As I've prefiously mentioned, the DOD report may consist of as many as four parts. This segment completes the DOD and the remaining segment(s) will cover the Departments of the Army, Navy and Air Force.
A. Director, Defense Research and Engineering
a. Ensures that the war fighters today and tomorrow have superior and affordable technology to support their missions, and to give them revolutionary war winning capabilities.
b. Defense Technical Information Center
i. Serves the DoD community as the largest central resource for DoD and government-funded scientific, technical, engineering, and business related information available today. For more than 60 years DTIC has provided the war fighter and researchers, scientists, engineers, laboratories, and universities timely access to over 2 million publications covering over 250 subject areas. Our mission supports the nation's war fighter. DTIC is a DoD Field Activity within the Under Secretary of Defense for Acquisition, Technology and Logistics, reporting to the Director, Defense Research & Engineering.
B. Defense Technology Security Administration
a. Administers the development and implementation of DoD technology security policies on international transfers of defense-related goods, services and technologies. It ensures that critical U.S. military technological advantages are preserved; transfers that could prove detrimental to U.S. security interests are controlled and limited; proliferation of weapons of mass destruction and their means of delivery is prevented; diversion of defense-related goods to terrorists is prevented; military interoperability with foreign allies and friends is supported; and the health of the U.S. defense industrial base is assured.
i. Review and coordinate 30,000 export licenses annually and other actions related to export of controlled hardware and technology and provide DoD position to the Departments of State or Commerce
ii. Review Commodity Jurisdiction Requests, Enforcement Support, Advisory Opinions, Retransfer Requests
iii. Develop and adjudicate positions that address U.S. technology security concerns
iv. Develop and advocate technology security policy recommendations consistent with national military strategy and security cooperation guidance
v. Monitor technology transfer related to integration and launch of U.S. space technology on foreign launch vehicles (mandated by 1999 National Defense Authorization Act [NDAA])
vi. Advise key acquisition program managers (e.g., Joint Strike Fighter [JSF], Missile Defense) in preparation of technology release roadmaps for international cooperative programs
Defense Manpower Data Center
C. Office of the Secretary of Defense
a. Principal staff element of the SecDef in the exercise of policy development, planning, resource management, fiscal, and program evaluation responsibilities. OSD includes the immediate offices of the Secretary and Deputy Secretary of Defense, Under Secretaries of Defense, Director of Defense Research and Engineering, Assistant Secretaries of Defense, General Counsel, Director of Operational Test and Evaluation, Assistants to the Secretary of Defense, Director of Administration and Management, and such other staff offices as the Secretary establishes to assist in carrying out assigned responsibilities.
D. Director of Administration and Management
a. Under the direction of the Deputy SecDef, the Director is the principal staff assistant and advisor to both SecDef and Deputy SecDef on DoD-wide organizational and administrative management matters. These include: developing and maintaining organizational charters and overseeing assigned programs, such as the DoD Committee Management Program, DoD Management Headquarters Program, DoD Historical Program, DoD Freedom of Information Act Program, and the OSD Internal Management Control Program. In addition, the DA&M serves as the DoD focal point for DoD Quality Management matters, analyzes and controls manpower requirements for the OSD and other assigned activities, and acts for the Secretary of Defense before the Congressional Joint Committee on Printing on all matters relating to printing, binding, and publications requirements
b. Office Of Freedom Of Information
i. The mission of the Office of Freedom of Information is to provide access to records created by the Office of the Secretary of Defense and Joint Staff. This includes the processing of Freedom of Information Act (FOIA) initial requests from the general public, and consultations from other DOD and Executive Branch Agencies and Departments. To fulfill this responsibility, OFOI operates this FOIA Requester Service Center.
E. Executive Secretariat of the DoD
a. Executive Secretary
i. Supports the SecDef and Deputy SecDef by executing the following responsibilities:
1. Management, control, and tasking of correspondence, including letters, facsimiles, and messages, addressed to the SecDef and Deputy SecDef.
2. Coordination of decision and information packages prepared for the SecDef and Deputy SecDef.
3. Control of requests for DoD support to external agencies at the federal government level and below.
4. Designation of Executive Agents to provide administrative and logistic support for visiting foreign dignitaries.
5. Coordinating the provision of DoD personnel, military and civilian, to fill billet requirements in non-DoD agencies.
6. Validation and approval of military airlift transportation requests for the Office of the SecDef (OSD) personnel and non-DoD agencies.
7. Planning and execution of administrative and logistic support for the SecDef and Deputy SecDef overseas and domestic travel.
b. One section consists of four officers, one from each of the Services, acting as Military Assistants to the Executive Secretary and liaisons with their respective Services. They also maintain account portfolios which, in their entirety, cover every activity within the Department of Defense. The senior officer in this group is designated as the Deputy Executive Secretary. This section is supported by one administrative clerk.
c. A second section consists of three officers and one administrative support person who work primarily for the planning and execution of the administrative and logistical aspects of the Secretary's and Deputy's overseas and domestic travel.
d. The third section, consisting of two civilian action officers, an administrative Non-Commissioned Officer and an administrative support person, provide oversight and coordination of requirements in a number of areas, to include: White House security programs and assignment actions, non-DoD personnel assignments, scheduling and consolidation of documents for interagency meetings, and classified document security management.
F. The Joint Chiefs of Staff
a. The Joint Chiefs of Staff consist of the Chairman, the Vice Chairman, the Chief of Staff of the Army, the Chief of Naval Operations, the Chief of Staff of the Air Force, and the Commandant of the Marine Corps. The collective body of the JCS is headed by the Chairman (or the Vice Chairman in the Chairman's absence), who sets the agenda and presides over JCS meetings. Responsibilities as members of the Joint Chiefs of Staff take precedence over duties as the Chiefs of Military Services. The Chairman of the Joint Chiefs of Staff is the principal military adviser to the President, Secretary of Defense, and the National Security Council (NSC), however, all JCS members are by law military advisers, and they may respond to a request or voluntarily submit, through the Chairman, advice or opinions to the President, the Secretary of Defense, or NSC. The executive authority of the Joint Chiefs of Staff has changed. In World War II, the U.S. Joint Chiefs of Staff acted as executive agents in dealing with theater and area commanders, but the original National Security Act of 1947 saw the Joint Chiefs of Staff as planners and advisers, not as commanders of combatant commands. In spite of this, the 1948 Key West Agreement allowed members of the Joint Chiefs of Staff to serve as executive agents for unified commands, a responsibility that allowed the executive agent to originate direct communication with the combatant command. Congress abolished this authority in a 1953 amendment to the National Security Act. Today, the Joint Chiefs of Staff have no executive authority to command combatant forces. The issue of executive authority was clearly resolved by the Goldwater-Nichols DOD Reorganization Act of 1986: "The Secretaries of the Military Departments shall assign all forces under their jurisdiction to unified and specified combatant commands to perform missions assigned to those commands..."; the chain of command "runs from the President to the Secretary of Defense; and from the Secretary of Defense to the commander of the combatant command."
b. Chairman of the Joint Chiefs of Staff
i. Admiral Mike Mullen, United States Navy
1. Graduated from the U.S. Naval Academy in 1968. He commanded three ships: the gasoline tanker USS Noxubee (AOG 56), the guided missile destroyer USS Goldsborough (DDG 20), and the guided missile cruiser USS Yorktown (CG 48). As a Flag Officer, he commanded Cruiser-Destroyer Group 2, the George Washington Battle Group, and the U.S. 2nd Fleet/NATO Striking Fleet Atlantic. Ashore he has served at the Naval Academy, in the Bureau of Personnel, in the Office of the Secretary of Defense and on the Navy Staff. He was the 32nd Vice Chief of Naval Operations from August 2003 to October 2004. Prior to becoming Chairman, Admiral Mullen served as the 28th Chief of Naval Operations. His last operational assignment was as Commander, NATO Joint Force Command Naples/Commander, U.S. Naval Forces Europe.
2. I’ve met ADM Mullen, socially, when he was still CNO. I must say that I was not overly impressed by the Admiral.
c. Vice Chairman of the Joint Chiefs of Staff
i. General James E. Cartwright, United States Marine Corps
1. Commissioned a second lieutenant in the Marine Corps in November 1971. He completed Naval Flight Officer training in April 1973 and graduated from Naval Aviator training in January 1977. He has operational assignments as an NFO in the F-4, and as a pilot in the F-4, OA-4, and F/A-18. He is a distinguished graduate of the Air Command and Staff College at Maxwell AFB, received his Master of Arts in National Security and Strategic Studies from the Naval War College, Newport, Rhode Island and completed a fellowship with Massachusetts Institute of Technology. General Cartwright's command assignments include: Commander, United States Strategic Command (2004-2007); Commanding General, First Marine Aircraft Wing (2000-2002); Deputy Commanding General, Marine Forces Atlantic (1999-2000). General Cartwright's joint staff assignments include: Director for Force Structure, Resources and Assessment, J-8 the Joint Staff (2002-2004); Deputy Director for Force Structure, Requirements, J-8 the Joint Staff (1996-1999).
d. Chief of Staff of the Army
i. General George W. Casey, Jr., United States Army
1. In his previous assignment, he was the Commander, Multi-National Force – Iraq, a coalition of over thirty countries, from 01 July2004 until 10 February 2007. General Casey was commissioned a second lieutenant of Infantry in 1970. He has served in operational assignments in Germany, Italy, Egypt, Southwest Asia and the United States. He has commanded at every level from platoon to Division. His principal staff assignments have been as a Chief of Staff, 1st Cavalry Division, Fort Hood, Texas; Operations Officer and Chief of Staff, V (US/GE) Corps, Heidelberg, Germany; Deputy Director for Politico-Military Affairs, Joint Staff, Commander, Joint War Fighting Center/J7, US Joint Forces Command, Director Strategic Plans and Policy and Director of the Joint Staff and 30th Vice Chief of Staff, United States Army. He commanded a mechanized infantry battalion at Fort Carson, Colorado; a mechanized infantry brigade at Fort Hood, Texas; served as Assistant Division Commander for Maneuver and Support in the 1st Armored Division in Bosnia and Germany; and commanded the 1st Armored Division in Bad Kreuznach, Germany.
e. Chief of Naval Operations
i. Admiral Gary Roughhead, United States Navy
1. Admiral Roughead is a 1973 graduate of the United States Naval Academy. Among his six operational commands, he was the first officer to command both classes of Aegis ships, having commanded USS Barry and USS Port Royal. As a Flag officer, he commanded Cruiser Destroyer Group 2, the George Washington Battle Group; and U.S. Second Fleet/NATO Striking Fleet Atlantic and Naval Forces North Fleet East. Ashore, he served as commandant, United States Naval Academy, the Department of the Navy’s Chief of Legislative Affairs, and as deputy commander, U.S. Pacific Command. Roughead is one of only two officers to have commanded the Fleets in the Pacific and Atlantic, commanding the U.S. Pacific Fleet and Joint Task Force 519, as well as Commander, U.S. Fleet Forces, where he was responsible for ensuring Navy forces were trained, ready, equipped and prepared to operate around the world, where and when needed.
f. Commandant of the Marine Corps
i. General James T. Conway, United States Marine Corps
1. He was commissioned in 1970 as an infantry officer. His company grade assignments included multiple platoon and company commander billets in both the 1st and 2nd MarDivs; Executive Officer of the MarDet in the USS Kitty Hawk (CVA-63); series and company commander at the Marine Corps Recruit Depot in San Diego; aide to the Commanding General, and Director, Sea School. As a field grade officer, he commanded two companies of officer students and taught tactics at The Basic School; he also served as operations officer for the 31st Marine Amphibious Unit to include contingency operations off Beirut, Lebanon; and as Senior Aide to the Chairman, Joint Chiefs of Staff. Promoted to Lieutenant Colonel, he was reassigned to the 2nd MarDiv as Division G-3 Operations Officer before assuming command of 3rd Battalion, 2nd Marines in January 1990. He commanded Battalion Landing Team 3/2 during Operations Desert Shield and Desert Storm. He served Commanding Officer of The Basic School. His general officer duties included Deputy Director of Operations, J-34, Combating Terrorism, Joint Staff, Washington, D.C.; and President, Marine Corps University at Quantico, Va. After promotion to Major General, he assumed command of the 1st MarDiv. In Nov 2002, Conway was promoted to Lieutenant General and assumed command of the I Marine Expeditionary Force. He commanded I MEF during two combat tours in Iraq. In 2004, he was reassigned as the Director of Operations, J-3, Joint Staff, in Washington, D.C.
g. Chief of Staff of the Air Force
i. General Norton A. Schwartz, United States Air Force
1. Schwartz graduated from the U.S. Air Force Academy in 1973. He has served as Commander of the Special Operations Command-Pacific, as well as Alaskan Command, Alaskan North American Aerospace Defense Command Region, and the 11th Air Force. Prior to assuming his current position, General Schwartz was Commander, U.S. Transportation Command and served as the single manager for global air, land and sea transportation for the Department of Defense. General Schwartz is a command pilot with more than 4,400 flying hours in a variety of aircraft. He participated as a crewmember in the 1975 airlift evacuation of Saigon, and in 1991 served as Chief of Staff of the Joint Special Operations Task Force for Northern Iraq in operations Desert Shield and Desert Storm. In 1997, he led the Joint Task Force that prepared for the noncombatant evacuation of U.S. citizens in Cambodia. He has flown 9 different versions of the C-130 Hercules and two different types of helicopter. Five of the C-130 types and both helicopters are special missions aircraft and two of the remaining types of C-130 aircraft were Spectre gunships.
Annual Report of the Department of Defense to the President and the Congress may be found at http://www.dod.mil/execsec/adr_intro.html. The latest is for FY 2005, but I urge you to glance through these reports.
There is, like in everything else, good and bad to the DoD. As in every other Federal bureaucracy, the Department is bloated. It has been my experience that there are 3 types of civilian employees: Political appointees who want to do the best job they can, but quite often don't know enough about the job to do it right, by the time they learn it their term is over; career civil service upper and middle management whose watchword, in too many cases, is "self preservation"; and the worker bee down in the trenches who makes sure the job gets done. Unfortunately, the management types are often more of a hindrance than a help. Another issue is that the SecDef and his staff cannot know all they need to know about the three service branches. They must depend on the Service Secretaries. Unfortunately, since the Service Secretaries can be quite parochial, we need a good SecDef to keep them under control.
The following men served as Secretary of Defense.
James V. Forrestal, Sep 17, 1947 - Mar 28, 1949, President Truman. A WWI era Naval Aviator and former SecNav, he tried to do a good job. Unfortunately he crossed swords with the President too often. Fired by Truman. Died from fall through a window at Bethesda Naval Hospital. Unknown whether death was accident, suicide, or homicide. Autopsy results never released.
Louis A. Johnson, Mar 28, 1949 - Sep 19, 1950, Truman Administration. A WWI Army officer.
Johnson was Truman's Budget Cutter. His failure to adequately plan for conventional force commitments, to adequately train and equip current forces, or even to budget funds for storage of surplus Army and Navy war-fighting material for future use in the event of conflict cost the nation dearly after war broke out on the Korean Peninsula. Johnson resigned
George C. Marshall, Sep 21, 1950 - Sep 12, 1951, Truman Administration. General of the Army (5-Stars). Army Chief of Staff and Military Advisor to FDR. His main role was to restore confidence and rebuild the armed forces from the post-war state of demobilization. He served in that post for less than one year.
Robert A. Lovett, Sep 17, 1951 - Jan 20, 1953, Truman Administration. WWI Naval Aviator. Post WWI Naval Air Squadron Commander (LCDR). When Lovett became Secretary, the end of the Korean War was not yet in sight. His main concern continued to be the long-range rearmament program. Like Marshall, Lovett believed that the United States erred seriously at the end of World War II by disintegrating the military.
Charles E. Wilson, Jan 28, 1953 - Oct 8, 1957, Eisenhower Administration. CEO for General Motors. Ike was, in reality, the SecDef. Wilson was just a figurehead. In the wake of the Korean War, he cut the defense budget significantly. He looked on the assistant secretaries as his "vice presidents" and tried to run the Pentagon like an industrial corporation.
Neil H. McElroy, Oct 9, 1957 - Dec 1, 1959, Eisenhower Administration. President of Procter & Gamble. Ike was the real SecDef. McElroy was also a figurehead.
Thomas S. Gates, Dec 2, 1959 - Jan 20, 1961, Eisenhower Administration. CDR, USN, WWII. Under SecNav, SecNav, and DepSecDef. Although Gates adhered to the usual budget posture and strategy of the Eisenhower administration, there was 8.2 percent real growth in DoD's fiscal year 1961 budget after Congress completed its work. Ike actually let Gates do his job.
Robert S. McNamara, Jan 21, 1961 - Feb 29, 1968, Kennedy & Johnson Administrations. LCOL, AUS, WWII. President of Ford Motor Co. A prime architect of the Vietnam War. Repeatedly overruled the JCS on strategic matters, McNamara gradually became skeptical about whether the war could be won by deploying more troops to South Vietnam and intensifying the bombing of North Vietnam. Ask any Vietnam Vet and you'll usually hear that McNamara was more than worthless, he was contemptible.
Clark M. Clifford, Mar 1, 1968 - Jan 20, 1969, Johnson Administration. CAPT, USNR, WWII, Naval Aide to Truman. After leaving the government in 1950, Clifford practiced law in Washington, D.C. but continued to advise Democratic Party leaders. After LBJ took office in Nov 1963, Clifford served frequently as an unofficial White House Counsel. Clifford continued McNamara's highly-publicized Cost Reduction Program, announcing that over $1.2 billion had been saved in fiscal year FY 1968 as a result of the effort. Faced with a congressionally-mandated reduction of expenditures in FY 1969, Clifford suspended the planned activation of an infantry division and deactivated 50 small ships, 9 naval air squadrons, and 23 Nike-Hercules missile launch sites.
Melvin R. Laird, Jan 22, 1969 - Jan 29, 1973, Nixon Administration. Enlisted USN in 1942. Commissioned in April 1944 and served in USS Maddox (DD-731), in the Pacific. A recipient of the Purple Heart and several other decorations, Laird left the Navy in April 1946. 17 years in US Congress.
Elliot L. Richardson, Jan 30, 1973 - May 24, 1973, Nixon Administration. Combat Medic, 4th ID, WWII. Purple Heart. Commissioned 1stLT. Career Politician/Political Appointee. Att'y Gen'l of MA. Lt Gov of MA. US Ambassador to the UK. Under Secretary of State. Secretary of Health, Education and Welfare. Secretary of Defense. US Attorney General. Secretary of Commerce. Other than his stint as US Attorney General, did he know anything about the Cabinet posts he held?
James R. Schlesinger, Jul 2, 1973 - Nov 19, 1975, Nixon and Ford Administrations.
Although Schlesinger didn't do a bad job, he was hamstrung, under Nixon, by Watergate and Henry Kissinger. Schlesinger's insistence on higher defense budgets, his disagreements within the administration and with Congress on this issue, and his differences with Secretary of State Kissinger all contributed to his dismissal from office by President Ford.
Donald H. Rumsfeld, Nov 20, 1975 - Jan 20, 1977, Ford Administration. CAPT, USNR (Ret) (Naval Aviator). Rumsfeld was White House Chief of Staff during part of the Ford Administration, and also served in various positions in the Nixon Administration. Rumsfeld served four terms in the United States House of Representatives (as my Congressman!), and served as United States Ambassador to NATO. In 1971 Nixon was recorded saying about Rumsfeld "at least Rummy is tough enough" and "He's a ruthless little bastard. You can be sure of that." In August 1974, he was called back to Washington to serve as transition chairman for the new president, Gerald R. Ford. He had been Ford's confidant since their days in the House when Ford was House minority leader. Later in Ford's presidency, Rumsfeld became White House Chief of Staff, where he served from 1974 to 1975. In October 1975, Ford reshuffled his cabinet in the Halloween Massacre. He named Rumsfeld to become the 13th U.S. Secretary of Defense; George H. W. Bush became Director of Central Intelligence. According to Bob Woodward's 2002 book Bush at War, a rivalry developed between the two men and "Bush senior was convinced that Rumsfeld was pushing him out to the CIA to end his political career."
Harold Brown, Jan 21, 1977 - Jan 20, 1981, Carter Administration. DepSecDef and SecAF. Ph.D. in physics. Between 1969 and 1977 he was president of the California Institute of Technology. In March 1981, he observed: “. . . I want to note again the basic limitation of any attempt to manage the Defense Department in an idealized textbook fashion. The pull of the need to be able to fight a war, if necessary, will always limit the peacetime efficiency of the defense establishment . . . . The pull of conflicting domestic interests represents democratic government . . . . To manage defense efficiently and at the lowest possible cost along presumed business lines of management and organization is a useful standard. But there are prices we cannot afford to pay for meeting it exactly. One is the abandonment of democratic control. Another is the loss of a war. Defense cannot be "managed" like a business. But it can be led so as to preserve most effectively our national security interests."
Caspar W. Weinberger, Jan 21, 1981 - Nov 23, 1987, Reagan Administration. CAPT, 41st ID, WWII (my Dad's outfit). Lawyer. CA state politician. Nixon's Director of OMB. Ford's Secretary of Health, Education and Welfare. Although not widely experienced in defense matters, Weinberger had a reputation in Washington as an able administrator; his powers as a cost cutter earned him the sobriquet "Cap the Knife." He shared President Reagan's conviction that the Soviet Union posed a serious threat to the United States, and that the defense establishment needed to be modernized and strengthened. Belying his nickname, at the Pentagon Weinberger became a vigorous advocate of Reagan's plan to increase the Department of Defense budget. Readiness, sustainability, and modernization became the watchwords of the defense program. In his early years at the Pentagon, Cap Weinberger was known as "Cap the Ladle" for advocating large increases in defense spending.
Frank C. Carlucci, Nov 23, 1987 - Jan 20, 1989, Reagan Administration. Naval Officer, 1952-54. Rumsfeld's college room mate. Foreign Service Officer. Nixon's Director of the Office of Economic Opportunity, Carter's Deputy Director, CIA, Deputy SecDef and National Security Advisor under Reagan. He was reportedly less hard-line in policies toward the Soviet Union than Weinberger.
Richard B. Cheney, Mar 21, 1989 - Jan 20, 1993, George H. Bush Administration. 12 years in the House of Representatives. Worked for Rumsfeld in Office of Economic Opportunity. Succeeded Rumsfeld as White House Chief of Staff. 2nd choice for SecDef. John Tower was 1st choice but couldn't get through Senate. Cheney let DepSecDef run department while he handled "external matters".
Les Aspin, Jan 21, 1993 - Feb 3, 1994, Clinton Administration. Army Officer/Systems Analyst at Pentagon, 1966-68. 22 years in the House of Representatives. Aspin served as an adviser to Clinton on defense matters during the 1992 presidential campaign. (What did he know about defense?) Given Clinton's lack of military experience, appointment of a prominent and respected defense expert to head The Pentagon seemed desirable. Aspin's views on defense issues were well known. He was skeptical about the Strategic Defense Initiative, and favored a smaller Navy, a cut in U.S. troops in Europe, and further reduction of military personnel strength. These positions, along with the assumption that Aspin would work toward a substantial cut in the Defense budget, worried the military. Defense industry leaders applauded Aspin's selection because he favored maintaining a viable defense industrial base.
William J. Perry, Feb 3, 1994 - Jan 23, 1997, Clinton Administration. US Army enlisted man from 1946 to 1947, including service in the Occupation of Japan. Perry later received a commission in the United States Army Reserve, serving from 1950 to 1955. DepSecDef under Aspin. Perry's selection was well received in the Pentagon, Congress, and the defense industry. Shortly after President Clinton's reelection in November 1996, Perry made known his decision to step down as secretary. He spoke of his growing frustration over working with a Congress so partisan that it was harming the military establishment, and said that he did not think the results of the 1996 congressional election would decrease the partisanship. He later explained that his decision to retire was "largely due to the constant strain of sending U.S. military personnel on life-threatening missions."
William S. Cohen, Jan 24, 1997 - Jan 20, 2001, Clinton Administration. 6 years in the House of Representatives and 18 years in the Senate. Cohen said he thought on occasion he might differ with Clinton on specific national security issues. He implicitly criticized the Clinton administration for lacking a clear strategy for leaving Bosnia and stated that he thought U.S. troops should definitely be out by mid-1998. He also asserted that he would resist further budget cuts, retain the two regional conflicts strategy, and support spending increases for advanced weapons, even if it necessitated further cuts in military personnel. Cohen questioned whether savings from base closings and acquisition reform could provide enough money for procurement of new weapons and equipment that the Joint Chiefs of Staff thought necessary in the next few years. He supported the expansion of NATO and looked on the proliferation of weapons of mass destruction as the most serious problem the United States faced.
Donald H. Rumsfeld, Jan 20, 2001 - Dec 18, 2006 , George W. Bush Administration. He started his second tour well, but than he appeared to just be come a crotchety, short-tempered, old man.
God Bless,
Gunner Sends
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