day, Pentagon Press Secretary Peter Cook confirmed to reporters that the fighting in Marjah remains ongoing.
“There’s fighting on the ground as we speak,” said Cook.
“Everything’s being done to secure the safety of those Americans and the Afghan forces,” he added.
The Taliban in recent weeks has focused its efforts on retaking parts of Helmand, and the U.S. has countered with U.S. special operations forces working with Afghan troops.
The Pentagon is accelerating an acquisition plan to migrate its defense networks to the cloud as part of a sweeping effort to modernize and streamline its data systems and better defend against cyberattacks, a DoD announcement said.
The initiative, launched last Fall by Deputy Defense Secretary Patrick Shanahan, is now grounded in a specific, fast-paced acquisition plan to keep pace with fast-moving technological change.
“DoD is using a tailored acquisition process to acquire a modern enterprise cloud services solution that can support Unclassified, Secret, and Top Secret requirements. Known as the Joint Enterprise Defense Infrastructure (JEDI) Cloud, the planned contracting action will be a full and open competition,” a Pentagon statement said.
The Pentagon has released a Request for Information to industry and is planning an industry day March 2018 as a precursor to the planned contract awards.
Led by a recently established Cloud Executive Steering Group, cloud migration program leaders are now in the analysis and fact-finding phase of this process to determine how many contracts will best meet DoD’s needs, officials said.
The acquisition effort is broken up into two distinct phases, according to DoD developers; phase one includes cloud acquisition and phase two “will work with offices throughout the department to build cloud strategies for requirements related to military operations and intelligence support,” a Pentagon statement said.
“Technologies in areas like data infrastructure and management, cybersecurity and machine learning are changing the character of war. Commercial companies are pioneering technologies in these areas and the pace of innovation is extremely rapid,” Shanahan writes in the memo, released last Fall.
Cloud migration has received much attention in recent years, and this new effort strives to accelerate cloud development and add a specific, measurable structure to an otherwise broad-sweeping or more loosely configured effort. For instance, the Pentagon has emphasized a move toward broader use of Windows 10 in a move to quickly embrace more commercial systems and cloud systems.
However, many of the various acquisition efforts have been stovepiped or, by some estimations, in need of greater integration and interoperability. DOD’s ongoing Joint Information Environment (JIE) and Joint Regional Security Stacks (JRSS) efforts are emerging as efforts to address these challenges.
The Pentagon’s Joint Regional Security Stacks will increasingly use cloud technology and move to more off-the-shelf technology, such as Windows 10, according to senior Pentagon IT officials.
JRSS is on track to reduce the physical footprint of servers and — that it will support cloud technology structures.
JRSS is also engineered to increase security and intrusion detection technologies. The security of the network is centralized into regional architectures instead of locally distributed systems at each military base, post, or camp, according to a previous statement from the Defense Information Systems Agency.
“Deploying JRSS enables the department to inspect data, retrieve threat and malware data on the network and troubleshoot, patch, protect and defend the network,” a DISA statement said.
Shanahan’s new program could bring nearer-term achievable metrics to the ongoing JIE initiative. At the same time, there is a chance it could also help accelerate the ongoing movement toward greater domestic and international data consolidation efforts already underway with JRSS.
A key element to cloud migration, considering that it involves movement toward more virtualization and a decreased hardware footprint, is that emerging software upgrades and programs can quite naturally have a faster and more ubiquitous impact across a range of data systems.
When it comes to data security and resilience against intruders and cyberattacks, the cloud could be described as consisting of a two-fold dynamic. In one sense, data consolidation through cloud architecture can potentially increase risk by lowering the number of entry points for intruders – yet it also affords an occasion to identify patterns across a wide swath of interconnected systems.
Furthermore, cloud technologies can facilitate standardized security protocols so that attempted breaches can be more quickly detected. Along similar lines, JIE proponents explain that although greater interoperability could increase vulnerabilities, various networks can be engineered so they can both share data while also leveraging routers, switches and IP protocol specifics to separate and secure networks as well.
An often-discussed phenomenon seems to inform Shanahan’s push for faster cloud migration, namely that multi-year government developmental programs are, in many instances, generating technical systems which are potentially obsolete by the time they are completed. Commercial innovation, therefore, coupled with an open architecture framework, is intended to allow faster, wide-sweeping upgrades more consistent with the most current and impactful innovations.
“I am directing aggressive steps to establish a culture of experimentation, adaptation, and risk-taking,” Shanahan’s memo states.
The integrated DoD effort is closely aligned with various US fast-moving cloud efforts among the US military services.
Army cloud migration
DISA and the Army are working with industry to extend commercial cloud technology to mobile devices as part of a broad effort to both improve access to data and provide security for forces on the move.
Drawing upon hardened commercial cloud networking technology, soldiers, sailors or airmen using smartphones and tablets will have secure access to classified networks. By extension, a commercial cloud can enable secure networking such that smartphone applications themselves can be better protected, DISA leaders have explained.
As part of this broadly-scoped DOD effort, industry giants like Microsoft are working with the services to extend cloud-based security and connectivity to mobile devices.
The Army’s Unified Capabilities (UC) program, for example, is an example of how this strategy can be implemented.
The UC effort is based on an Army-ATT collaborative effort to leverage the commercial cloud to improve networking interoperability using voice, video, screen sharing and chat functions for one million service business leaders on both classified and unclassified networks.
“Unified Capabilities is one of the first commercial cloud-based solutions that will be delivered across the Army Enterprise,” Sergio Alvarez, product lead, Enterprise Content Collaboration and Messaging, told Warrior Maven in an interview last Fall.
By using a commercial cloud, users will be able to draw upon software to access voice services from any Army-approved end user device — desktops, laptops, tablet computers, and smartphones.
Forward-deployed or dismounted soldiers will have an ability to connect and share combat-relevant data from farther distances, potentially beyond an otherwise limited network.
“There are many benefits to COTS — including saving money on initial investment, meeting IT requirements while avoiding costs, lowering maintenance investments and enabling cost-effective new upgrades,” an Army statement said.
The service will also provide video conferences and desktop sharing services, as well as multi-user chat functions.
As is the case with desktop systems, the strategy for this kind of cloud execution is often described in terms of centralized control – decentralized execution.
When it comes to more traditional fixed locations, increased cloud networking and security at a central server location brings the added benefit of helping implementation and security for the ongoing Joint Regional Security Stacks (JRSS) effort.
Navy analytics strategy
Fall 2017, the Navy unveiled a data analytics strategy document designed to accelerate IT modernization, consolidation of information, innovation and efforts to keep pace with commercial technological progress.
The “Navy Strategy for Data and Analytics Optimization,” which incorporates faster network cloud migration, calls for cloud migration and rapid transformation of training, concepts, and policies designed to make data analytics faster and more efficient.
Recognizing that the pace of technological change is often faster within industry and commercial enterprises, the strategy is woven around the premise that new solutions, software updates or improvements in operating systems and data analysis often emerge quickly.
With this in mind, the strategy also heavily emphasizes a growing need to look for open source solutions for expediting IT acquisition.
When embracing commercial innovation might not make sense for a government developmental IT effort, the strategy calls for increased collaboration with academia and industry.
“It is paramount that we become able to adapt faster to data-driven innovations, create new innovations and deploy those innovations,” the strategy states.
The text of the strategy articulates a few goals, such as an ability to “predict and inventory the right data analytics to meet the demands of DON (Department of the Navy) data consumers and decision makers — and — deploy and operate innovative solutions with minimal time to market.”
As a way to accelerate the key aims of the new strategic effort, the Navy’s Chief Information Officer is establishing a new Data and Analytics Consortium to define emerging policies, share lessons learned and help establish best practices.