General Martin Dempsey served as the 37th Chief of Staff of the Army and the 18th Chairman of the Joint Chiefs of Staff from 2011 to 2015. He 41-year career went from 1974 to his retirement in 2015. A proud Irish American, Dempsey learned a bit of Irish during his childhood summers in the Emerald Isle. His cultural heritage shone through during his time in the Army. As a general officer, Dempsey delivered a lot of speeches. He was well-known for ending his speeches with a little tune, especially an Irish one. In many cases, he would perform alongside bands at events like dining outs. Here are a few of the best performances by the general.
1. “Isle of Hope, Isle of Tears”
In 2013, tenor Anthony Kearns was General Dempsey’s guest at a Pre-Inaugural Brunch for the Medal of Honor Society at the Marine Barracks in Washington, D.C. Dempsey held his own alongside the famous singer and the two men delivered an Irish tune that no one in attendance would soon forget.
2. Connecting with kids
In 2015, General Dempsey attended an event with children of military and veteran families. He cited Chumbawamba’s “Tubthumping” and sang a short line from Mark Ronson’s “Uptown Funk” featuring Bruno Mars. But the general took it a step further a taught the kids the Irish classic “The Unicorn” and the corresponding motions.
3. “Christmas in Killarney”
In 2004, then Major General Dempsey joined the 1st Armored Division Band and Soldier’s Chorus for this festive tune during a special holiday concert. Despite the event being held in German monastery, Dempsey managed to bring a bit of Irish flare to the performance.
4. “New York, New York”
One of the general’s favorite songs to sing is this Sinatra classic. In 2010, he performed at the International Reception in Fort Monroe.
5. “Red is the Rose”
Another Irish classic, General Dempsey sung this tune two years after his retirement. At the 2017 Irish America Hall of Fame awards luncheon, Rosamond Mary Moore Carew, also known as Mema, celebrated her 106th birthday. In addition to everyone singing her “Happy Birthday”, Dempsey gave a special performance of “Red is the Rose.” Truly beautiful.
6. “My Kind of Town”
Though he usually sings about New York, the general is no stranger to this other Sinatra classic about Chicago. He teamed up with the folks at From the Top and the Military Child Education Coalition to celebrate military kids and gave them this fantastic performance.
Following the outbreak of COVID-19, General Dempsey teamed up with the Army Band for a socially-distanced performance of a brand new song. Titled “America”, the tune speaks of our country’s resiliency and strength in our unity. If you missed it when premiered in 2020, take a listen.
8. “The Parting Glass”
Perhaps General Dempsey’s most emotional performance was this farewell tune at his retirement ceremony in 2015. Joining the Army Band, the general sang goodbye to his friends and comrades in uniform. As he passed off the microphone, the band continued to play him out. The general returned to his family and was swarmed by his grandchildren as he saluted the band. The emotion in this performance gives me goosebumps every time.
On May 7th, just barely 20 years after the Columbine shooting, and only seven miles away from the original tragedy, yet another school shooting took place. Thankfully, this one was thwarted early on by three young heroes.
In the face of overwhelming tragedy, an act of heroism casts a ray of hope to focus on amidst the chaos.
An aspiring Marine and his two classmates are being referred to as heroes for their act of bravery at STEM School Highlands Ranch in Denver, Colorado.
When one of the two gunmen entered the classroom firing—the boys sprang into action and charged the shooter, tackling him.
According to reports, while the three boys charged the shooter, classmates took cover under desks, fled to safety, and some tended to the wounded.
Tragically, one of the wounded was Kendrick Castillo, 18. Castillo was one of the three brave young men who tackled and subdued the gunman. He was shot in the chest as he lunged towards the shooter. He lost his life protecting his classmates. He would have graduated three days later.
Joshua Jones, hero
Another one of the three boys, Joshua Jones, tackled and subdued the shooter. He was shot twice in the leg, but pressed on to hold the assailant down. Amidst all the chaos, he pulled out his phone and called his mom, who he refers to as his ultimate “problem solver.” He told her, “Hey, Mom. There’s been a school shooting. I’ve been involved. The authorities are on the way. They’re going to get an ambulance and I’m going to go to the hospital. That’s all I got right now for you.” Jones says his leg is healing incredibly well.
Brendan Bialy plans to enlist and become a Marine. Semper Fi.
Another one of the three brave young men who defended their classmates was future Marine, Brendan Bialy.
According to Brendan’s father, Brad Bialy, the young men were able to successfully subdue and disarm the gunman, holding the gunman in place until law enforcement arrived. Bialy, who has already proven his bravery and service to others in the direst of circumstances, will continue to do so in honorable service to his country in the Marine Corps.
The two shooters identities have been released, but will not be focused on here. The faces and stories that should live on should be the memory of three young men, in the middle of a normal school day, putting their lives on the line to defend the lives of their classmates.
Retired Marine infantry officer Joe L’Etoile remembers when training money for his unit was so short “every man got four blanks; then we made butta-butta-bang noises” and “threw dirt clods for grenades.”
Now, L’Etoile is director of the Defense Department’s Close Combat Lethality Task Force and leading an effort to manage $2.5 billion worth of DoD investments into weapons, unmanned systems, body armor, training, and promising new technology for a group that has typically ranked the lowest on the U.S. military’s priority list: the grunts.
(U.S. Marine Corps photo by Cpl. Orrin G. Farmer)
But the task force’s mission isn’t just about funding high-tech new equipment for Army, Marine, and special operations close-combat forces. It is also digging into deeply entrenched policies and making changes to improve unit cohesion, leadership, and even the methods used for selecting individuals who serve in close-combat formations.
Launched in February, the new joint task force is a top priority of Defense Secretary Jim Mattis, a retired Marine Corps infantry officer himself. With this level of potent support, L’Etoile is able to navigate through the bureaucratic strongholds of the Pentagon that traditionally favor large weapons programs, such as Air Force fighters and Navy ships.
“This is a mechanism that resides at the OSD level, so it’s fairly quick; we are fairly nimble,” L’Etoile told Military.com on July 25. “And because this is the secretary’s priority … the bureaucracies respond well because the message is the secretary’s.”
Before he’s done, L’Etoile said, the task force will “reinvent the way the squad is perceived within the department.”
“I would like to see the squad viewed as a weapons platform and treated as such that its constituent parts matter,” he said. “We would never put an aircraft onto the flight line that didn’t have all of its parts, but a [Marine] squad that only has 10 out of 13? Yeah. Deploy it. Put it into combat. We need to take a look at what that costs us. And fundamentally, I believe down at my molecular level, we can do better.”
United States Secretary of Defense James Mattis
(U.S. Navy photo by Mass Communication Specialist 2nd Class Jess Lewis)
Improving the Squad
Mattis’ Feb. 8 memo to the service secretaries, Joint Chiefs of Staff and all combatant commands announcing the task force sent a shockwave through the force, stating “personnel policies, advances in training methods, and equipment have not kept pace with changes in available technology, human factors, science, and talent management best practices.”
To L’Etoile, the task force is not out to fix what he describes as the U.S. military’s “phenomenal” infantry and direct-action forces.
“Our charter is really just to take it to the next level,” he said. “In terms of priorities, the material solution is not my number-one concern.”
(U.S. Air Force photo by Staff Sgt. Staci Miller)
For starters, the task force is looking at ways to identify Marines and soldiers who possess the characteristics and qualities that will make an infantry squad more efficient in the deadly art of close combat.
The concept is murky, but “we are investing in some leading-edge science to get at the question of what are the attributes to be successful in close combat and how do you screen for those attributes?” L’Etoile said. “How do you incentivize individuals with those attributes to come on board to the close-combat team, to stick their hand in the air for an infantry MOS?”
Col. Joey Polanco, the Army service lead at the task force, said it is evaluating several screening programs, some that rely on “big data and analytics to see if this individual would be a better fit for, say, infantry or close-combat formations.”
Polanco, an infantry officer who has served in the 82nd Airborne and 10th Mountain divisions, said the task force is also looking at ways to incentivize these individuals to “want to continue to stay infantry.”
L’Etoile said the task force is committed to changing policy to help fix a “wicked problem” in the Marine Corps of relying too heavily on corporals instead of sergeants to lead infantry squads.
“In the Marine Corps, there are plenty of squads that are being led by corporals instead of sergeants, and there are plenty of squads being led by lance corporals instead of corporals,” he said. “I led infantry units in combat. There is a difference when a squad is led by a lance corporal — no matter how stout his heart and back — and a sergeant leading them.”
Every Marine must be ready to take on leadership roles, but filling key leader jobs with junior enlisted personnel instead of sergeants degrades unit cohesion, L’Etoile said.
“When four guys are best buddies and they went to boot camp together and they go drinking beer together on the weekends … and then one day the squad leader rotates and it’s ‘Hey Johnson, you are now the squad leader,’ the human dynamics of that person becoming an effective leader with folks that were his peers is difficult to overcome,” he said.
It’s equally important to stabilize the squad’s leadership so that “the squad leader doesn’t show up three months before a deployment but is there in enough time to get that cohesion with his unit, his fire team leaders and his squad members,” L’Etoile said. “Having the appropriate grade, age-experience level and training is really, really important.”
The Army is compiling data to see if that issue is a persistent problem in its squads.
“When we get the data back, we will have a better idea of how do we increase the cohesion of an Army squad, and I think what you are going to find is, it needs its own solution, if there in fact is a problem,” L’Etoile said.
(U.S. Marine Corps photos by Cpl. Demetrius Morgan)
No Budget, But Deep Pockets
Just weeks after the first U.S. combat forces went into Afghanistan in late 2001, the Army, Marine Corps and U.S. Special Operations Command began modernizing and upgrading individual and squad weapons and gear.
Since then, equipment officials have labored to field lighter body armor, more efficient load-bearing gear and new weapons to make infantry and special operations forces more lethal.
But the reality is, there is only so much money budgeted toward individual kit and weapons when other service priorities, such as armored vehicles and rotary-wing aircraft, need modernizing as well.
The task force has the freedom to look at where the DoD is “investing its research dollars and render an opinion on whether those dollars are being well spent,” L’Etoile said. “I have no money; I don’t want money. I don’t want to spend the next two years managing a budget. That takes a lot of time and energy.”
“But I am very interested in where money goes. So, for instance, if there is a particular close-combat capability that I believe represents a substantive increase in survivability, lethality — you name it — for a close-combat formation, and I see that is not being funded at a meaningful level, step one is to ask why,” he continued. “Let’s get informed on the issue … and then if it makes sense, go advocate for additional funding for that capability.”
The task force currently has reprogramming or new funding requests worth up to .5 billion for high-tech equipment and training efforts that L’Etoile would not describe in detail.
“I have a number of things that are teed up … it’s premature for me to say,” he said. “In broad categories, we have active requests for additional funding in sensing; think robots and [unmanned aerial systems]. We have requests for additional funding of munitions for training and additional tactical capabilities [and] additional funding for training adversaries, so you get a sparring partner as well as a heavy bag.”
The task force is requesting additional money for advanced night-vision equipment and synthetic-training technologies. L’Etoile also confirmed that it helped fund the Army’s 0 million effort to train and equip the majority of its active brigade combat teams to fight in large, subterranean complexeslike those that exist in North Korea.
“We can go to the department and say, ‘This is of such importance that I think the department should shine a light on it and invest in it,’ ” he said.
Endorsing Futuristic Kit
One example of this is the task force’s interest in an Army program to equip its infantry units with a heads-up display designed to provide soldiers with a digital weapon-sight reticle, as well as tactical data about the immediate battlefield environment.
“The big thing is the Heads-Up Display 3.0. I would tell you that is one of the biggest things we are pushing,” Polanco said. “It’s focused primarily on helping us improve lethality, situational awareness, as well as our mobility.”
The Army is currently working on HUD 1.0, which involves a thermal weapon sight mounted on the soldier’s weapon that can wirelessly transmit the sight reticle into the new dual-tubed Enhanced Night Vision Goggle III B.
The system can also display waypoints and share information with other soldiers in the field, Army officials said.
The HUD 3.0 will draw on the synthetic training environment — one of the Army’s key priorities for modernizing training — and allow soldiers to train and rehearse in a virtual training environment, as well as take into combat.
The service has already had soldiers test the HUD 1.0 version and provide feedback.
“If you look at the increased lethality just by taking that thermal reticle off of the weapon and putting it up into their eye, the testing has been off the chart,” Brig. Gen. Christopher Donahue, director of the Army’s Soldier Lethality Cross Functional Team, said at the Association of the United States Army’s Global Force Symposium earlier this year.
(U.S. Marine Corps photo by Lance Cpl. John Tran)
The Army tried for years in the 1990s to accomplish this with its Land Warrior program, but it could be done only by running bulky cables from the weapon sight to the helmet-mounted display eyepiece. Soldiers found it too awkward and a snag hazard, so the effort was eventually shelved.
“Whatever we want to project up into that reticle — that tube — it’s pretty easy,” Donahue said. “It’s just a matter of how you get it and how much data. We don’t want too much information in there either … we’ve got to figure that out.”
The initial prototypes of the HUD 3.0 are scheduled to be ready in 18 months, he added.
“It is really a state-of-the art capability that allows you to train as you fight from a synthetic training environment standpoint to a live environment,” Polanco said, adding that the task force has submitted a request to the DoD to find funding for the HUD 3.0.
“One of the things we have been able to do as a task force is we have endorsed and advocated strongly for this capability. … It’s going forward as a separate item that we are looking for funding on,” he said.
Perhaps the biggest challenge before the task force is how to ensure all these efforts to make the squad more lethal will not be undone when Mattis is no longer in office.
“We ask ourselves every time we step up to the plate to take on one of these challenges, how do we make it enduring?” L’Etoile said.
“How do we ensure that the progress we make is not unwound when the priorities shift? So it’s important when you take these things on that you are mindful that there ought to be an accompanying policy because … they can’t just get unwound overnight,” he said.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
Editor’s note: This is the fourth in a series about how branches of the military hate on each other. We’ll feature all branches of the U.S. military, written by veterans of that branch being brutally honest with themselves and their services.
The branches of the U.S. military are like a very large family. They deal with one another because they have to, not because they always get along.
The differences don’t stop at uniforms. Each branch has its own goals, mission, and its own internal culture. At the upper levels of the services, they compete for funds and favor from civilians in DoD. In the lower ranks, they compete for fun and favor from civilians in bars and strip clubs (especially in North Carolina). The branches are like siblings, competing for the intangible title of who’s “the best” from no one in particular.
“The Soviets are our adversary. Our enemy is the Navy.” —Gen. Curtis LeMay, U.S. Air Force
Of course, when it comes to joint operations downrange, a lot of that goes out the window. But when the op-tempo isn’t as hectic and frustration has time to build, the awesome Army platoon who saved your ass last month become a bunch of damn stupid grunts who steal everything you don’t lock down and leave their Gatorade piss bottles everywhere. Parsing out the best and worst of our services isn’t hard if we’re honest with ourselves.
Here’s how the other branches hate on the Navy, how they should actually be hating on the Navy, how the Navy hates on the Navy, and why to really love the Navy.
The easiest ways to make fun of the Navy
Sailor harassment has its roots in the age-old reality that since man first decided to put military power to sea in ships, those aboard those ships were forced to spend weeks and months underway before being afforded a few days of downtime in a foreign port. As a result of this ratio, sailors may have had a tendency for exuberance while on liberty over the years. And that exuberance may have caused a scuffle or two that caught the attention of bar owners and other locals who may have developed impressions that were less than positive.
Over time these locals spread rumors that these sailors couldn’t hold their liquor and tended to burn through what little cash they had in a short time. Word of these phenomena returned stateside, which gave birth to the saying, “spending money like a sailor on liberty.”
Because sailors spend time on the water, service members from other military branches wanted to give them a nickname that was both sufficiently pejorative and germane. Naturally marine life came to mind. “Sharks” was too cool and tough and “guppies” was too cute, so they settled on “squids.” So if you want to make fun of a sailor call him or her a “squid.” They really hate that because squids are spineless and ugly and otherwise devoid of personality. (They can swim fast, but nobody really cares about that.)
Because SEALs. In the wake of the Bin Laden raid, SEALs have managed to morph from silent professionals to the warfare specialty that is quick to tell all to land book and movie deals.
Because Top Gun. No other military movie in history has done more to give the public the wrong idea about what it means to serve. And it’s got a lot of homoerotic imagery, which leads to . . .
. . . The quickest way to strike a squid’s nerve is to make “gay” jokes. Yes, you know the kind, “100 sailors go out, 50 couples come back,” or “it ain’t gay if it’s under way,” and many, many more. It also doesn’t help that sailors are a popular gay fantasy.
Henri Belolo created the Village People around macho male stereotypes that gays fantasize about. The cowboy, cop, construction worker, leather-clad biker, Indian, and the sailor. The band became popular, moved into the mainstream and took the sailor in the cute Crackerjack uniform along with it. Yes, we said “cute.” Admit it, the sailor dress uniform has more in common with the Japanese school girl uniform than with the other service branches.
Not that there’s anything wrong with being gay, of course. This is, after all, the post-DADT world.
Because nuclear power. While the introduction of this science gave Navy ships the ability to sail a long, long time without refueling, the existence of it also created a zero-tolerance culture that has raised the bar of fun suppression to heights that can never be lowered. And this ability to sweat the load has crossed over into other warfare specialties and other branches of the military. Thanks, Nukes . . .
Why to actually hate the Navy
Every service tries to imitate the Marine Corps when it comes to celebrating its birthday, and the Navy’s history makes this in many ways the biggest joke (which is a polite way to say “the biggest lie”). While the Navy uses October 13, 1775 as the birth date, they leave out the fact that the first version of the U.S. Navy was dismantled completely after the Revolutionary War because the ragtag bunch of vessels they managed to assemble on the fly did little to protect ports or disrupt the British in any way.
And this anti-Navy sentiment in and around DC lasted a while after that. Thomas Jefferson hated the idea of a standing Navy and few in Congress thought any differently about it. It wasn’t until early Navy badass Stephen Decatur decided to take a couple of ships to Tripoli to raise some Yankee hell against the Barbary Pirates. His successes made lawmakers take notice and actually warm to the idea of a standing Navy, and one with an over-the-horizon outlook.
So the real birth date of the Navy would be somewhere around 1810 when Decatur took the USS United States up and down the east coast to show the American public what they had in terms of seagoing capability.
Hate SAPR training and the CYA leadership atmosphere you’re currently serving under? Blame the Navy.
All the mechanisms that surround using the military as a social experiment and other morale-sapping things that get labeled as “politically correct” started with the Tailhook Scandal in the early ’90s. Of course, sexual battery, never mind harassment, is a bad thing that should never be tolerated, but Navy leadership over the years has done little to stop agenda-based over-corrections that have marginalized the culture in undesirable ways (in the eyes of those who intimate they know about warfighting and such).
So, regardless of your branch, if you feel like you’re serving in a nanny state, blame the Navy.
Because Jimmy Carter. He’s a Naval Academy grad and a submariner, but he never really acted like it when he was Commander-in-chief. His “man is inherently good” naivete made for some very bad foreign policy, most notably in how he de-fanged the CIA and emboldened the Iranian government to take Americans hostage for 444 days. And the Desert One rescue attempt was a disaster. Basically his time in the White House made the country very happy to see Ronald Reagan.
And because the Navy is the absolute worst when it comes to changing uniforms. Remember aviation greens? How about service dress khaki? No? Well, here’s one for you: aquaflage. What are you hiding in, the water? And if a sailor is in the water don’t you want to be able to see him or her? We rest our case.
Because they wrecked most of what was cool about the band Godsmack and made them corporate sellouts.
Because sailors don’t have to eat MREs when they deploy. Ships are built with mess decks and Navy cooks (and supply officers) generally take pride in serving the crew good food.
Why to love the Navy
Because Navy SEALs. They popped OBL and the Somali pirates and many more high value bad actors since 9-11. Their warfighting skills are second to none.
Because Hollywood remains enamoured by Navy life, it keeps teeing up Navy-themed shows like “The Last Ship,” and as a result, the general public has a favorable opinion of the military.
Because strike warfare. As has been the case throughout history U.S. Navy carriers and surface combatants were the first on the scene after 9-11, and because of that we were able to take it to the enemy a mere three weeks after the homeland was attacked.
Because the U.S. Navy really is, as the commercials state, “a global force for good.” From Hurricane Katrina to the Haitian earthquake to the tsunami in Thailand, when a country needs humanitarian assistance, the Navy has always been first on the scene.
Because the Navy continues to fight “the war between the wars.” The Navy goes to potentially hostile places like the littorals of Yemen and Chinese-claimed islands to prove to those nations that we’re willing to protect the sea lanes to keep goods moving safely to and from our shores.
When James Elliott Williams enlisted in the Navy in 1947, World War II was over, and the South Carolina native probably thought he might have a career no different, better, or worse than any other enlisted sailor. History would have other ideas. He just wanted to join the Navy, so bad in fact, he was only 16 when he enlisted. He and a county clerk altered his birth certificate to make him old enough to join. That was just the first bold move of his career.
It’s notable that the most decorated enlisted sailor in Navy history isn’t a SEAL or anything like that, he was a Boatswains Mate.
Chief Ryback approves.
Today’s Boatswain’s Mates now train, direct, and supervise the ship’s personnel in the maintenance of the ship as well as operate machinery to load and unload supplies. They’re kind of the jack of all trades sailor, the oldest rate in the Navy. They repair the ship, provide security, and even drive the damn things. Not three years into James William’s enlistment, the Korean War broke out, and Williams was aboard the destroyer USS Douglas H. Fox. Being a Boatswain’s Mate, he ended up on numerous small boat raiding parties into North Korea.
It suited him just fine. Williams continued his enlistment even after the war ended. His real moment to shine came during his time in Vietnam.
Yeahhhhhhhh buddy. I don’t know this guy, but I’d follow him anywhere.
Williams was the Petty Officer in charge of overseeing patrols in the Mekong Delta as the Vietnam War was heating up in 1966 and 1967. At the time in his career when other NCOs would be seeking a quiet place to end their enlistment, Williams was tossing ammunition over his shoulder and telling junior sailors everything was going to be okay – and it was, because Williams was going to see to that.
That’s what happened on Oct. 31, 1966, when Williams’ two boat patrol was ambushed by two enemy boats on the river. He collected his “19-year-old and scared to death” gunners, and directed a return fire that destroyed one boat and sent the other running away for dear life. It wouldn’t get away, as the sailors chased the damaged enemy boat right into…
An enemy stronghold.
Suddenly, they were outnumbered 65-to-1. The VC opened up on the Americans with withering AK-47 and RPG fire. You can probably guess what happened next.
If you guessed the Americans retreated, I’m showing you this photo again because you clearly forgot about it.
Williams led his boat and its crew into the enemy formation, with fortified bunkers shooting at them from the riverbanks, enemy boats swirling around them, and all kinds of different ordnance being thrown their way. As he attacked enemy sampans, junks, and other river craft, he called in for help from UH-1B Huey helicopters as the night fell on the South Vietnamese inlet where Williams and his crew were absolutely laying waste to the Viet Cong.
For three hours, Williams and company fought and wrecked an entire hub of VC shipping and supply along with the 65 boats and untold manpower defending it. The Navy wrecking crew killed 1,000 enemy troops in the process while disrupting the VC supply lines in the entire region.
That’s how James Williams earned the Medal of Honor.
Aside from the Medal of Honor he earned on that day, Williams other awards and decorations include the Navy Cross, the Silver Star with gold star, the Legion of Merit with combat V, the Navy and Marine Corps Medal with gold star, the Bronze Star with combat V and two gold stars, the Purple Heart with two gold stars, and a ton of other unit commendations and service medals.
He left the military as a Boatswain’s Mate First Class, E-6, but was made an honorary Chief in 1977.
As the heavy C-17 Globemaster III transport aircraft departed Bagram Air Base, Afghanistan, and raced to its first aerial refueling point off the coast of England, more than a dozen U.S. airmen watched the clock, knowing the life of a badly wounded U.S. soldier hung in the balance.
The circumstances were dire. The special operations soldier, unidentified for privacy reasons, had been hit when an improvised explosive device detonated, fracturing his pelvis and gravely injuring his abdomen, arms and legs. It took three aircraft, 24,000 gallons of fuel and about two dozen gallons of blood to sustain the soldier during the 8,000-mile non-stop journey back to the U.S., where he required specialized care.
Nearly a month after the mission, the troops who participated in it are still in awe they were able to get the soldier home alive.
Also amazed is Asia, the special operator’s wife, who is eternally grateful at the way the military mobilized not for combat, but for her husband.
“I knew that they flew straight over, and I knew that they weren’t gonna stop — unless they absolutely had to,” Asia said in an interview with Military.com on Sept. 25, 2019. “They commit 110%.”
A Bona fide bloodline
Early on a Friday morning, Asia was getting ready to take her son to school in Savannah, Georgia, when she got a phone call.
For a moment, time stood still, she said.
Lt. Col. Valerie Sams, 59th Medical Wing trauma surgeon, and Lt. Col. Scott King, 86th Aeromedical Evacuation Squadron critical care air transport team physician, perform an ultrasound on a critically wounded service member during a flight from Bagram Airfield, Afghanistan, to San Antonio on Aug. 18, 2019.
(U.S. Air Force photo by Airman 1st Class Ryan Mancuso)
“At first, I just stood there, and then I started crying,” said Asia, who asked to be identified by only her first name. “You’re not prepared for this, if you understand what I’m saying. You’re more prepared for a death.”
She snapped back to reality, knowing she’d be waiting for any type of answers the military could provide for the next few days until her husband was back on U.S. soil.
Asia had been with her husband for nine years and married to him for seven. Eight of those years, he had been in the Army.
She knew he’d been hurt, and doctors in Afghanistan called or sent a text message any time they had an update.
Maj. Charlie Srivilasa, a trauma surgeon with the 455th Expeditionary Medical Group at Craig Joint Theater Hospital in Bagram, had already had a busy morning with multiple casualties coming in when the soldier arrived at the facility.
Grievously injured, the operator immediately became a priority.
“We probably had about five or six surgeons working on him at any given time,” Srivilasa said. In the three days before the soldier was transported, Srivilasa and his team performed four operations, including amputations of his right arm and lower right leg.
The frequent surgeries meant the patient needed a steady supply of fresh blood.
Roughly 100 troops stood in line to donate blood outside the hospital quarters.
Over the course of treatment at Bagram, the soldier received more than 195 units of transfused blood, including whole blood and plasma — some 16 times the volume of blood in the average person’s body.
A side effect of the massive transfusions was the possibility that his lungs could fail, said Srivilasa. The soldier also could have succumbed to infection from his wounds, he said.
“He was by far the most critically ill patient [we’ve] seen here in theater [in my] four months,” he said. Doctors knew the best thing was to put him on a plane to Brooke Army Medical Center in San Antonio, where specialized care would be waiting for him.
Service members wait in line to donate blood at Craig Joint Theater Hospital at Bagram Airfield, Afghanistan, on Aug. 18, 2019, as part of a “walking blood bank” for a fellow service member being transferred to Brooke Army Medical Center in San Antonio.
(U.S. Air Force photo by Airman 1st Class Ryan Mancuso)
Up in the air
Maj. Dan Kudlacz, a C-17 evaluator pilot with the 436th Airlift Wing out of Dover Air Force Base, Delaware, was at Ramstein Air Base, Germany, with a planned stop at Bagram that August weekend when he got word the mission would no longer mean picking up basic cargo. Kudlacz was the commander of REACH 797, the call sign for the mission, and one of four pilots and three loadmasters. One of the pilots in the group was also in training, meaning Kudlacz was working on certifying his fellow pilot in addition to keeping the aircraft steady.
At Ramstein, 18 medical professionals came on board, including personnel from Aeromedical Evacuation (AE) and Critical Care Air Transport Team (CCATT), as well as a team out of San Antonio’s 59th Medical Wing. Members of the 59th specialize in extracorporeal membrane oxygenation, known as ECMO.
ECMO machines oxygenate the blood and simultaneously removed carbon dioxide, explained Air Force Lt. Col. Valerie Sams, a trauma surgeon and one of the specialists dispatched for the flight.
“The ECMO team here in San Antonio is the only DoD team,” she said.
By the time the specialists arrived, fortunately, ECMO was no longer needed, she said. But kidney dialysis was.
“His kidneys did not recover immediately, so in order to stabilize him … we had to have dialysis continuously,” Sams said. The teams borrowed one of Craig Joint Theater Hospital’s dialysis machines for the return home.
Capt. Natasha Cardinal, 86th Aeromedical Evacuation Squadron critical care nurse, monitors her patient during a flight from Bagram Airfield, Afghanistan, to San Antonio on Aug. 18, 2019.
(U.S. Air Force photo by Airman 1st Class Ryan Mancuso)
Finishing up their necessary crew rest in Afghanistan, the personnel geared up for the 19-hour flight. Another patient also came on board; that service member was ambulatory, able to move about for the duration of the flight, Sams said.
Kudlacz said the aircrew consistently monitored speed and altitude, knowing there were sensitive medical machines on board keeping the soldier alive. The pilots kept a cruise altitude of 28,000 feet, a few thousand feet lower than expected. “Over a 19-hour flight, [that] can make a considerable change in your total fuel,” he said.
He added that, had the critical soldier taken a turn for the worse, the plan was to divert back to Germany.
Asia, the soldier’s wife, was praying that wouldn’t happen.
“I was told that, if they would have had to stop in Germany, it was because something medically was going wrong,” she said. Air Mobility Command’s 618th Air Operations Center, also known as the Tanker Airlift Control Center (TACC), stood by to provide backup assistance.
During the first refuel near England, there was a close call.
Connecting the C-17 to the KC-135 Stratotanker refueling boom almost sent the two aircraft bobbing and weaving. The KC-135, flying on autopilot — which controls the trajectory of the aircraft — started to change the plane’s pitch, which moves the nose up or down.
Kudlacz and his co-pilot disconnected, backed off and tried again.
“To make the situation even more challenging, it was at night, so you don’t have all the visual cues of a horizon. And then we just happened to be right at the top of a cloud layer,” he said.
In the back of the aircraft, the medical teams were monitoring the soldier’s oxygen level, ventilation, blood pressure and kidney function.
“Regular AE and CCATT [teams] cannot do renal replacement therapy; maybe there are some that have just isolated familiarity with the renal replacement machine,” said Lt. Col. Scott King, CCATT physician with the 10th Expeditionary Aeromedical Evacuation Flight at Ramstein.
With the help of the ECMO team, “I think it was a coordinated and collaborative effort among all of the members that brought in different pieces together to allow this mission to be accomplished,” King said.
The C-17 had eight hours until its next refuel near Bangor, Maine. Meanwhile, maintenance crew chiefs with the second KC-135 hurried to get the aircraft, which had a gauge problem on one of the engines, ready to fly, said Maj. Jeffery Osgood, chief of 6th Operations Group training and the aerial refueling mission commander from MacDill Air Force Base, Florida.
“Adapting to the mission is probably the biggest takeaway. It’s just making sure you have everything ready to go with all the people that you need and all the support from leadership,” Osgood said. A backup tanker was on standby just in case, AMC officials said.
The second tanker caught the C-17 around 2 a.m. Monday morning. Together, the two tankers offloaded 24,000 gallons of fuel.
Lt. Col. Valerie Sams, 59th Medical Wing trauma surgeon, performs an ultrasound to monitor a patient during a direct flight from Bagram Airfield, Afghanistan, to San Antonio on Aug. 18, 2019.
(U.S. Air Force photo by Airman 1st Class Ryan Mancuso)
“I’ve been doing this for 23 years, and this [is] not something I’ve ever experienced,” said Master Sgt. Joseph Smith, an AE member with the 10th Expeditionary Aeromedical Evacuation Flight. The duration and double refuel was not an easy task for the parties involved, he said.
With the amount of equipment and coordination needed, “rarely does it ever work out so perfectly,” he said.
The next journey
Sams, the trauma surgeon, said she’s hopeful the soldier — who has required orthopedic treatment as well as treatment in the burn unit — will be out of intensive care soon. He has months of physical therapy ahead, she said.
Asia is relocating her family to Texas to be closer to her husband as he goes through treatment.
This “is a new normal,” she said. “It’s about four to five months inside the hospital, and then, after that, I would say it’s another six months. So I would say it’s [going to be] a year total.”
Their son will stay with family and friends in Illinois for the next few weeks until Asia and her husband feel he’s ready.
“It’s just a process,” she said. “[But] I feel as though his determination to live and to fight, to come back home, to see me and to see his son has been the number one thing that has kept him alive; and then the good Lord and all the doctors and the medical team.”
She’ll never forget their persistence to save his life.
“They literally put their whole heart in it, their body and soul, and they do what they need to do to get loved ones back [home],” Asia said.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
From diagnosing and treating patients in high-pressure situations to working with complex medical technology, former military healthcare workers are uniquely equipped to care for others. While these skills make an incredible asset to the civilian medical field, at the U.S. Department of Veterans Affairs, it takes on even more meaning. VA has careers, tied to specialized skill sets, where former military healthcare workers can heal and care for fellow veterans.
People trained in the healthcare field are in high demand all across the country. But VA understands veterans perhaps better than any other employer. It’s why VA goes beyond offering premium-paid health insurance and robust retirement plans. Veterans employed by VA enjoy education support through veteran-focused scholarships, professional development opportunities and special accommodations to make the workplace fully accessible.
These six VA healthcare jobs are perfect for former military members.
1. Intermediate Care Technician
After active duty, it may be difficult to find a civilian healthcare position that allows you to apply military training without additional licenses and credentials. But through VA’s ICT program, former military medics and corpsmen can work as healthcare providers at VA medical centers (VAMCs) and continue their medical training, skills and career.
Intermediate Care Technician Paul Singleton, a former Army medic who now works in the JJP Bronx VA emergency room, is known for his ability to put his patients at ease.
Although emergency room positions are highest in demand, ICTs are also needed in mental health, geriatrics, primary care and surgical services.
2. Health Technician
Professionals working as Health Technicians at VA provide diagnostic support duties and medical assistance to VAMCs and specialty clinics. In an emergency setting, many of the duties performed by this role mirror that of a paramedic and align closely with the experiences of military corpsmen.
3. Nursing Assistant
Nurses play a crucial role at VA. They work across disciplines and treatment settings with a medical team to provide integrated care for veterans under their watch. Day in and day out, they make a difference in the lives of veterans and their families through their patience, empathy, and care.
Nurses can start a post-military career at VA as a Nursing Assistant and take advantage of the special education support programs VA offers to earn the degrees and certifications necessary to become a Licensed Practical Nurse or a Registered Nurse.
4. Physician Assistant
Physician assistants provide primary care and preventative care as part of a medical team that includes nurses, physicians and surgeons. A physician assistant examines patients, offers diagnoses of conditions and provides treatment for veterans at VA under the supervision of a physician.
Dr. Angel Colón-Molero, Orlando VA Medical Center Deputy Chief of Staff, discusses procedures with VA Physician Assistants Aji Kurian and Mario Cordova at the VA’s Lake Baldwin campus.
With access to cutting-edge technology and pioneering research opportunities, physicians at VA lead the charge in veteran care. Their work includes primary care services and specialty medicine. Physicians at VA are given great latitude to develop solutions that improve patient outcomes. Physicians have special insight into VA’s patients and can thrive in this environment.
6. Physical Therapist
At VA, physical therapists make a huge impact in veterans’ quality of life. They increase mobility, reduce pain and restore independence through physical rehabilitation, wellness plans and fitness programs. Physical therapists help veterans understand their injuries so they can enjoy mobility benefits, long-term health and a high quality of life.
This article originally appeared on VAntage Point. Follow @DeptVetAffairs on Twitter.
A pair of skydivers nearly had an unfortunate run-in with two US Air Force F-15 fighter jets in the skies above southern England earlier this year, a British air safety board reports.
The US fighters out of RAF Lakenheath, home to the US 48th Fighter Wing, were flying at 345 mph above Cambridgeshire on April 17, 2019. Above Chatteris airfield, a popular skydiving location the fighter pilots were not aware was active, two parachutists were in freefall at roughly 120 mph, Stars and Stripes reported, citing a UK Airprox Board report released this past summer.
The skydivers captured video footage of the fighters passing beneath them.
“The Board was shown Go-Pro footage filmed from the helmet of one of the parachutists and could clearly see the F15s passing beneath,” the report read, further explaining that “once the parachutists had seen the F15s there was very little they could do to avoid the situation, having no control over their speed or direction whilst in freefall.”
An F-15E Strike Eagle.
(U.S. Air Force photo by Airman 1st Class Jason Couillard)
There was a debate about how close the fighters actually came to the skydivers, Airprox explained, adding that the board eventually concluded that “safety had been reduced much below the norm.” The pilots did not see the parachutists, nor were they aware of any planned jumps.
Chatteris airfield, according to the Airprox report, notifies Lakenheath every morning of its planned activities. The board agreed that “there was very little more that Chatteris could have done from an operational perspective to prevent” this near-miss, which was the result of problems both on the ground and in the air.
In response to this incident, the 48th Fighter Wing is briefing crews again and reminding everyone of the need to steer clear of the Chatteris skydiving site.
An Air Force F-15C Eagle.
(U.S. Air Force photo by Staff Sgt. Christopher Hubenthal)
RAF Lakenheath is “using this incident to reinforce the vital importance of situational awareness and attention to detail for all of our air traffic controllers and aircrew,” Col. Will Marshall, commander of the 48th Fighter Wing, told Stars and Stripes.
“UK airspace is incredibly complex and often congested, and the safety of our aircrew as well as those we share the skies with is our number one priority,” he added. The Airprox report noted that prior to the near-miss with the skydivers, the F-15s had been forced to change course to avoid a KC-135 refueling tanker that was determined to be “on a collision course with the formation.”
It was apparently that course change, combined with various other influencing factors, that sent the fighters over Chatteris and put the skydivers in danger.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
It was the pivotal battle that most historians believe turned the tide against the Nazis for good in World War II, resulting in a cascade of defeats as the Wehrmacht beat its retreat to Germany from the Soviet Eastern Front.
But it wasn’t always that way, and in the opening months of Operation Barbarossa the German army seemed poised for a stunning victory against the Red Army.
But many believe Adolf Hitler wanted to capture the city as a thumb in the eye to Soviet leader Josef Stalin, for whom the city was renamed.
Initially, the German army was able to push well into the city, taking the Univermag department store at its center. But the Red Army dug into the city’s industrial areas along the banks of the Volga river and the battle ground down into a brutal street-by-street slugfest.
One of the Red Army’s most accomplished generals, Marshall Georgi Zhukov, hatched a plan to surround the 6th Army and cut off its supply lines. And by mid-November, the Soviets began to squeeze the Nazis inside the city.
As winter descended, the Germans were running out of food, ammunition and other supplies, and when a rescue mission launched by Field Marshall Erich Von Manstein failed to break through, the Nazi’s fate was sealed. The German forces under the command of Gen. Friedrich Paulus eventually surrendered in early February 1943.
While the Soviets lost nearly 500,000 men in the battle, the Wehrmacht surrendered 91,000 soldiers and lost nearly 150,000. (Photo via Wikimedia Commons)
It was a horrific battle waged on a titanic scale in a battlefield unlike any seen in modern times. In all, the Germans lost about 147,000 men in the battle while surrendering 91,000. The Soviets took even more catastrophic losses, with 480,000 dead and 650,000 wounded. An estimated 40,000 civilians were killed in the fighting.
ASHGABAT — Authorities in Turkmenistan have yet to admit there are any cases of the coronavirus in the country. Now, officials are making sure the word doesn’t appear in print or casual conversations either.
The word “coronavirus” also has disappeared from newly published state brochures on disease prevention in the tightly controlled Central Asian nation.
President Gurbanguly Berdymukhammedov.
In place of old brochures instructing citizens about ways to prevent the spread of the virus, new publications replace the word “coronavirus” with words like “illness” and “acute respiratory diseases.”
“The Turkmen authorities have lived up to their reputation by adopting this extreme method for eradicating all information about the coronavirus,” said Jeanne Cavelier, head of the Eastern Europe and Central Asia desk of the media rights group Reporters Without Borders (RSF).
The lack of any report confirming even one coronavirus infection in Turkmenistan has raised suspicions and criticism about the country’s official data on the pandemic.
Countries that border Turkmenistan — including Kazakhstan, Uzbekistan, and Afghanistan — have registered dozens of infections.
To the south, nearby Iran had reported more than 44,700 infections by March 31, including nearly 3,000 deaths.
Turkmenistan’s government sealed off Ashgabat on March 20 without any public announcement by authorities or state media about the reasons for the closure.
Traffic between the country’s provinces has been restricted as well, with checkpoints set up on highways.
Concern over the outbreak among locals, along with the restrictions, has pushed food prices to record highs.
“This denial of information not only endangers the Turkmen citizens most at risk but also reinforces the authoritarianism imposed by President Gurbanguly Berdymukhammedov,” Cavelier said on March 31. “We urge the international community to react and to take him to task for his systematic human rights violations.”
Here’s the new video, showing Tesla’s lead designer, Franz von Holzhausen, throwing what appeared to be a metal ball at the Cybertruck’s windows:
Musk captioned the video: “Franz throws steel ball at Cybertruck window right before launch. Guess we have some improvements to make before production haha.”
The result in the video was different from Nov. 21, 2019’s live Cybertruck unveiling, where the truck’s armored glass dramatically cracked twice in a row after being hit by a metal ball. During that demo, multiple hard objects were used to hit the truck, including a large sledgehammer.
Though Musk laughed off the mishap onstage, exclaiming, “Oh my f—ing god” and “room for improvement,” the video went viral and Tesla’s stock price sank.
On Nov. 25, 2019, Musk tried to explain why the windows had broken during the live demo but not in earlier tests.
“Sledgehammer impact on door cracked base of glass, which is why steel ball didn’t bounce off,” he said. “Should have done steel ball on window, *then* sledgehammer the door. Next time …”
The Cybertruck is Tesla’s bold, brash first foray into the pickup-truck market — a market it has gradually primed itself to enter as its battery technology has become more powerful. It is made from various tough-sounding materials, including stainless steel and ultra-strong “Armor” glass.
According to Tesla’s website, Tesla plans to begin production of the Cybertruck, which starts at ,900, in late 2021. The vehicle’s most expensive version starts at ,900, and the company says it will have a maximum range of over 500 miles, a maximum towing capacity of over 14,000 pounds, and the ability to accelerate from zero to 60 mph in under 2.9 seconds.
Musk wrote over the weekend that Tesla had received 200,000 preorders so far.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The U.S. Army Joint Readiness Training Center at Fort Polk, Louisiana, is consistently rated by soldiers as a place that you don’t want to go. Hot temperatures, high humidity and a geographically isolated location make it so that soldiers posted there can’t wait to PCS and soldiers training there can’t wait to leave.
It must be said, though, that JRTC does offer world-class training for warfighters from the riflemen on the frontline to the commanders maneuvering them from their TOCs. JRTC also allows international partners to come and train with U.S. forces to foster partnerships and future interoperability. British soldiers are a common sight in the backwoods of central Louisiana, however, they generally come as a single company. For their own large-scale training, the Brits go to Kenya.
The British Army Training Unit Kenya is a permanent training support unit based mainly in Nanyuki, roughly 200 km north of the Kenyan capital of Nairobi. Consisting of about 100 permanent staff and a short-tour cohort of an additional 280 personnel, BATUK provides demanding and realistic training exercises for units preparing to deploy.
The UK Ministry of Defence maintains a Defence Cooperation Agreement with the Kenyan government that allows up to six British infantry battalions of 10,000-12,000 personnel to carry out four-week long exercises in Kenya every year. The training takes place at Archer’s Post Training Area in Samburu County and Dol Dol Training Area in Laikipia County. BATUK also currently maintains two barracks in Nairobi that serve as a rear area base and depot.
Similar to JRTC, British soldiers stationed in Nairobi serve as OCTs and OPFOR for the units that rotate in for training. BATUK even provides domestic housing so that soldiers can bring their families during their posting.
The local environment is arid and can be difficult to navigate, making it an excellent training ground for units preparing to deploy to combat zones. To optimize training, small towns have been constructed to facilitate MOUT training and hundreds of locals are hired to serve as role players.
(UK Ministry of Defence)
In Kenya, British forces train using both the Tactical Engagement Simulation system (British MILES gear) and live fire. As a result, like at JRTC, soldiers have to be on the lookout for native wildlife that wanders into the training area. However, whereas JRTC hosts animals like turkeys and deer, soldiers training at Archer’s Point or Dol Dol have the occasional elephant or giraffe sighting.
In return for the use of Kenyan land, three squadrons from the Corps of Royal Engineers are assigned to BATUK and carry out civil engineering projects throughout Kenya, while two medical companies provide primary healthcare assistance to the civilian community. Britain also offers training opportunities in the UK to the Kenya Defence Forces and supports its fight against Al Shabaab with British deployments to Somalia.
With a renewal of the defence agreement in September 2015, British troops will continue to conduct valuable training in Kenya through BATUK.
A solar power plant with energy-storage capability that went online in 2018 at Redstone Arsenal, Alabama, and a biofuel power plant at Schofield Barracks, Hawaii, were among projects that helped the Army gain recognition in 2018 with an award from the Federal Energy Management Program.
“This was recognition for a tremendous amount of teamwork,” said Michael McGhee, executive director of the Army Office of Energy Initiatives. His office oversees and facilitates privately-funded, large-scale energy projects on Army land.
OEI has facilitated 7 million in such projects on 17 Army installations over the past five years. Many of the projects allow utility companies to use Army land in exchange for developing electricity projects more affordably. Some of these projects will save the Army money over the long-term, states the Department of Energy award, but more importantly, they also improve energy security and resilience.
Energy resilience is a top priority for the Army, said Jack Surash, acting deputy assistant secretary of the Army for energy and sustainability.
“Uninterrupted access to energy is essential to sustaining critical Army missions,” Surash testified at a House energy subcommittee hearing Dec. 12, 2018. He went on to say such uninterrupted power is becoming more challenging “as potential vulnerabilities emerge in the nation’s utility-distribution infrastructure.”
This 1-megawatt utility battery that stores energy from Redstone Arsenal’s solar array in Alabama is the first of its kind for the Army.
(US Army photo)
Threats to the grid include more sophisticated cyberattacks and more frequent severe storms, earthquakes and tsunamis, McGhee said. In consideration of these threats, current Army policy requires critical mission activities to be provided with a minimum of 14 days of energy, which McGhee emphasized is focused on the mission-critical infrastructure that must anticipate the potential for long-term power outages. He added a couple of Army installations currently also have the ability to keep the whole base operating for more than three or four days if the grid goes down.
One of them is Schofield Barracks with its biofuel plant that became operational in May.
The Oahu project exemplifies a partnership with a utility company that helps maximize the value for another party’s investment while also serving the needs of the Army, McGhee said.
Hawaiian Electric needed to build a new power plant. The older ones were typically built along the coastline because most of the people lived there and that’s where the fuel shipments came in.
“Unfortunately, that’s also where the strongest effects of a storm surge would be felt in a tsunami or other extreme-weather event,” McGhee said. So the company was looking to place its new plant on higher ground with more security and less risk.
Behind the secure perimeter of Schofield Barracks was an obvious choice, McGhee said.
The biofuel plant provides power to Oahu during peak-demand periods. It has the capability to be decoupled from the grid in case of a grid emergency, McGhee said, and Schofield Barracks has the first right to power from the plant in such an emergency.
The 50-megawatt power plant can provide 100 percent of the power needed to keep Schofield Barracks, Wheeler Army Airfield and Field Station Kunia running during a grid power emergency, according to OEI.
Several days of biofuel are stored on site at the plant and 30 days are available on the island, McGhee said. The plant also uses regular fuel oil and could even be operated on liquefied natural gas, providing what he termed as even more resilience.
For emergency power design, a reliable source of fuel and the ability to use more than one type of fuel is the key to long-term sustainability of operations, he said. In the case of severe weather, resupply of fuel for back-up power often becomes a problem, he added, so having the ability to resupply from multiple sources with multiple types of fuel is desired.
“We need something more than just your standard backup of diesel generators, in order to have a more resilient solution,” McGhee said.
One of the problems with energy resilience from renewable-power sources, such as solar or wind power, has been the lack of ability to store the power for use when the wind stops or the sun goes down.
Until recently, storage options have not been affordable.
“It’s not so much the technology has gotten cheaper as it is that the manufacturing has gotten to be more extensive, lowering the unit cost,” McGhee said of large-scale battery storage units.
“It’s very exciting for us, because we’ve been looking forward to this moment to couple large-scale, utility-size batteries with our existing large-scale, energy-generation projects that we helped develop,” he said.
The Redstone Arsenal project was OEI’s first foray into large-scale utility batteries, McGhee said, but added several more “are in the works” and could be part of projects in the coming year.
Acting Assistant Secretary of the Army for Installations, Energy and Environment Jordan Gillis stands in the center of those who helped the Army earn recognition with a 2018 Federal Energy and Water Management Award, including to his left, Michael McGhee, director, Office of Energy Initiatives. Jack Surash, acting deputy assistant secretary of the Army for energy and sustainability, is to the right of Gillis.
(US Army photo)
“It’s happening very quickly,” he said, “Companies are better understanding the technology, but they’re also better understanding the value proposition.” More developers are now actively seeking partners for battery-storage projects, he said.
“That technology at an affordable price enables so many other technologies and so many design options that weren’t available before.
“Large-scale affordable battery storage … provides the most compelling new option paths available that are intriguing to improving resilience on Army installations,” he added.
The 1-megawatt battery that became operational on Redstone in February can provide power for 2 megawatt hours, McGhee said, and added that future battery projects are likely to be much larger
Additional components must be added to the Redstone project to enable long-term backup power, he said. But planning is underway for a potential microgrid that could provide sustainable power at the arsenal for a long-term emergency.
Large-scale batteries are being evaluated to possibly be added to existing projects at other installations, McGhee said.
For instance, 30-megawatt alternating-current solar photovoltaic power plants have been operating for a couple of years now on Forts Gordon, Benning and Stewart in Georgia.
Fort Rucker and Anniston Army Depot in Alabama have 10-megawatt solar projects that are part of microgrids providing energy to the installations.
Fort Detrick, Maryland, has a 15-megawatt solar project with 59,994 panels that have been providing electricity to the post since 2016.
Fort Hood, Texas has both a 15-megawatt solar array on-post and a 50-megawatt wind turbine farm off-post that have been providing electricity to Fort Hood since 2017. All of these projects could potentially benefit from large-scale battery storage, according to McGhee.
“The batteries we are looking at have a relatively small footprint and require little maintenance,” he said, adding, “they’re a very low-touch kind of technology that has tremendous benefit.”
Natural Gas may be a trend for the coming year, McGhee said. The cost of natural gas has come down, he explained, making it more economical to build smaller utility electrical plants fueled by gas.
A utility company in Lawton, Oklahoma, is looking at investing in a natural gas plant along with a solar array on Fort Sill, he said. His office is working with the utility on a design and they are beginning environmental reviews. If approved, the project would utilize an “enhanced-use lease authority” where the utility company would be allowed to use the land for siting the natural gas and solar plants in return for providing a backup power capability to the installation.
This biofuel power plant at Schofield Barracks, Hawaii, became operational in May 2018 and in the case of an emergency can provide all the electricity needed to operate the installation.
Most of the OEI projects have used either the enhanced-use lease authority or power purchase agreements to provide energy sustainability, but McGhee said he looking at other options to enhance microgrids. Controls that enable energy from plants to be more efficiently applied to installation facilities could merit direct Army funding he said.
Energy Savings Performance Contracts are another option. ESPCs involve privately-financed design and installation of equipment that provides energy savings over time and those savings then enable the government to pay back the private investment.
Utility Energy ServiceContracts, or UESCs, can also provide services to improve installation power equipment reliability, or McGhee said with more creative thinking, create microgrids.
“We’re weaving together a collection of authorities that very often are not considered in concert,” McGhee said. OEI helps garrisons that that may not have the experience or resources to be working with all the different types of authorities.
“Our office tries to bring a more integrated solution,” he said.
Teamwork for readiness
OEI actually received the FEMP Federal Energy and Water Management Award on Oct. 23 from the Department of Energy. McGhee said he accepted the award on behalf of the many commands and garrisons that helped coordinate the 11 projects above. The Army Corps of Engineers Headquarters and Districts and Centers of Expertise, Installation Management Command, Mission and Installation Contracting Command and Army Materiel Command, along with the Defense Logistics Agency, were among organizations that McGhee said deserve credit for the team award.
The award states the projects generate a total of 350 megawatts of distributed energy that help stabilize and reduce the Army’s costs while improving its security, resilience and reliability.
“Supporting Army readiness is the No. 1 priority,” McGhee said. “Our systems are being designed to improve the Army’s installation readiness.
“In addition we are helping to modernize the Army’s energy infrastructure, adding new technologies, and adding new protections that help us be ready for the needs of tomorrow, to include things like cyber intrusion.”