    [Senate Hearing 117-984]
    [From the U.S. Government Publishing Office]

                                                            S. Hrg. 117-984

                        THE NOMINATION OF THE HONORABLE
                           CHRISTINE E. WORMUTH TO BE
                             SECRETARY OF THE ARMY

    =======================================================================

                                    HEARING

                                   before the

                          COMMITTEE ON ARMED SERVICES
                              UNITED STATES SENATE

                        ONE HUNDRED SEVENTEENTH CONGRESS

                                 FIRST SESSION

                                   __________

                                  MAY 13, 2021

                                   __________

             Printed for the use of the Committee on Armed Services

                     [GRAPHIC NOT AVAILABLE IN TIFF FORMAT]

                     Available via: http://www.govinfo.gov

                                   ______

                     U.S. GOVERNMENT PUBLISHING OFFICE

    63-009 PDF                WASHINGTON : 2026

                          COMMITTEE ON ARMED SERVICES

                        JACK REED, Rhode Island, Chairman

    JEANNE SHAHEEN, New Hampshire	    JAMES M. INHOFE, Oklahoma
    KIRSTEN E. GILLIBRAND, New York	    ROGER F. WICKER, Mississippi
    RICHARD BLUMENTHAL, Connecticut	    DEB FISCHER, Nebraska
    MAZIE K. HIRONO, Hawaii		    TOM COTTON, Arkansas
    TIM KAINE, Virginia		    MIKE ROUNDS, South Dakota
    ANGUS S. KING, Jr., Maine	    JONI ERNST, Iowa
    ELIZABETH WARREN, Massachusetts	    THOM TILLIS, North Carolina
    GARY C. PETERS, Michigan	    DAN SULLIVAN, Alaska
    JOE MANCHIN III, West Virginia	    KEVIN CRAMER, North Dakota
    TAMMY DUCKWORTH, Illinois	    RICK SCOTT, Florida
    JACKY ROSEN, Nevada		    MARSHA BLACKBURN, Tennessee
    MARK KELLY, Arizona                 JOSH HAWLEY, Missouri
                                        TOMMY TUBERVILLE, Alabama

                     Elizabeth L. King, Staff Director
                  John D. Wason, Minority Staff Director

                                      (ii)

                              C O N T E N T S

                                 ----------

                                may 13, 2021

                                                                       Page

    The Nomination of the Honorable Christine E. Wormuth to be            1
      Secretary of The Army.

                               Members Statements

    Reed, Senator Jack...............................................     1

    Inhofe, Senator James M..........................................     3

                               Witness Statements

    Hagel, Charles ``Chuck'', Former Secretary of Defense............     3

    Wormuth, The Honorable Christine, Nominee to be Secretary of The      5
      Army.

      Advance Policy Questions.......................................    37

      Questions for the Record.......................................    72

      Nomination Reference and Report................................    91

      Biographical Sketch............................................    92

      Committee on Armed Services Questionnaire......................    95

      Signature Page.................................................   103

                                     (iii)

                        THE NOMINATION OF THE HONORABLE
                           CHRISTINE E. WORMUTH TO BE
                             SECRETARY OF THE ARMY

                                  ----------

                             THURSDAY, MAY 13, 2021

                                  United States Senate,
                                   Committee on Armed Services,
                                                        Washington, DC.
        The Committee met, pursuant to notice, at 9:30 a.m. in room
    SD-G50, Dirksen Senate Office Building, Senator Jack Reed
    (Chairman of the Committee) presiding.
        Committee Members present: Senators Reed, Shaheen,
    Gillibrand, Blumenthal, Hirono, Kaine, King, Warren, Peters,
    Manchin, Duckworth, Rosen, Kelly, Inhofe, Wicker, Fischer,
    Cotton, Rounds, Ernst, Tillis, Sullivan, Cramer, Scott,
    Blackburn, Hawley, and Tuberville.

                 OPENING STATEMENT OF SENATOR JACK REED

        Chairman Reed. Let me call the hearing to order.
        Good morning. The Committee meets this morning to consider
    the nomination of Ms. Christine Wormuth to be Secretary of the
    Army.
        On behalf of the Committee, I want to thank you for your
    willingness to return to public service. Thank you very much.
        I also want to welcome your husband, Mr. Drew Kuepper and
    your mother, Mrs. Deanna Wormuth, who are with us this morning.
    I would like to acknowledge your daughters, Rachel and
    Madeleine, and other family members who I am sure would have
    liked to have been here in person, but because of pandemic
    restrictions, are proudly watching from home. We thank them for
    their continued support of your service to our Nation.
        Finally, I want to recognize and thank former Secretary of
    Defense Chuck Hagel, who will be introducing Ms. Wormuth this
    morning. Thank you, again, Mr. Secretary, for your service and
    your presence.
        As we consider Ms. Wormuth's nomination, I note that she
    has a wealth of experience in defense and national security
    policy spanning 25 years both, in and out of government. She
    has served in multiple senior leadership positions at the
    Department of Defense (DOD) as well as with the highly public
    policy research organizations, including her recent tenure at
    the RAND Corporation.
        I also want to acknowledge the historic nature of this
    hearing. If confirmed, Ms. Wormuth would be the first woman to
    be the Secretary of the Army and I am pleased that we have
    finally reached this moment.
        Ms. Wormuth, as Secretary of the Army your primary
    responsibility will be the manning, training, and equipping of
    Army Forces to ensure that the service is capable, in
    conjunction with other branches for provides for the defense of
    the United States. In the process of providing forces to
    combatant commanders, you will need to navigate the perpetual
    tensions amongst mobilization, modernization, and readiness.
        The Army is fundamentally about people. The Chief of Staff
    of the Army, General McConville, has committed the Army being a
    people-first organization, not just for soldiers, but their
    families, Army civilians, and veterans. To be a people-first
    organization, the Army must show commitment through its
    policies and practices.
        However, a trip I took to Fort Hood with Senator Inhofe
    deepened my concern about the cohesion of the force. The
    military continues to show the strain of 2 decades of
    continuous deployments. The Fort Hood report showed that too
    many commanders do not know their troops and too many troops do
    not trust their commanders, and issues such as racism,
    extremism, sexual harassment, and sexual assault have, in too
    many instances, gone unchecked.
        Ms. Wormuth, these are issues that will require your direct
    and immediate attention and I would ask that you share with the
    Committee this morning how you plan to address these issues.
        Historically, the Army has struggled to effectively
    modernize. The establishment of Army's Futures Command and the
    associated reorganization of related commands inject a
    tremendous energy into modernization efforts and Congress has
    provided the service-wide latitude to make programmatic and
    structural changes and has supported the Army's efforts.
    However, creating such new authorities as created tensions
    between civilian and military acquisition officials. As
    Secretary of the Army, you will face difficult decisions on
    these modernization efforts. You will need to be clear-eyed in
    defining the Army's appropriate role within the Joint Force and
    multidomain operations and you will need to ensure that the
    spirit and intent of civilian control of the military is
    appropriately executed.
        Lastly, the Army must continue to improve its readiness in
    the context of long-term strategic competition. I applaud the
    Army's ongoing focus on large training exercises, including the
    Defender series in Europe and in the Pacific and its leadership
    in the Project Convergence series. These large-scale events not
    only test system capabilities and exercise critical skill sets
    to include mobilization and deployment of the force, they also
    facilitate joint and coalition training, reflecting how we
    would fight in future operations.
        The Army has also introduced ReARMM, Regionally Aligned
    Readiness and Modernization Model, to synchronize all Army
    components across regions and provide predictability to the
    formations under U.S. supervision, regular Army, National
    Guard, and the Army Reserves. This effort has great promise.
        Ms. Wormuth, it is confirmed you entered an Army in
    transition and will face China as the pacing threat,
    revanchist, near-peer land threats in Europe, and
    counterterrorism requirements remaining in the Middle East and
    Africa. These challenges will require a thoughtful resolute
    leadership.
        Thank you, again, for your willingness to serve our Nation.
    I look forward to your testimony.
        Now let me recognize the ranking member, Senator Inhofe.

                   STATEMENT OF SENATOR JAMES INHOFE

        Senator Inhofe. Thank you, Mr. Chairman.
        Ms. Wormuth, it is great to have you here today. We look
    forward to your confirmation, and it is nice to see Chuck Hagel
    back, too. So, we look forward to your introduction.
        As I have often said, the world is the most dangerous
    place. We all understand that now. We face the threats we have
    not faced before. Our competitors have gone to school in the
    American way of war and they are rapidly modernizing their
    militaries to exploit our vulnerabilities.
        We are all aware that China and Russia, combined, has spent
    more to modernize their militaries than we are. Now, you are
    the first Service Secretary nominee to come before us and we
    have a couple of Army guys up here, so we have a little bias in
    this, and I would tell each one of you, if you are given
    insufficient resources to meet the mission, we are here to
    help.
        But we do not have time for that sort of question and drama
    when our adversaries, especially the Chinese, are outpacing us.
    Each of the services should be focused on providing the forces
    and combatant commanders in need to keep up the pace.
        The Army has quite a lot to contribute in the 2018 NDS
    [National Defense Strategy]. You and I talked about that. Your
    commitment to this blueprint is very impressive and I do
    appreciate that. I have been pleased with the Army to drive and
    adapt a new operational challenges in the INDOPACOM from the
    developing in new land-based strike options to standing up
    multidomain task forces. We wrote the Pacific Deterrence
    Initiative last year, in part, because we are not present
    enough in the Western Pacific and the Army understands that.
        So, we look forward to your testimony and look forward to
    serving with you.
        Thank you, Mr. Chairman.
        Chairman Reed. Thank you, Senator Inhofe.
        Now, it is my privilege and pleasure to introduce former
    Secretary of Defense Chuck Hagel to introduce Ms. Wormuth.
        Mr. Secretary?

       STATEMENT OF CHARLES ``CHUCK'' HAGEL, FORMER SECRETARY OF
                                DEFENSE

        Mr. Hagel. Good morning, Chairman Reed, Ranking Member
    Inhofe, and Members of the Committee.
        I appreciate the opportunity to introduce Christine Wormuth
    in support of the President's nomination of her to be Secretary
    of the Army. As Senator Inhofe just noted, a few of us have had
    some experience with the Army and as an old Army sergeant, it
    is truly a privilege to introduce the President's nominee for
    Secretary of the Army to the Armed Services Committee.
        You all have Ms. Wormuth's bio and impressive work record
    over many years in varied national security positions, so I am
    not going to repeat what you already have; instead, I am going
    to tell you a little bit about how I know her, how I have
    worked with her, my experience with her, and my knowledge of
    Ms. Wormuth.
        I have known and worked with Christine Wormuth since
    February 2013 during my time at the Pentagon as Secretary of
    Defense, but I have known who she was through my previous
    positions as a United States senator, co-chairman of the
    President's Intelligence Advisory Board, and chairman of the
    Atlantic Council.
        When I became Secretary of Defense in February 2013, Ms.
    Wormuth became an important part of my team. She held the
    position of Deputy Under Secretary of Defense for Strategy
    Plans and Forces. She worked closely with Under Secretary of
    Defense Jim Miller and the Deputy Under Secretary, Kathleen
    Hicks, who this Committee has just recently confirmed to be the
    Deputy Secretary of Defense.
        In early 2014, I recommended to President Obama that he
    nominate Ms. Wormuth to replace Under Secretary Miller, since
    he was leaving, as well as Deputy Under Secretary Hicks. The
    President nominated her and she was confirmed by this Committee
    in mid-2014.
        Under Secretary Wormuth and I worked closely on many
    issues. Her experience, leadership, and good judgment were
    essential to fulfilling the serious responsibilities that DOD
    had during that time and continues to have. Ms. Wormuth led the
    2014 Quadrennial Defense Review, working closely with the
    chairman and vice chairman of the joint chiefs of staff and the
    military services.
        Her leadership was especially important during the Ebola
    crisis in 2014 and 2015. Where she worked closely with the
    Army, AFRICOM command. The White House, and all the
    intergovernmental agencies involved with the Ebola effort. Ms.
    Wormuth's leadership and long experience was critical to
    helping the Army to further develop and strengthen its
    capabilities, its vision, and also understand and lead its
    role, what the Army's role was during these developing times,
    during a period of great power competition. Particularly, its
    warfighting concepts, strategies, capabilities, and needs for
    the future.
        While serving as the senior director for defense policy at
    the National Security Council before joining DOD, she worked
    closely with Secretaries Gates' and Panetta's teams on the 2012
    defense strategic guidance. Which revised DOD's strategy and
    signaled to rebalance to the Asia Pacific.
        Her extensive efforts working on suicide prevention, sexual
    assault, and harassment, and support to military families and
    veterans, and all ``quality of life'' issues for our military
    and their families were particularly impressive. When I told
    Ms. Wormuth that I intended to recommend her to President Obama
    to be Under Secretary of Defense for Policy, I also told her
    that I intended to recommend to the President that Bob Work be
    Deputy Secretary of Defense and Mike McCord be Under Secretary
    Controller. The point was, I wanted a team that would work
    closely together. She never wavered from that commitment and
    was an effective and respected leader as a strong member of a
    very impressive team.
        In February 2015, I awarded Christine Wormuth the
    Distinguished Public Service Award, which as you all know, is
    the highest award that can be given to political appointees. In
    this citation, I said, and quote, Ms. Wormuth played a vital
    role, leading the Department's efforts to degrade, destroy, the
    Islamic State of Iraq and the Lavan, regularly providing
    strategic advice to the Secretary of Defense, engaging with
    members of the interagency to formulate policy and briefing
    members of Congress of key developments amid a significant
    budget uncertainty that we were dealing with at the time.
        Ms. Wormuth was a critical voice in the Department
    deliberations aimed at aligning the Department's strategy with
    its resources. After Ms. Wormuth left the Pentagon at the end
    of the Obama administration in 2017, she took on new senior
    director roles at the Atlantic Council and RAND. Where I,
    again, worked with her as a member of the Atlantic Council's
    international board of directors and RAND's board of trustees.
        As I noted in my introduction of Mike McCord on Tuesday
    morning, the indispensable requisites of leadership are
    character, integrity, courage, and judgment. If any of these
    are missing, the journey will not end well. If the person does
    not possess a sense of humanity and decency, they are not fit
    for leadership.
        Christine Wormuth possesses all of these essential
    requirements and the successful experience to warrant her
    confirmation. I am proud to introduce Christine Wormuth this
    morning.
        Thank you, Mr. Chairman, Ranking Member Inhofe, for
    allowing me to present my introduction of Ms. Wormuth for your
    consideration of President Biden's nomination of her to be
    Secretary of the Army. Thank you.
        Chairman Reed. Well, thank you very much, Mr. Secretary. I
    particularly want to thank you for your service as a sergeant,
    probably the high point of your contribution to the United
    States of America. I say that as someone who cannot claim that
    distinction as being an NCO [non-commissioned officer] in
    combat. Thank you very much.
        Ms. Wormuth, your statement, please.

      STATEMENT OF THE HONORABLE CHRISTINE WORMUTH, NOMINEE TO BE
                         SECRETARY OF THE ARMY

        Ms. Wormuth. Good morning, Chairman Reed, Ranking Member
    Inhofe, and distinguished Members of the Committee. I am deeply
    honored to come before you today as President Biden's nominee
    for Secretary of the Army.
        I am grateful for your consideration of my nomination and I
    am also very grateful to this Committee for its long and
    bipartisan commitment to our national security.
        Thank you, Secretary Hagel, for being here in person today
    and giving me such a lovely introduction. It was a privilege to
    work with you when you were Secretary and it is a particular
    honor to be introduced today by the first and only old Army
    sergeant who was also Secretary of Defense. If confirmed, I
    hope to follow your example of leadership that never lost sight
    of the brave military members and their families who serve our
    Nation and who are at the heart of everything we do in the Army
    and Department of Defense.
        To my husband Drew, a retired Navy officer, don't hold it
    against him, Thank you for your love, optimism, and support, no
    matter what comes our way. My daughters, Rachel and Madeleine,
    are off in college now, but they are always in my heart. I have
    been blessed with a strong and wonderful family who has taught
    me to strive, lifted me up, and modeled service to others.
        Thank you, Mom, for being here today and every day and
    thank you, Jennifer, for all that you do as a caring and
    capable surgeon.
        My mother's father, Arthur Dean Wilkens, was a World War II
    Army veteran. My father-in-law, Bill Kuepper, served in the
    Army during the Korean War. My sister serves today in the U.S.
    Army Reserves and my step son-in-law serves in the National
    Guard.
        While I have not served in uniform, I chose to serve in a
    different way: as a career civil servant in the Department of
    Defense and, later, I had the honor of serving as Under
    Secretary of Defense for Policy. It has been the privilege of
    my career to work alongside and see firsthand the sacrifices
    soldiers and their families make, as well as all they achieve
    when answering the Nation's call time and, again. I could not
    be more humbled and proud to have the opportunity to serve as
    Secretary of the Army and to ensure that we continue to provide
    the Army with what it needs to succeed.
        Title 10 gives the Secretary of the Army many
    responsibilities. But fundamentally, the job of the Secretary
    is to lead the Army, to lead change in the Army, to be a strong
    advocate for the value of land power both, inside and outside
    the Department of Defense, and to build strong relationships
    with you, Congress, who ultimately provides the argumentative
    with the authorities and resources it needs to fulfill its
    mission.
        If confirmed, I will focus each and every day on these
    solemn responsibilities, working closely with the Chief of
    Staff of the Army and other Army leaders. I will strive to
    always provide candid and considered advice to Secretary Austin
    and Deputy Secretary Hicks in matters affecting the Army.
        More than any time in my professional life, the United
    States appears to be at a strategic inflection point. We have a
    window to make needed changes to ensure that the Army continues
    to be the best fighting force in the world, but that window
    will not be opened indefinitely.
        If confirmed, my goal will be to help the Army continue to
    transform to be able to compete, deter, and if necessary, fight
    and win. Together with this Committee and others, we need to
    carefully examine our operational concepts, align them to meet
    the challenges posed by the adversaries we face, use them to
    drive what new advanced capabilities we acquire and then
    organize, train, and equip our soldiers to employ these
    capabilities successfully in competition and conflict, if
    necessary.
        The Army has embarked on its most ambitious modernization
    program in 40 years to enable it to stay ahead of the
    challenges posed by the realities of high-intensity,
    technologically advanced warfighting. Seeing these
    modernization programs through successfully, while maintaining
    readiness to meet the demands of current operations, will be a
    top priority for me, if confirmed.
        Fundamental to the Army's readiness is its people: Army
    soldiers, whether Active, Guard, or Reserve, their families,
    Army civilians, and our Army veterans.
        General McConville and former Secretary McCarthy place the
    Army's people at the center of their efforts and if confirmed,
    I intend to prioritize the full range of people issues. To
    ensure our soldiers and civilians have the best quality of life
    possible, I will strive to continue improving our Army housing,
    healthcare, childcare, and spouse employment opportunities. I
    will focus on ensuring the Army can recruit, develop, and
    retain the diversity of talent it needs to remain the world's
    premier land force, and I will do everything in my power to
    ensure we have a healthy command climate at every Army
    installation that foster's Army values and ensures the well-
    being of our people.
        There is no place in our Nation's Army for sexual
    harassment and assault, domestic violence, extremism, ration
    racism, or other harmful behaviors that inhibit readiness.
        Members of the Committee, if confirmed, I will seek to lead
    as a hands-on Secretary that works closely with the Army's
    uniformed leadership at all levels, empowers our staff, models
    ethical and transparent leadership, and who demonstrates
    everyday care for the entire Army team. I will be the strongest
    possible advocate for the Army inside the Pentagon and out.
        Finally, I would consult closely with this Committee,
    because without regular and constructive dialogue and
    partnership, we will not succeed in transforming the Army to
    meet future challenges.
        I look forward to your questions and thank you again for
    opportunity to be with you today.
        [The statement of Ms. Wormuth follows:]

                    Prepared Statement by Christine Wormuth
        Good morning Chairman Reed, Ranking Member Inhofe, and
    distinguished Members of the Committee. I am deeply honored to come
    before you today as President Biden's nominee for Secretary of the
    Army. I am grateful for your consideration of my nomination. I am also
    grateful to the Committee for its long and bipartisan commitment to our
    national security. Your commitment to ensuring our Armed Forces have
    what they need to protect and defend our Nation is essential.
        Thank you Secretary Hagel for being here in person today to
    introduce me so warmly to the Committee. It was a privilege to work
    with you when you were Secretary, and it is a particular honor to be
    introduced today by the first and only Secretary of Defense who also
    served our country during the Vietnam War as an Army sergeant. If
    confirmed I hope to follow your example of leadership that never lost
    sight of the brave military members and their families who serve our
    nation and are at the heart of everything we work for in the Army and
    the Defense Department.
        To my husband Drew, a retired Navy officer, thank you for your
    love, optimism and support no matter what comes our way. My daughters
    Rachel and Madeleine are off in college now but they are my greatest
    joy and are always in my heart. I have been blessed with a strong and
    wonderful family who have taught me to strive, lifted me up, and
    modeled service to others. Thank you Mom for being here today and every
    day and thank you Jennifer for all that you do as a caring and capable
    surgeon.
        My mother's father, Arthur Dean Wilkens, was a World War II Army
    veteran. My father-in-law, Bill Kuepper served in the Army during the
    Korean War. My sister serves today in the U.S. Army Reserves and my
    stepson-in-law serves in the National Guard. While I have not served in
    uniform, I chose to serve in a different way, as a career civil servant
    in the Department of Defense and later had the honor of serving as
    Under Secretary of Defense for Policy. It has been the privilege of my
    career to work alongside and see first-hand the sacrifices soldiers and
    their families make, as well as everything they have achieved in
    answering the Nation's call, time and again. I could not be more
    humbled and proud to have the opportunity to serve as Secretary of the
    Army and ensure that we continue to provide the Army what it needs to
    succeed.
        Title 10 gives the Secretary of the Army many responsibilities, but
    fundamentally the job of the Secretary is to lead the Army----to lead
    change in the Army--to be a strong advocate for the value of land
    power, both inside and outside the Department of Defense, and to build
    strong relationships with you, Congress, who ultimately provides the
    Army with the resources and authorities it needs to fulfill its
    mission. If confirmed, I will focus each and every day on these solemn
    responsibilities, working closely with the Chief of Staff of the Army
    and other Army leaders. I will strive to always provide candid and
    considered advice to Secretary Austin and Deputy Secretary Hicks on
    matters affecting the Army.
        More than at any previous point in my professional life, the United
    States appears to be at a strategic inflection point. We have a window
    to make needed changes to ensure that the Army continues to be the best
    fighting force in the world. but that window will not be open
    indefinitely. If confirmed, my goal will be to help the Army continue
    to transform to be able to compete, deter, and if necessary fight and
    win. Together with this Committee and others, we need to carefully
    examine our operational concepts, align them to meet the challenges
    posed by the adversaries we face, use them to drive what new, advanced
    capabilities we acquire, and then organize, train and equip our
    soldiers to employ those capabilities successfully in competition and
    conflict, if necessary. The Army has embarked on its most ambitious
    modernization program in 40 years to enable it to stay ahead of the
    challenges posed by the realities of high-intensity, technologically
    advanced warfighting. Seeing these modernization programs through
    successfully, while also maintaining readiness to meet the demands of
    current operations will be a top priority for me, if confirmed.
        Fundamental to the Army's readiness is its people--Army soldiers,
    whether Active, Guard or Reserve, their families, Army civilians and
    our Army veterans. General McConville and former Secretary McCarthy
    placed the Army's people at the center of their efforts and, if
    confirmed, I intend to prioritize the full range of people issues. To
    ensure our soldiers and civilians have the best quality of life
    possible, I will strive to continue improving our Army housing,
    healthcare, childcare, and spouse employment opportunities. I will
    focus on ensuring the Army can recruit, develop, and retain the
    diversity of talent the Army needs to remain the world's premiere land
    force. I will do everything in my power to ensure we have a healthy
    command climate at every Army installation that fosters Army values
    ensures and the well-being of all our people. There is no place in our
    Nation's Army for sexual harassment and assault, domestic violence,
    racism, and extremism. or other harmful behaviors that inhibit
    readiness.
        Members of the Committee, if confirmed, I will seek to lead as a
    hands-on Secretary that works closely with the Army's uniform
    leadership at all levels, empowers our staffs, models ethical and
    transparent leadership, and who demonstrates care day in and day out
    for the entire Army team. I will be the strongest possible advocate for
    the Army inside the Pentagon and out. Finally, I would consult closely
    with this Committee, because without regular and constructive dialogue
    and partnership, we will not succeed in transforming the Army to meet
    future challenges.
        I look forward to your questions and thank you again for
    opportunity to be with you today.

        Chairman Reed. Thank you very much, Ms. Wormuth.
        There are a series of standard questions that we must ask
    of the nominees. Would you appropriately respond?
        Have you adhered to applicable laws and regulations
    governing conflicts of interest?
        Ms. Wormuth. Yes.
        Chairman Reed. Have you assumed any duties or taken any
    action that would appear to presume the outcome of the
    confirmation process?
        Ms. Wormuth. No.
        Chairman Reed. Exercising our legislative and oversight
    responsibilities makes it important that this Committee, the
    subcommittees, and other appropriate committees of Congress
    receive testimony, briefings, reports, records, or other
    information from the Executive Branch on a timely basis.
        Do you agree, if confirmed, to appear and testify before
    this Committee when requested?
        Ms. Wormuth. Yes.
        Chairman Reed. Do you agree to provide records, documents,
    and electronic communications in a timely manner when requested
    by this Committee, its subcommittees, or other appropriate
    committees of Congress and to consult with the requestor
    regarding the basis for any good faith delay or denial in
    providing such records?
        Ms. Wormuth. Yes.
        Chairman Reed. Will you ensure that your staff complies
    with deadlines established by this Committee for the production
    of reports, records, and other information, including timely
    responding to hearing questions for the record?
        Ms. Wormuth. Yes.
        Chairman Reed. Will you cooperate in providing witnesses
    and briefers in response to congressional requests?
        Ms. Wormuth. Yes.
        Chairman Reed. Will those witnesses and briefers be
    protected from reprisal for their testimony or briefings?
        Ms. Wormuth. Yes.
        Chairman Reed. Thank you very much and, again, welcome, Ms.
    Wormuth.
        You are on the verge of being responsible for the manning,
    training, equipping, and modernization of the Army and to
    support combatant commanders for their requirements.
        How do you see your policy and strategy background
    contributing to your ability to serve this role.
        Ms. Wormuth. Well, Senator, I have had the opportunity over
    the course of my career on a number of occasions to think about
    what kind of a National Defense Strategy we need and then think
    about what that means in terms of the kinds of capability and
    forces that our Nation needs to have to fulfill that strategy
    and meet the needs of the strategy that we need at the time.
        So, I have had the opportunity to work through Quadrennial
    Defense Reviews, probably more than I care to remember, and to
    work closely with all of the services. But certainly closely
    with the Army in particular to think about what kinds of
    capabilities we need and how best to organize those forces and
    how to train and equip them.
        I have also had the opportunity to, again, work closely
    with the services as it has had to strike the difficult balance
    sometimes between meeting the demands of current operations
    while also preparing for the future and ensuring readiness,
    even in very difficult times during sequestration. So, I think
    all of those experiences would serve me well if I were
    confirmed as Secretary of the Army.
        Chairman Reed. Thank you. As you indicated in your
    statement, and as I indicated in my statement, sexual
    harassment and sexual assault remain very significant issues
    under the force. As I indicated, Senator Inhofe and I had the
    opportunity to travel to Fort Hood and what we discovered was
    the prevention program, the education program, the shock
    program, as designated by the Army, was basically nonexistent,
    but below the brigade level. It was a check the box. It was, I
    think, a major, contributing factor.
        One of the major issues that you have it deal with is
    prevention. Adjudication is important, but I would rather
    prevent the crime than bring the accused to justice. But what
    are your thoughts on how to increase the focus on prevention?
        Ms. Wormuth. Senator, I very much share your view that we
    need to do more in terms of preventing sexual harassment and
    sexual assault. I think that the Army has begun to focus on
    that more through creation of this is my squad framework, if
    you will. It is really more of a mindset, as I understand it,
    but it very much comes from a place of trying to do a much
    better job of educating our soldiers that we are all on the
    team and on the squad together. I think that initiative will be
    helpful in terms of restoring a much healthier command climate.
        I think using the cohesion assessment teams that the Army
    has stood up to go out and survey other installations to try to
    get ahead of the kinds of problems that we saw at Fort Hood
    would be a good step.
        But if confirmed, I would want to look at what more could
    be done. In my own experience, think there are types of
    training that could be helpful with prevention and I am not
    talking here about more PowerPoint slides that people just sort
    of go to mental screen saver on. I am talking about training
    that is much more hands on and gets people involved in
    scenarios and talks to people about bystander training. Because
    I think that is something else that we want our soldiers to, if
    they see something happening, be part of stopping it.
        Chairman Reed. Well, thank you very much.
        If one of your advanced policy questions response, you
    referenced a potential risk if the authority and flexibility in
    modernization programs is too far removed from the actual
    production of the platform or item, there could be a situation
    where we are not wisely investing in such a program.
        So, given the ambitious timeline for fielding new
    equipment, what steps would you take to manage the risks across
    this program?
        Ms. Wormuth. Senator, this is something, if confirmed, I
    very much want to be hands-on, as I said, in my statement. I
    think that the standup of Army Futures Command was very, as you
    said, put a lot of energy around the Army's modernization
    programs. But I think to try to make sure that we keep our
    programs on schedule and at the cost that we have been planning
    for. I will want to look carefully at the work of the cross-
    functional teams, and I would, in particular, like to see the
    Assistant Secretary of the Army for Logistics and Technology,
    that part of the staff work very, very closely with Army
    Futures Command. I think there has been some friction there and
    I would like to do everything possible to make sure the whole
    team is working together, given the challenges in the program.
        Chairman Reed. Thank you very much.
        Senator Inhofe, please?
        Senator Inhofe. Thank you, Mr. Chairman.
        Thank you, I want to say to our witness for giving me the
    time, I had a chance to visit last week, and as we discussed
    during that time, I think we can all agree that the 2018 NDS
    with its emphasis on great power competition, as we discussed
    in my office, accurately assesses the current strategic
    environment and the Army will continue to play a major role in
    this environment.
        Now, back in 2014, the defense review of that year, it
    recommended cutting the size of the Army based on the lack of
    threat from Russia. Now, the first mention of Russia in that
    document says the United States is willing to undertake
    security, cooperation with Russia.
        Well, times have changed and the situation has changed, and
    I would ask a two-part question. One, as logistics become more
    contested, including cyber threats, do you think that those
    assumptions should be changed today and has the evolved threat
    from Russia changed your thinking on what kind of Army the
    Nation needs?
        Ms. Wormuth. Thank you, Senator Inhofe.
        I will take the second question first, if I may. You are
    absolutely right, circumstances have changed with Russia. I
    think of Russia as being a rogue nation that is something of a
    risk taker with Vladimir Putin at the head and I think we need
    to be very mindful of the challenges that Russia poses. It is
    one of the few nations that poses an existential threat to the
    United States and I think as we have seen recently in its
    aggressive behavior right at Ukraine's border that this is
    something we need to watch very carefully.
        I think there is very much a role for the Army in
    particular in Europe to provide a strong deterrent to make
    Russia think twice about any kind of aggressive action against
    NATO [North Atlantic Treaty Organization], for example. So, I
    support the forward headquarters of Fifth Corps, for example,
    in Poland. I would like to keep working through the European
    Deterrence Initiative to further strengthen our posture, vis-a-
    vis, Russia.
        To your point on contested logistics, I think it is fair to
    say there is a much greater appreciation today than there was
    in 2014 for the possibility of the challenges associated with
    projecting proper from what I would call a disrupted Homeland.
    So, logistics, and that is one of the reasons there is a joint
    concept underway for contested logistics. I think we would want
    to carefully examine assumptions around logistics in the
    ongoing strategy review.
        Senator Inhofe. Great response. I appreciate that.
        The other area, there have been a lot of changes. In 2018,
    the Army leadership identified six essential modernization
    priorities and since then, the Army has realigned over 35
    billion to fund these modernization priorities. Now, there have
    been a lot of changes, but I would ask the question, now based
    on the 2018 NDS, do you agree that the Army's assessment that
    long-range, precision fires is still the top modernization
    priority?
        Ms. Wormuth. Senator, I am pretty comfortable with that
    assessment. I think the long-range, precision fires portfolio
    is a very important one in the Army's overall modernization
    program and it is particularly important in the Indo-Pacific,
    although, it is also relevant, vis-a-vis, Russia, as well.
        Senator Inhofe. Very good. Thank you.
        Thank you, Mr. Chairman.
        Chairman Reed. Thank you very much, Senator Inhofe.
        Senator Shaheen, please.
        Senator Shaheen. Congratulations, Ms. Wormuth on your
    historic nomination and thank you for your willingness to come
    back into public service.
        You mentioned the fact that your stepson, you said is a
    member of National Guard and you also talked about the
    importance of the people of our military and our Army; they are
    the reason that we have been so successful. I am concerned that
    over this past year, we have witnessed the National Guard
    really deployed virtually nonstop to handle pandemic relief,
    civil disturbances, to administer vaccines, protect the U.S.
    Capitol, a whole myriad of activities.
        In New Hampshire, we have had over 900 Guard members who
    have deployed to support our COVID relief efforts. We could not
    have gotten through this last year without them. They have been
    consistently on deployment for more than 400 days and we also
    just sent a battalion to, a unit from the 1st Battalion, 169th
    Aviation Regiment to Kosovo and of that unit, 10 had previously
    been deployed, and one was on a sixth deployment.
        So, as we think about what we need and the important role
    of our National Guard, are you concerned with those prolonged,
    high-operational tempo of deployments and have you given any
    thought to what we might do to address the impact on those
    Guard members and their families?
        Ms. Wormuth. Thank you, Senator for that question.
        First of all, I want to take the opportunity to just thank
    the National Guard for the tremendous work that it has done in
    the past year, in particular; as you said, they have really
    stepped up in a time period that has been difficult for all of
    us. So, thank you to all of our National Guard for everything
    they have done.
        I am, of course, concerned about the possibility that there
    are unreasonable or unhelpful demands on the National Guard, as
    well as the Reserves. So if I were confirmed, I would want to
    look closely at, with General Hokanson, Chief of the National
    Guard Bureau, to look at exactly how that strain is manifesting
    and whether his assessment is that there is undue stress on the
    force.
        I think we have to be, particularly with our citizen
    soldiers, we have to be mindful of the fact that they are
    balancing their service in our military with their civilian
    careers and their responsibilities with their families, and,
    frankly, from a recruiting and retention standpoint, if we are
    overly taxing the Guard or the Reserves, that can be damaging
    for recruiting and retention.
        So, it is something that I would want to look into and I
    think there are tools to help manage places where there is
    undue strain, and that is something that also, the new ReARMM
    readiness model, I think will be helpful in trying to make the
    requirements more predictable for folks in the Guard and the
    Reserve.
        Senator Shaheen. Well, thank you.
        One aspect of that is the complexity of retirement,
    healthcare, and education benefits that the Guard receives, and
    as you know, there is a difference between when they are
    deployed on State orders under title 10, title 32, and the
    complex healthcare transitions that are caused by going off and
    on different orders. So, do you think we should re-examine
    those benefits and would you commit to being part of an effort
    to take a look at those and see how we can better ensure that
    Guard members know not only what is expected of them, but what
    they can receive as a result of what they are doing.
        Ms. Wormuth. Senator, if I were confirmed, I would be happy
    to look into the status of the benefits and how they are
    provided and whether that makes sense. I know we have done a
    tremendous amount in recent years to try to shrink the number
    of different duty statuses just to sort of help us with that,
    and I would be happy to look into the issues that you have
    raised and come back and talk with you.
        Senator Shaheen. Great. Thank you.
        Thank you very much, Mr. Chairman.
        Chairman Reed. Thank you, Senator Shaheen.
        Senator Cotton, please.
        Senator Cotton. Thank you, Mr. Chairman.
        Ms. Wormuth, congratulations on your nomination. Thanks for
    your, really lifetime of service in the Department in your many
    different roles and to your family for their many different
    family members who have served the country in uniform, as well.
        As you prepare to take over the Army, I want to highlight
    something that was troubling recently to me in the news. The
    Army University Press has published guidance that they will no
    longer use the term Union Army in their publications when
    writing about the Civil War. I think this is political
    correctness run amok.
        U.S. Grant, of course, in his memoirs, frequently wrote
    about the term Union Army and I think that we can all agree
    that Unconditional Surrender Grant knows a little bit more
    about Civil War history than do bureaucrats at the Army
    University Press.
        So, could I get your commitment today that you are going to
    insist that the Army in all of its educational and academic
    roles is going to reflect our common understanding of our
    history and not write terms like Union Army out of academic
    papers or books?
        Ms. Wormuth. Senator Cotton, I certainly grew up learning
    about the Union forces, myself. If I am confirmed, I would be
    happy to look into this and make sure that we are not writing
    the term Union forces out of our history.
        Senator Cotton. Thank you. I think most normal Americans
    who learn their Civil War history in ninth grade and are proud
    of what men like U.S. Grant and William Sherman did would be
    glad to hear that, as well.
        Can I also get a commitment on professional military
    education, that we will make sure that it is focused on what
    our senior leaders need to know to perform their roles, to lead
    their troops, and especially face off our main adversaries,
    countries like China and Russia?
        Ms. Wormuth. Yes, absolutely. I am a firm believer that our
    professional military education is essentially. Frankly,
    particularly as we are moving into a period of great power
    competition where so many of our officers have spent the last
    20 years focused on learning about issues in the Middle East.
    It is essential in my view that the PME [Professional Military
    Education] curricula be reoriented to make sure that we are
    teaching our officers what they need to know about the
    challenges that they will face.
        Senator Cotton. Thank you. Turning to programmatic matters,
    unfortunately, I think you are going to be presiding over the
    Army during a period of budgetary constraints. When you look at
    the Army's key modernization priorities, which one of those do
    you think are the most important to prioritize if you are
    facing a constrained budget?
        Ms. Wormuth. Well, Senator Cotton, as I said, I generally
    share the Army's current assessment that the long-range,
    precision fires priority is the top priority, but there is also
    a lot of interdependence among the six big categories. So, I
    will want to, if, in fact, there is a requirement to make hard
    choices, I will want to look very closely across the entire
    modernization program.
        Senator Cotton. Why do you think it is the long-range,
    precision fires that is the most urgent or the highest
    priority?
        Ms. Wormuth. Well, I think, Senator, it is the highest
    priority in my view because of the need to address the anti-
    access area denial challenges that we face in both, uniform and
    Indo-Pacific. Given the quite sophisticated integrated air
    defenses that we will likely be facing, I think it behooves us
    to develop capabilities that allow us to strike targets from
    very long distances.
        Senator Cotton. I agree, especially in the Western Pacific.
    That is one reason why I think it was so important that we
    finally leave the INF [Intermediate-Range Nuclear Forces]
    Treaty because China has built up thousands and thousands of
    missiles. Although many people of a potential conflict with
    China as primarily being driven by the air and naval battle.
    Obviously, you can carry a lot more rounds in the magazine, so
    to speak, from ground-based precision fires. That would be the
    Army's domain.
        Another possible budgetary constraint you could see is if
    the Department of Defense, not the Department of the Army,
    overall top line is constrained and there are urgent priorities
    that can no longer being postponed in the Air Force and the
    Navy, then the Army may end up having money taken out of its
    hide. Maybe the easiest place to come down there is the
    reduction in in-strength number of troops.
        What are your thoughts on the current in-strength and where
    it needs to be in the future?
        Ms. Wormuth. Well, Senator, first of all, I would say, I
    don't think anyone would be well served by looking at the Army
    as something of just a bill payer.
        Senator Cotton. I don't either, but I am afraid that that
    might be the direction it is going if the budget comes in where
    it has been reported.
        Ms. Wormuth. Because that is my view and because I will be
    a very strong advocate for the Army, if confirmed, I think I
    would look very carefully and be quite skeptical of proposals
    to make major cuts to force structure. I would not want to see
    us return to the days of 15-month-long deployments and regular
    use of stop-loss. So, I will certainly be a strong advocate for
    the Army, in the event that we have to make hard choices.
        Senator Cotton. Thank you. One final question, and I have
    raised this with your predecessor. I raised it with General
    Milley when he was the chief and with General McConville. Their
    hearings will be your wingman.
        The Army has all these great modernization priorities.
    Soldiers don't want to ride around in a next-generation combat
    vehicle. They want to ride in a Bradley or an Abrams. They
    don't want to shoot an extended, long-range cannon. They want
    to shoot a Paladin. They don't want to fly in Future Vertical
    Lift. They want to fly in an Apache or a Blackhawk.
        Can you commit to me, as your predecessors did, General
    McConville and General Milley, that we are going to give these
    things good names that motivate our soldiers, as opposed to
    long bureaucratic names?
        Ms. Wormuth. Senator, absolutely.
        Senator Cotton. There are a lot of great generals like
    Pershing and Eisenhower and Grant and Sherman. A lot of great
    young soldiers who have won the Medal of Honor over the years.
    Soldiers need to be motivated by the glorious history of their
    Army. They don't need to be riding around in vehicles with
    acronyms----
        Ms. Wormuth. Acronyms.
        Senator Cotton.--that are unpronounceable.
        Ms. Wormuth. Yes, Senator.
        Senator Cotton. Thank you.
        Chairman Reed. Thank you, Senator Cotton.
        Let me recognize Senator Kaine, please.
        Senator Kaine. Thank you, Mr. Chair.
        Ms. Wormuth, great to visit with you. Congratulations on
    your nomination. I would like to ask you to start off and just
    talk about the Army's progress on dealing with the military
    housing challenge. You and I talked and I feel like the Army
    might have been suffering the most difficulty in this area, but
    I have been pretty pleased with how the Army has moved out on
    dealing with the challenge.
        Please give me your assessment of where we are and what we
    need to do to continue to make progress.
        Ms. Wormuth. Thank you, Senator.
        I think the Army did undertake a pretty large
    reorganization to get its arms around the very significant
    problems that it was having in housing by making the Army
    Materiel Command and underneath that, the Installation
    Management Command, responsible for keeping their eye on this
    issue every single day. So, our three-star at IMC meets with
    the heads of the privatized companies on a weekly basis to go
    over exactly which houses are being worked on at particular
    installations. We now have, I believe, quarterly town halls
    with soldiers and their families at major installations to give
    people the opportunity to talk about concerns they have in
    their housing.
        I think these have been good steps forward and, if
    confirmed, I would want to continue to have that very regular
    focus and a lot of very close cooperation with the companies
    that are handling the privatized housing.
        Senator Kaine. Thank you for that.
        Last week, my colleague, Senator Sullivan and I had a
    hearing in the Readiness Subcommittee and one of our witnesses,
    Dr. Ray O'Toole is the acting director of operational tests and
    evaluation. He told us something that shocked both of us.
    Basically, all of the weapons programs that they evaluated in
    fiscal year 2020, none of the weapons programs they evaluated
    in fiscal year 2020 were survivable against relevant cyber
    threats.
        I have been on the Readiness Subcommittee for over 8 years
    and we get routine reports on service readiness, measured in
    terms of equipment, personnel, and training. However, we don't
    measure how ready our forces or weapons systems are to counter
    cyber threats.
        If confirmed, will you work with the committee to make sure
    that the Army is prepared to meet cybersecurity threats and
    even examine the question of whether our readiness metric
    should start to include assessments of how capable we are to
    meet those threats?
        Ms. Wormuth. Senator, if confirmed, I would be pleased to
    work with you and the Committee on this issue. I am greatly
    concerned, frankly, by the threats that we face in the cyber
    domain. All you have to do is look at the long gas lines that
    are probably happening in your neighborhood right now as a
    result of the Colonial Pipeline situation. I think those kinds
    of threats are a serious issue both, to the integrity of the
    modernization programs that we have underway, as well as to the
    integrity of our secure communication networks. So, I would be
    very happy to work with you, and Cybersecurity is something,
    that if confirmed, I will take very seriously.
        Senator Kaine. The last question--have is about Army's
    arsenals. I am pretty involved in shipyard optimization in my
    work with the Navy, given the heavy Navy presence in Virginia,
    but my sort of more top line understanding of our Army arsenals
    is that there is also significant need for investment and
    modernization in those arsenals.
        What can you tell me about how you would prioritize that
    issue, should you be confirmed?
        Ms. Wormuth. Well, Senator, my understanding, based on a
    variety of war games that I have had the opportunity to
    participate in, for example, underscore to me that munitions
    are going to be incredibly important and having sufficient
    inventories of munitions. So, I would certainly be interested
    in looking at our arsenals and the Army and making sure that
    they are ready to do what we need them to do.
        Senator Kaine. Thank you very much. I look forward to
    supporting your nomination.
        I yield back, Mr. Chair.
        Chairman Reed. Thank you very much, Senator Kaine.
        Let me recognize, via Webex, Senator Rounds.
        Senator Rounds. Thank you, Mr. Chairman.
        Ms. Wormuth, first of all, let me just say thank you for
    taking the time to visit with me last evening. I really did
    appreciate the discussion that we had.
        I want to identify just two areas that I would like to get
    your thoughts on and I will allow you to share your concepts of
    how we move forward, and I think Senator Kaine start talking
    about the cybersecurity. I would like to follow-up specifically
    with regard to the direction from the NDAA [National Defense
    Authorization Act] that was passed in fiscal year 2020. It said
    that each Military Department secretary would appoint an
    independent principal cyber advisor. This critical advisor may
    not assume any other position or responsibility in the Military
    Department, must be independent of the service chief's
    information officer, and must also advise the service's senior
    uniformed officer. This advisor must have a seat at the table
    during senior leader meetings and forums to ensure
    cybersecurity measures, actions, programs, and policies are
    synchronized and coordinated and basically brought into the
    framework and fabric throughout the Department.
        I would like you to share with us your thoughts on that and
    I would really like your commitment that, if confirmed, you
    will get back to us within your first 60 days in office to
    review the Army's implementation of this mandated requirement.
        Ms. Wormuth. Thank you, Senator Rounds.
        I would be very pleased, if confirmed, to come back with
    you and talk in detail about Army's current cyber plans both,
    on the capability side and also on the security side.
        If confirmed, I would intend to work very closely with my
    principal cyber advisor. I think creation of that position in
    each of the services was very beneficial. Frankly, the cyber
    domain, again, is an area in my experience where we really need
    to have some more specialized expertise. So, I think having
    someone advise me and be able to work closely with me would be
    very, very useful.
        I also think it would be beneficial for the principal cyber
    advisors of all of the services to be able to work together and
    collaborate and share lessons learned and best practices.
        Senator Rounds. Thank you. My time is going to expire
    shortly. With your background in defense policy at OSD [Office
    of the Secretary of Defense] and your time at RAND and
    Georgetown, I am curious to hear your perspective on how the
    Army basically will look at the competition with an aggressive
    China. Specifically, that part which is sometimes boring to
    talk about, but it has to do with the logistics about fighting
    in that AOR [area of responsibility].
        Can you share a little bit about your thoughts about the
    seriousness of what we face, the distances, the timing
    involved, and so forth that the Army will have to face and come
    up with, with regard to how you are going to handle logistics
    in that AOR.
        Ms. Wormuth. Yes, Senator. Well, as you know, in the Indo-
    Pacific, the distances are extremely long and will present some
    very, you know, new challenges for us in terms of joint
    logistics. One thing that I think would be helpful would be to
    develop a more distributed forward presence in the region to
    try to help us manage the challenges of those contested
    logistics.
        I also think, if confirmed as Secretary of the Army, I
    would want to work closely with my counterparts in the Air
    Force and the Navy. Because, frankly, as you know, many of you
    know, the Army does not self-deploy, unlike the Air Force and
    the Navy. So, getting ground forces to that theater will, to
    some degree, require, obviously, working with the Air Force and
    the Navy. I know, for example, there are some real issues, I
    think, on sealift, for example.
        So, thinking about the Army's logistical challenges in the
    context of the broader joint force would be something that I
    would want to focus on, if confirmed.
        Senator Rounds. Thank you.
        Thank you, Mr. Chairman.
        Chairman Reed. Thank you, Senator Rounds.
        Now, let me recognize, via Webex, Senator Gillibrand.
        Senator Gillibrand. Thank you, Mr. Chairman.
        Congratulations on being our first woman nominated to be
    Secretary of the Army. It is exciting and I am sure you are up
    to the task.
        As you know, fighting sexual assault in the military is one
    of my most important issues and it requires a positive command
    climate where survivors feel safe disclosing their assault.
    Obviously, with the Fort Hood report, the Army has not been
    acquitting itself well in that regard.
        What is your current assessment of command climate and how
    do you intend to improve it?
        Ms. Wormuth. Thank you, Senator Gillibrand, and thank you
    for your leadership on this issue over the years, as well as a
    number of others on this committee. I know this has been
    something that you have been passionate about, and as a woman,
    I particularly appreciate that passion and focus.
        I read the report of the independent Fort Hood review
    commission back in February, cover to cover and when I was
    done, I was extremely angry and frustrated. I think the
    commission's report, you know, makes claim that the Army has
    real issues when it comes to this topic and I think there is
    quite a bit of work to be done.
        I think it was very prudent of the previous secretary to
    fully accept all 70 recommendations of the independent review
    commission. If confirmed, I would be completely committed to
    fully implementing those, not just at Fort Hood, but across the
    entire Army, anywhere applicable.
        I think, you know, the Army has started to take some steps
    that will improve the command climate, such as sending those
    cohesion assessment teams out to other installations, as I
    talked about, but I think there is more work to be done. Again,
    as I said in response to an earlier question, I think, you
    know, we need to put quite a bit of focus on prevention
    programs, but also really pushing a positive command climate
    down to the lowest possible level, so those junior enlisted
    soldiers, you know, between 17 and 24, feel safe, feel
    protected, and are looking out for each other.
        Senator Gillibrand. Well, thank you. I am glad you share my
    concerns and I am glad that you are committed to implementing
    all the recommendations of the commission, including taking
    sexual assault out of the chain of command. I think that will
    be something that President Biden's 90-day review will also
    recommend taking those serious crimes out of the chain of
    command, and I hope that you will commit to implementing those
    recommendations as Secretary of the Army.
        Ms. Wormuth. Yes, Senator, and I look forward to getting
    the results of the independent commission that Secretary Austin
    directed. I will be very interested to see what recommendations
    they make.
        Senator Gillibrand. Me, too.
        As Chairwoman of the Personnel Subcommittee, I held a
    hearing two weeks ago on cyber personnel issues. Given the
    serious threats our nation is facing from Russia and China
    alone, having a strong cyber force is more important than ever.
    In the hearing and in my conversations with cyber experts,
    there have been a number of recommendations to strengthen our
    cyber force, including as part of recruitment and retention
    efforts.
        I am asking for your commitment to work with me on these
    important issues to help create a stronger, more adaptable
    cyber force.
        Ms. Wormuth. Senator, I would be happy to work with you on
    that issue. I think it is essential that we be able to recruit
    and retain qualified cyber experts into the Army and into the
    broader military. That can be challenging, as you can imagine,
    in terms of trying to compete with the private sector, so I
    think we need to think creatively about how we can bring that
    talent and keep it in the Army.
        Senator Gillibrand. I agree and we are working on some
    ideas, so I look forward to getting your input on that, as
    well. I also want to mention in my last-minute the Army Combat
    Fitness Test. On the subject of retention, I remain very
    concerned about the retention issues posed by the Army Combat
    Fitness Test. Mainly, its effects on retaining women and those
    with specialty roles like our JAGs, medical personnel, cyber
    warriors, which is why I pushed for a provision in the last NDA
    to pause and have the test independently evaluated.
        May I have your commitment that you will keep me and my
    staff apprised on the results of this independent study and can
    I also have your commitment that the Department of Army will be
    fully transparent in sharing any necessary data and information
    with me and my office regarding the ACFT?
        Ms. Wormuth. Yes, Senator. If confirmed, I would be happy
    to share that information with you. I know RAND is actually, I
    believe, undertaking that independent assessment and, again, I
    would want to look carefully at that myself.
        I also have concerns, obviously, about the implications of
    the test for our ability to continue to retain women, which we
    obviously want to do. I do think it is important for the Army
    to have a physical fitness test that tests the kinds of combat
    skills soldiers will need to have. To have a test that prevents
    injuries, which I think the new test is designed to do much
    better than the old one. But we want to make sure that we are
    not indirectly penalizing anyone. I think the Army's decision
    to, for example, allow women to do a plank, rather than the leg
    tuck is a good example of adapting it in a way that I think is
    helpful.
        Senator Gillibrand. I agree. Thank you so much. Good luck.
        Thank you, Mr. Chairman.
        Chairman Reed. Thank you, Senator Gillibrand.
        Let me now recognize Senator Ernst, please.
        Senator Ernst. Thank you, Mr. Chair.
        Ms. Wormuth, thank you, so very much for your willingness
    to step forward once again and serve our Nation in this
    capacity. You are certainly making history by charting course
    as our first female nominee for Secretary of the Army.
        Thirty years ago, I was commissioned into United States
    Army Reserve, and at that time, the opportunities for women
    were very limited. Women could not participate in combat arms.
    They were cut out of various leadership positions because they
    weren't able to be in combat arms. We had very few civilian
    female leaders within the scope of the Army.
        Now, knowing my daughter and her peers will be commissioned
    next year in 2022 and she will go into the United States Army
    and I am so thankful that she will have a strong, intelligent,
    and well-qualified woman leading our United States Army. So,
    God bless you for breaking those barriers and being the right
    person at the right time, and I wish you well.
        So, once confirmed, and I can assume your confirmation, you
    can't, but I can, you will have a very challenging road ahead.
    We do have a number of issue areas out there that do need
    attention and we all will need to ensure that our soldiers are
    prepared while we are able to modernize our Army and to defeat
    those threats globally, as have been discussed.
        I do look forward to working with you in the years to come
    to ensure our Army and our wonderful soldiers have the critical
    resources necessary to win the modern win on the modern
    battlefield.
        An area of interest that Senator Shaheen had brought up
    earlier was our National Guard Forces. I retired out of the
    National Guard just a few years ago and, certainly, they,
    through the last 20 years or so, have really been put to the
    test and you acknowledged that, and thank you for recognizing
    that, through COVID, through the natural disasters that we have
    throughout our states. We had a trade show in Iowa that our
    Guard soldiers responded to. They were here in our nation's
    capital, and we have soldiers in Kosovo as well, as Senator
    Shaheen has said, and we always have them in the Middle East
    from the great state of Iowa.
        So, we know that there are training challenges with those
    members as they are rapidly deployed both, domestically and
    OCONUS [Outside Contiguous United States] and they also lack
    the same type of resources as their Active Duty counterparts.
        What would you do to ensure that we are maintaining their
    readiness levels and making sure that their equipment is on par
    with their counterparts on Active Duty?
        Ms. Wormuth. Well, first, Senator, thank you very much for
    your very kind words. I really appreciate it, and if confirmed,
    I would certainly hope to live up to that example for your
    daughter.
        In terms of the National Guard and their equipment and
    readiness, I am very much a believer in the Total Army and am
    committed to making sure that our soldiers in the National
    Guard have the training that they need to be ready to do what
    we ask of them and have the equipment that they need to be able
    to execute the missions that we ask them to do. So, that is
    something that I will work diligently on.
        As you know, you know, there are times when there can be
    disagreements about where equipment needs to go and sometimes
    hard choices that are made, but I will be very attentive to the
    fact that the Guard has training and equipment needs.
        Senator Ernst. Yeah, thank you so much for your commitment.
        Another area of interest for me is our Army Special
    Operations Forces (SOF) and they have a program within Special
    Operations that is called Preservation of the Force and
    Families, and they are committed through this program for
    medical care of their forces, they focus on brain and cognitive
    health. Those efforts are critical to SOF, but I would also
    like to see some of those measures extended out to our
    conventional forces, as well.
        Would you be willing to collaborate with me on those
    efforts to make sure that we are paying attention to traumatic
    brain injury, to cognitive health with those conventional
    forces, as well?
        Ms. Wormuth. Senator, I would be happy to collaborate with
    you in that area, yes.
        Senator Ernst. I think it is extremely important to do
    that.
        Just because my time is expiring, we did, during our phone
    conversation, talk about the challenge that we are facing in
    Iowa. It is related to the large warhead manufacturing facility
    at the Iowa Army ammunition plant. It is critical that we get
    this issue resolved. There is a piece of equipment that we need
    to make sure remains in place, and, once again, I do appreciate
    your willingness to work with me on that issue, as well.
        With that, Mr. Chair, I yield back. Thank you very much.
        Chairman Reed. Thank you very much, Senator Ernst.
        Let me now recognize Senator Kelly.
        Senator Kelly. Thank you, Mr. Chairman.
        Ms. Wormuth, as chair of the Emerging Threats Subcommittee,
    I spend a lot of time considering the disrupt I have
    technologies and countermeasures being pursued by our most
    sophisticated adversaries and working to ensure that we can
    address and outmatch these efforts.
        As I traveled around Arizona, visiting our installations,
    it is clear that our ranges play a key role in this work. These
    testing environments provide significant value to our military
    as we focus on increasingly sophisticated near-peer challenges
    and strengthen our ability to leverage and integrate
    capabilities in AI [artificial intelligence], electronic
    warfare, and more.
        If confirmed, how will you ensure that ranges like the Yuma
    Proving Ground and Fort Huachuca's proving ground are a
    priority for the Army, and do I have your commitment to work
    with me to ensure that robust resourcing that can support
    state-of-the-art infrastructure in a robust workforce to meet
    the growing demand?
        Ms. Wormuth. Thank you, Senator Kelly.
        First of all, I completely agree with you that the Army
    needs to be very attentive to challenges like counter UAS, for
    example. Clearly, we are going to see artificial intelligence
    on the future battlefield, so those are absolutely areas that
    we need to be working on in terms of developing our
    capabilities and obviously being able to test our capabilities.
    So, I would be pleased to work with you on making sure that we
    are using our testing ranges to the fullest degree possible and
    are making sure that we are resourcing them so that we are able
    to use them in the ways that we need.
        Senator Kelly. Well, thank you.
        Fort Huachuca is also the home for a significant portion of
    the training for UABs . One of the benefits of training, as a
    former pilot myself in the United States Navy, training in
    Arizona is unmatched anywhere else. In Southern Arizona, we
    have 350-something days of sunshine every single year and it
    benefits the Army to do this training in Arizona. So, I would
    love, at some point, if you had the opportunity, to come out to
    Arizona and visit Fort Huachuca, Yuma Proving Ground, and just
    see the facilities that we have there and the capability that
    we have.
        You know, often, there are challenges that we face with,
    you know, moving systems and training around, so I wanted to
    invite you out to the state of Arizona to visit some of our
    incredible Army installations, and I hope you take me up on
    that.
        Ms. Wormuth. I would be happy to take you up on that. I
    would love to go visit Fort Huachuca, see Yuma Proving Ground,
    and see our terrific military intelligence schools there.
        Senator Kelly. Thank you. I yield back.
        Chairman Reed. Thank you very much, Senator Kelly.
        Now, let me recognize Senator Cramer, please.
        Senator Cramer. Thank you, Mr. Chairman.
        Thank you, Ms. Wormuth, for your incredible service and for
    your willingness to step in this gap and congratulations. I
    hope that your staff has prepared you for my question, because
    the details are quite complicated.
        But I was heartened by your statement, and I am just going
    to quote a couple of things you said, ``Fundamental to the
    Army's readiness is its people, Army soldiers, whether Active,
    Guard, or Reserve, their families, I appreciate all of that,
    and civilians and Army veterans.'' Then you state that General
    McConville and former Secretary McCarthy placed the Army's
    people at the center of their efforts.
        Later on you said you want to be a hands-on secretary, work
    closely with uniformed leadership and empower staff. I love
    empowering staff, unless they do a really lousy job, okay. So,
    I like the hands-on part, too.
        So, there is really nothing that you are going to do in
    your job or that we do here that, is more important than taking
    care of our soldiers. The problem is, when a problem has to be
    solved by a congressional inquiry that has to go all the way to
    the senators themselves, threatening to hold a nominee's
    confirmation up, that is bad from top to bottom. So, I am
    trying to help a major whose pay has been incorrect for over 10
    months now.
        I will spare the details. It is a soldier in a family of
    four who has been underpaid over $50,000. It came to my
    attention 2 months ago when it was only an 8-month problem 2
    months ago. Now, it is a 10-month problem and this issue still
    isn't completely fixed, certainly not to my satisfaction.
        In fact, I am worried that my inquiry may have slowed the
    process down, if you can consider slowing an 8-month delay
    down. I say that because in one of the emails we received a
    couple of days ago, maybe even yesterday, just the last couple
    of days, it is the unit that is trying to fix the issue wrote
    this. They said they are prohibited from any additional action,
    now that a congressional inquiry is in place. Another email
    said that AFRICOM couldn't fix the soldier's problem until he
    closed out his inquiry.
        Now, I shouldn't have to tell you how that sounds. It
    certainly doesn't sound like the soldiers are the most
    important thing or the people are the most important thing. It
    also troubles me that the Army might fix the problem and
    provide the backpay, again, it exceeds well over $50,000. But
    because it took over 10 months, obviously there are other
    problems, like the benefits lost to the TSP [Thrift Savings
    Plan] contributions or lost opportunities based on the time
    value of money and of course the complications of tax fixes
    that are upcoming.
        So, I hope you took the time to prepare for the question,
    because I want to make sure that your comments in our opening
    statement become action and that you really do care about our
    soldiers. I have no reason to believe you don't, unless on June
    1, the soldier still doesn't have his backpay, then I am going
    to be concerned, and that the organization is going to ensure
    for the care of our soldiers.
        Did the Army give you any excuse about why a soldier's pay
    issue wasn't fixed for 10 months and needed a United States
    senator's personal attention before it got fixed?
        Ms. Wormuth. Well, Senator, first of all, as my mother
    taught me, my mom didn't really like it when I screwed up and
    gave excuses. So, this situation, frankly, is totally
    unacceptable. We can't have situations where we are not paying
    our soldiers the money that they earned for 10 months. The good
    news is my understanding is the Army is going to have this
    problem solved by June 1, but from my understanding, which is
    not in great depth, there isn't a good reason why this
    happened. There is not a particularly good explanation for why
    this happened, other than the fact that we have a very large
    complex bureaucracy.
        But I can assure you, if confirmed, that I will examine the
    particulars to make sure that we do learn lessons from this
    particular case so that this kind of thing doesn't happen
    again.
        Senator Cramer. Well, I appreciate that. That is the answer
    that I am looking for. I trust you with it, but I don't yet
    trust the Army. I might have 8 months ago.
        So, we are going to see how it plays out. See if I can
    learn some more about why this happened. In reading the email
    there is some reference to the fact that we don't have people
    in the office anymore taking care of these things. I am
    paraphrasing slightly, but that is a really unacceptable
    answer.
        Ms. Wormuth. I agree with you.
        Senator Cramer. In North Dakota, everyone goes to work, by
    the way. We all go to work. We have a pandemic, but we still go
    to work. We do our jobs. If we have to do our jobs from home,
    we still do them. We don't say we can't do them. We don't get
    paid if we don't do them. We do our work and so, we expect no
    less, certainly, from the leadership of the United States Army.
        So, thank you, again, for your service. I share Senator
    Ernst's confidence in your confirmation, but I would sure like
    to see some work put into action by our leadership.
        I yield. Thank you, Mr. Chairman.
        Chairman Reed. Thank you, Senator Cramer.
        Let me recognize via Webex, Senator Rosen.
        Senator Rosen. Well, thank you, Chairman Reed, I appreciate
    it, Ranking Member Inhofe, for holding this nomination hearing.
    I would also like to thank Ms. Wormuth for testify today, for
    your willingness to serve. That is a very important position.
        So to it, I would just like to talk about Army
    cybersecurity personnel and a few other things that we talked
    about when we were able to meet earlier this week. We have to
    really address those challenges of establishing our deterrence
    in cyberspace. DOD's 2018 Cyber Strategy outlined the defend
    forward approach, meaning, identifying our adversaries cyber
    campaigns early on, engaging in defensive operations to disrupt
    the attacker's infrastructure and aggressively preventing
    attacks before they happen.
        Nonetheless, in December, it was reported that Russian
    intelligence successfully breached networks of multiple
    government agencies and private companies by exploiting the
    vulnerability in the solar winds system. So this recent attack,
    of course, on the United States, it demonstrates that we need
    to continue to increase our investments in cybersecurity,
    including cultivating the personnel to do these jobs, personnel
    who can rise to these challenges that are presented by Russia
    or China or whomever else in mind. So, with this in mind, the
    DOD Cyber Strategy calls for enhancing our current cyber
    workforce, finding talented new people to recruit.
        So, I would like to just build upon what Senator Gillibrand
    already asked you about, if confirmed, what policies would you
    enact to cultivate a qualified or develop a qualified cyber-
    capable workforce to support the Army's mission, including that
    of Army Cyber Command, and then in order to meet surge
    capacity, what do you think about creating a cyber Reserve
    program?
        Ms. Wormuth. Thank you, Senator, for the question.
        I think there are a few things we could do in terms of
    trying to recruit cyber expertise into the Army. First, I think
    just in our general recruiting for Army soldiers, we could
    probably do more to explain to young people about the
    opportunities for folks who are technologically inclined to be
    able to perform missions that draw on those types of skills.
        I think that, you know, many young people may not be aware
    of how much more emphasis that we are placing on cyber
    capabilities in the U.S. Army. It is not all about driving
    tanks and flying helicopters.
        I also think, again, as I said to Senator Gillibrand, I
    think we need to do more to think creatively about how to bring
    people in potentially laterally with those kinds of skills. You
    know, there are some special authorities, I believe that, have
    been given to the Department to try to bring in specialized
    expertise, but I would like to explore, if confirmed, whether
    we could do more on that.
        Then to your point----
        Senator Rosen. Oh, I'm sorry, I wasn't sure you were
    through. Go ahead.
        Ms. Wormuth. Then to your point about the cyber Reserve, I
    would be very interested, if confirmed, it explore that with
    you. Certainly, you know, we leverage cyber expertise through
    the National Guard, for example. I know there are some
    specialized units that are comprised of people who work in
    Silicon Valley and so on, but there may be a possibility to
    have, you know, a more strategic reserve, if you will, of
    people who have cyber skills that could be called into service
    if we needed a surge.
        Senator Rosen. Well, thank you. I was going to say I have
    the bill for junior ROTC [Reserve Officer Training Corps] to
    allow them to have a STEM [science, technology, engineering and
    mathematics] track now, and so we are going to try to recruit
    those young folks, just like you mentioned, into the junior
    ROTC, allowing for that.
        I guess, finally, what I would really like to talk about,
    we do have a quite robust military right now, but we may need
    to retrain them or upskill them with folks that are there. How
    do you envision retraining or reskilling some of the enlisted
    servicemen and women in the Army so that they can branch
    themselves out to other things and be there, even maybe for an
    additional surge capacity when we need it?
        Ms. Wormuth. Well, Senator, on that issue, I think I would
    probably try to take two approaches if I were confirmed. First,
    obviously, the professional military education system provides
    an opportunity to educate our officers and such about new
    skills and new areas, so that is something. Then in terms of
    our enlisted folks, I think I would want to look into in more
    detail, if confirmed, what kinds of opportunities are there
    right now and see whether they need to be expanded in light of
    the new challenges and particularly the emphasis on technology
    that we are going to need in the future.
        Senator Rosen. Well, thank you. I see my time is up, but I
    would say for everyone in the military, having a basic STEM
    education, you talk about flying helicopters and driving tanks,
    there are computers on all of them, so we need those skills.
    So, I appreciate that.
        Thank you, Mr. Chairman.
        Chairman Reed. Thank you, Senator Rosen, and to my
    colleagues, I will have to step out briefly to participate in a
    Webex for the Appropriations Committee. In my absence, Senator
    Kelly will be presiding.
        With that, let me recognize via Webex, Senator Blackburn.
        Senator Blackburn. Thank you, Mr. Chairman.
        Ms. Wormuth, thank you so much for your time this week for
    the conversation that we had, and I am going to come right
    along with what Senator Rosen was talking about with having
    people there in the Army with these skill sets that are
    specific to technology STEM, and cyber. She and I are working
    on different components of legislation with ROTC on STEM,
    looking at a cyber civilian Reserve corps.
        The National Guard as a ready response unit that can work
    remotely when we have cyber attacks. So, you can feel assured
    we are going to come to you with some of those conversations.
        I want to go back to something that we discussed and that
    is Afghanistan and our conversation around Afghanistan. We had
    talked about a quote that you had given in March when you were
    reflecting on your time with the Obama administration and I am
    quoting you now and I want your response to this. ``We
    persuaded the President to keep troop levels steady in
    Afghanistan, something that we felt was required from a
    national security perspective. Successfully persuading him to
    change his mind was a really big deal.''
        So, I understand from our conversation that you are
    comfortable with the current President's decision to withdraw
    troops this September, because we have achieved what we set out
    to do. Your comment.
        So, elaborate on that view that you have and then as the
    voice of the Army within the Biden administration, would you
    speak truth to power when it comes to really assessing this
    situation as it has evolved on the ground and making certain
    that we do not lose the ability to support the Afghani Army and
    the Afghan people in protecting themselves against these
    terrorist groups.
        Ms. Wormuth. Thank you, Senator Blackburn, and thank you
    for the conversation that we had earlier.
        I am comfortable with the Administration's decision to
    withdraw our troops, our military troops from Afghanistan this
    coming September. I believe we achieved our objective of
    halting Afghanistan from being used as a launch pad to attack
    the United States. I think the members of our military and
    certainly our Army soldiers, in particular, can be very proud
    of what they have done in Afghanistan. But I think at this
    time, we owe it to those soldiers and their families to
    conclude that it is time now to move to other future
    challenges.
        In terms of looking to speaking truth to power, if
    confirmed, I absolutely would provide my candid advice to
    Secretary Austin and Deputy Secretary Hicks. As Secretary of
    the Army, I don't think I will be weighing in on the policy
    discussions, but I certainly know from previous experience that
    U.S. Central Command will be looking very carefully at how we
    can best monitor the situation in Afghanistan in terms of
    future terrorist threats, and, certainly, we will be continuing
    to provide assistance to the Afghan security forces from a
    financial perspective, so that they can continue to work to
    defend themselves.
        Senator Blackburn. When it comes to our departure from
    Afghanistan, we are going to leave a void and China is going to
    try to step into that void. So, how do you assess China's
    impact on Afghanistan, via, and looking at it through the lens
    of our departure?
        Ms. Wormuth. Well, Senator Blackburn, my own sense is that
    to a certain degree, well, first, I should say, China, I think,
    at various points, has tried to be helpful over the years in
    terms of working on the challenges in Afghanistan. But they
    also have been, you know, something of a free rider in the
    sense that they have been happy to have the United States of
    America and our military providing stability there. I think
    with the decision to withdraw our troops, to the extent that
    there is, perhaps less stability going forward, that will be
    something that China will actually have to grapple with, along
    with countries like Pakistan and Iran and others in the region,
    in a way that they haven't had to do so in the past 20 years.
        Senator Blackburn. Okay. My time is expiring. I have a
    couple of other things I am going to submit to you for the
    record but thank you so much.
        Ms. Wormuth. Thank you.
        Senator Kelly. [Presiding.] I now recognize Senator Warren
    via Webex for 5 minutes.
        Senator Warren. Thank you, Mr. Chairman.
        So, thank you, Ms. Wormuth, for being here and
    congratulations, again, on your nomination. I just want to
    spend some time talking about military housing this morning,
    but before I get to that, I want to ask about two other issues.
    First, Fort Hood independent review made clear that the Army
    has not made any progress on addressing sexual assaults.
        Will you commit to making significant improvements in this
    area a top priority?
        Ms. Wormuth. Yes, Senator, I will absolutely make it a top
    priority. As I indicated, I would like to see us put more
    emphasis, in particular, on trying to prevent incidents of
    sexual harassment and sexual assault.
        Senator Warren. Good, and then, second, there is no way to
    address the climate crisis without confronting the Department
    of Defense's role as the largest consumer of fossil fuel on the
    planet.
        Will you commit to using all of the tools and authorities
    at your disposal to make the Army more climate resilient and to
    reduce its carbon footprint whenever possible?
        Ms. Wormuth. Senator, yes. I would certainly like to look
    into how the Army can do more to make itself more resilient in
    the face of climate change, for example, more fuel efficient.
    We are undertaking some efforts already, but given the scale,
    for example, of our vehicle fleet, I think looking at the
    extent to which we can pursue electrification of our vehicle
    fleet would be a place where we could make a contribution and
    it would also help us on the battlefield by reducing our
    dependence on things like fuel convoys.
        Senator Warren. Good. So, I look forward to following up
    with you on both of these issues.
        Now, as Secretary of the Army, you will oversee the largest
    military service and be responsible for the well-being of
    hundreds of thousands of servicemembers across the globe and
    their families. In the last few years, we have heard countless
    stories from military families about the deplorable conditions
    of on-base privatized housing. Reports about substandard,
    rotting houses filled with lead paint and black mold and
    rodents, and these stories are widespread.
        Children and families are getting sick as a result. Despite
    multiple hearings and changes in the law that we passed, my
    office is still hearing from military spouses that the problem
    isn't getting any better and that landlords are not following
    the rules that are supposed to protect tenants.
        Ms. Wormuth, do you agree that substandard military housing
    presents a serious challenge to military readiness?
        Ms. Wormuth. Yes, I do, Senator. I think it poses
    challenges for readiness, but also for retention.
        Senator Warren. Yes, and if confirmed, will you commit to
    using all the tools available to hold these landlords and
    private companies accountable to make sure that they build and
    they maintain quality housing for servicemembers and ensure
    that these outfits can no longer profit from substandard
    housing?
        Ms. Wormuth. Yes, Senator, you have my commitment.
        Senator Warren. Good. I appreciate it.
        You know, unfortunately, these conditions and their
    consequences are the result of bad behavior from companies that
    DOD hired to manage these properties. For years, they have
    failed to properly maintain military families' homes and they
    have escaped accountability by doctoring their numbers and
    sweeping complaints under the rug and raked in millions of
    dollars, taxpayer dollars in the process.
        So, there it is: sexual assault, climate change, military
    housing. All of these affect military readiness, but for too
    long, the military services have only paid lip service to this
    reality. It is time for that to change and I look forward to
    working with you to make that happen.
        So, thank you, Mr. Chairman. I yield back my time.
        Chairman Reed. [Presiding.] Thank you very much, Senator
    Warren.
        Let me now recognize Senator Tuberville, please.
        Senator Tuberville. Thank you, Mr. Chairman.
        Ms. Wormuth, welcome. Congratulations on your historic
    nomination. I am looking forward to working with you. We had a
    great conversation the other day.
        Just listening to the questions, I can't imagine the
    enormity of dealing with all the problems you are getting ready
    to face, but it will be fun. It will be challenging, and just
    talking to you, you are well prepared, looking forward to it, I
    am sure, and it will be a huge challenge.
        But working through all this, at the end of the day, we
    have got to have somebody who can protect this country. I know
    you are up to the challenge. You are going to be dealing with
    egos. I hope you will keep as much politics out of it as
    possible.
        In just a small realm, of coaching, I dealt with egos and,
    of course, thousands of fans and all of that and you try to
    please everybody, but you can't do it. At the end of the day,
    you have got to get your job done and understand your final
    goal.
        The National Defense Strategy recommends a 3 to 5 percent
    Department of Defense budget increase per year, but this year,
    it looks like we are going to receive less than half of that.
    How do we absorb this hit in the Army? How do you foresee that
    for the future?
        You just heard barracks, housing going down, all the
    things, the problems that we are having, climate change. How do
    you work those battles yourself?
        Ms. Wormuth. Well, thank you, Senator, for the question. I
    think, first of all, we have to make sure that we have a
    strategy that aligns to its resources. If I am confirmed, I am
    going to look very carefully at the resources that are given to
    the Army to do its job and I am going to be the strongest
    possible advocate I can be to making sure that it has the
    resources it needs, precisely, as you said, to deal with all of
    these different challenges.
        I think, if there are in the future, places where difficult
    choices need to be made, I would be guided by a couple of
    things. First of all, trying to strike a balance between
    current operational needs and preparing for the future, which I
    think is very, very important, given the kinds of challenges
    that we face from China and Russia.
        Then also trying to strike a balance between the size of
    the Army and its force structure, the readiness of those forces
    and then the modernization program that I think is very, very
    important. My own view is that having a larger Army that is
    equipped with old equipment is not going to serve us well in
    the future, so those are some of the things that I would be
    looking at.
        Senator Tuberville. Thank you, and you strike me as
    somebody that would get in your car and go to the White House
    and say, we need more money, because we want to help you. You
    know, the defense of our country is the most important thing
    for the people who live here. You can strike everything else
    out. If we don't have a secure country, then we have got huge
    problems and you are going to be a big factor of that.
        Thirty-five million young men and women have the
    capabilities of being selected into the armed services every
    year, 35 million that we have to choose from. Only 450,000 of
    those are really eligible and can pass all the qualifications
    to be selected in any form. You know, 450,000 out of 35
    million, that is not a lot.
        How do you foresee recruiting for the Army in the near
    future out of such a small pool with a lot of these kids that
    would normally get in the military, but, hey, they are going to
    go to big tech, make the big bucks, and bypass a possible
    future in defending our country?
        Ms. Wormuth. Senator, it is absolutely true that we face a
    lot of competition when it comes to recruiting for the Army.
    You know, a smaller and smaller number of young Americans show
    the propensity to serve in the first place, but as I understand
    it, at this point in time, the Army believes that it is going
    to meet its recruiting targets for this year.
        I think the Army has, particularly during the pandemic,
    been very creative in pivoting pretty quickly to virtual
    recruiting. We have expanded from really focusing on 22 cities
    to more than 40 cities around the country. We have a program
    called Urban Access where we are actually really focusing on
    Los Angeles and Houston to try to reach out to communities that
    may not have previously thought about joining the military and
    joining the Army.
        But I think that is something that we are going to have to
    continue to work hard on. Particularly as the economy rebounds,
    we will face competition with the private sector.
        Senator Tuberville. Thank you. With all the Army personnel
    we have in the state of Alabama, I want to invite you to
    Redstone Arsenal in Fort Rucker that does all the vertical lift
    for our country in terms of helicopters and training. So, you
    are welcome and I look forward to working with you. Thank you
    very much.
        Thank you, Mr. Chairman.
        Chairman Reed. Thank you, Senator Tuberville.
        Now let me recognize Senator Peters, please.
        Senator Peters. Thank you, Mr. Chairman.
        Ms. Wormuth, congratulations on your nomination and we
    certainly appreciate your willingness to serve our country.
        Ma'am, the 46 Military Police Command of the Michigan
    National Guard serves as one of two command and control
    elements in the national chemical response enterprise. It has
    experienced a cumulative 25 percent decrease in funding from
    the Army over the past 3 years and I believe it is unwise to
    shortchange some of those critical elements of emergency
    preparedness. We talked earlier about these kinds of efforts
    and my focus on these efforts as the Chairman of the Homeland
    Security Committee here in the Senate.
        So, if you could respond to kind of your thoughts on these
    units and how important they are and would you be in a position
    and willing to look at addressing the shortfall that we are
    seeing with these critical units.
        Ms. Wormuth. Thank you, Senator. I would be happy to look
    into that specific issue with you.
        As you and I talked about a little bit when we met, you
    know, I am very much of the view that we need to have a
    capability here in the United States to deal with chemical,
    biological, radiological types of incidents. That is, you know,
    an important part of our homeland defense capability which
    remains relevant, and so I would be happy to look into that and
    gain a better understanding of what the resourcing issues are
    there.
        Senator Peters. As the Army embraces multidomain operations
    by standing up five multidomain task forces, I certainly
    believe that the National Guard should be home to one of these.
    In my mind, it is critical that Reserve components, which
    obviously compose a big part of the Army's overall force
    structure, has the capabilities and the experience to operate
    in this space.
        So, my question to you, if confirmed as Secretary of the
    Army, how will you approach allocating the remaining
    multidomain task forces?
        Ms. Wormuth. Thank you, Senator. Well, first of all, as you
    likely know, the Army is experimenting right now with its
    multidomain task force in Fort Lewis and we are still working
    through developing exactly what kinds of capabilities that
    particular formation will have and how it will operate.
        I think, I will want to look carefully, if confirmed, at
    where we are going to position those units, both in terms of
    whether it is here in the United States or perhaps overseas and
    also whether those task forces should be in the Active
    component or potentially in the Reserve component. I would want
    to look at what makes most sense, but I think it is useful to
    reflect on the fact that another one of the Army's sort of more
    specialized formations, the Security Force Assistance Brigades,
    the Army did make a decision to put one of those in the
    National Guard.
        So, I think there is a track record there of making smart
    decisions about allocating those forces.
        Senator Peters. Madam, given the President's executive
    order from January 27 of 2021 and the rapid advancements, as
    well as significant investment in battery technology
    development from our commercial auto makers, what steps would
    you take, if confirmed, as the Secretary of the Army, to focus
    efforts on the electrification of the Army's both, tactical and
    combat vehicle fleets?
        Ms. Wormuth. Well, Senator, from the perspective of
    resilience and making the Army more fuel efficient, I think it
    is very much something to look into, as the degree to which we
    could potentially pursue electrification in our vehicle fleet.
    So, that is something that, if I were confirmed, I would
    certainly want to look into, to understand how deeply we can
    pursue that.
        I think the infrastructure associated with charging
    vehicles and making sure that we could have batteries that have
    sufficient staying power would be things we will look at, but
    it is certainly an area that I would like to pursue.
        Senator Peters. One component of the Next-Generation Combat
    Vehicle Program, which I am proud to say is being run out of
    the Detroit arsenal in Warren, Michigan, is the Armored Multi-
    Purpose Vehicle, the AMPV. This program currently is in
    production. It begins fielding to soldiers later this year.
        If AMPV resolves significant capability gaps associated
    with some of the legacy systems that we have and will provide
    the Army with a more survivable and more mobile vehicle, as
    well, could you speak to the importance of this program and
    your commitment of providing soldiers the modernized equipment
    that they need, if confirmed as Secretary of the Army.
        Ms. Wormuth. Certainly, Senator. You know, again, I think
    it is worth reflecting on the fact that the Army has not
    comprehensively modernized itself in over 40 years, really,
    since we had the big 5. So it is very important going forward
    that a big part of our modernization portfolio is next-
    generation vehicles and that is something that I will be
    focused on and paying attention to. It is absolutely a
    capability set that we have to have, and that we have to
    modernize. Just as we will modernize helicopters, for example,
    or, you know, actual equipment for soldiers, in terms of their
    own lethality.
        Senator Peters. My time has expired.
        Thank you, Mr. Chairman.
        Chairman Reed. Thank you, Senator Peters.
        Let me recognize Senator Sullivan, please.
        Senator Sullivan. Thank you, Mr. Chairman.
        Ms. Wormuth, it is good to see you again. I really enjoyed
    our meetings and discussions. Thanks for your patience on that.
        Let me kind of follow-up on what we talked about. I would
    like to get your commitment here to visit Alaska soon. You
    know, there is a lot going on in terms of good things. There
    are a couple of troubling things I want to talk about, too, but
    I want to get you up there with some of our top military
    leadership.
        Can I get that commitment soon in your tenure?
        Ms. Wormuth. Yes, Senator, I would be happy to visit.
        Senator Sullivan. Then we talked about the Army's Arctic
    Strategy. I think it is a really good document. As you and I
    talked about, there has been a lot of work, kind of
    implementation work at the highest levels of the Army and the
    Secretary of Defense, actually, and the deputy secretary were
    in front of this Committee saying, they were committed to fully
    resourcing arctic strategies by the different services, of
    course, including the Army.
        So, as you and I talked about, can I get your commitment to
    get back to me with General McConville, if confirmed, within 30
    days, on looking at the implementation of the Arctic Strategy.
    What I worry about is, as you and I talked about, sometimes
    these issues can fall back into the bureaucracy, lose the
    senses of urgency that we clearly have right now, and I don't
    want to lose that.
        So, can I get your commitment on that, as well, like we
    talked about?
        Ms. Wormuth. Yes, Senator. Thank you, first, if your
    leadership on issues relating to the Arctic and for recognizing
    its strategic importance. I would be pleased, if confirmed, to
    come and talk with you with the Chief of Staff of the Army
    about the implementation plan.
        Senator Sullivan. Great. Thank you very much.
        So, I always give this book to pretty much every new
    nominee. Have you read T.R. Fehrenbach's, This Kind of War; it
    is about the Korean War.
        Ms. Wormuth. I actually have that book, Senator, yes, I do.
        Senator Sullivan. Good.
        Ms. Wormuth. I haven't read it in a while. It has been
    awhile.
        Senator Sullivan. All right. Well, then, I guess I don't
    have to give it to you.
        Good, I am glad you have read it because it is called a
    study, essentially, in lack of readiness. The United States in
    1945 probably had the most fearsome military in the history of
    the world and by 1950, because of civilian and military
    leadership decisions and cuts, the lack of readiness was
    horrendous and thousands of Americans died senseless deaths in
    the summer of 1950 because of the Korean War-era's military
    lack of readiness.
        We never want to go back there. The Army has a saying, ``No
    More Task Force Smiths,'' that I am sure you are familiar with,
    all your leadership in the Army is familiar with.
        So, can I get your commitment to make sure we don't fall in
    this hole of readiness plummeting. The last term of the Obama-
    Biden administration saw defense spending cut by 25 percent,
    and as you know, the readiness of our forces plummeted.
        Ms. Wormuth. Senator, certainly. The Army has worked very
    hard in the last few years to rebuild its readiness, as you
    know, and I think has done quite a good job on that. If
    confirmed, I would certainly want to ensure that we maintain
    our readiness.
        Senator Sullivan. Great. It is a high priority.
        There will be battles, right. The Biden administration is
    floating their defense budget, which will be cuts, which I
    think is ridiculous. If we are going to fight, if we are going
    to have the ability to compete against China, we have to do a
    lot of things, but cutting our military is a cause for
    celebration in Beijing.
        I hope you get in there and fight for a strong budget. Can
    I get your commitment in that regard, as well?
        I know you have to support what the President ultimately
    does, but as you are battling, we need people in there who are
    fighters for a strong military and a strong budget.
        Ms. Wormuth. Yes, Senator. As I said, if confirmed, I
    intend to be the strongest possible advocate no the Army,
    inside the building and outside the building. I believe in a
    strong defense and you have my commitment that I will make my
    views heard on that matter.
        Senator Sullivan. Great. Speaking of a strong Army, I am
    going to raise a really troubling topic. Over the past 5 years,
    U.S. Army Alaska has experienced 32 suicides. In that same
    period from 2016 through 2021, soldiers deployed under
    Operation Freedom Sentinel in Afghanistan experienced 41 combat
    deaths, due to hostile action.
        Any death is horrible but think about that juxtaposition;
    32 soldiers in my state in Garrison, compared with 41 total in
    Afghanistan. That is just a difference of nine. This year
    alone, USAREC [United States Army Recruiting Command] has
    experienced six suicides, an average of one soldier per month.
    Of course, we all believe this is unacceptable.
        Can I get your commitment, and by the way, I do think the
    command, Major General Andrysiak and others have put their
    heart and soul into this issue. General McConville has, even
    General Milley, as chairman, has. But we have challenges. Some
    of it relates to training. Some of it relates to remote
    locations.
        Can I get your commitment to fully resource the initiatives
    that USAREC and the Army have put forward on ``quality of
    life'' initiatives and infrastructure aimed at reducing this,
    really, let's call it a horrendous trend level that we can get
    beyond. There is a lot of tension to it, but I need your
    commitment to provide the utmost attention to this issue, which
    is really a horrible issue. Not just for Alaska, not just for
    the Army, but for America; these are some of the best young men
    and women our nation has and they are taking their lives.
        Ms. Wormuth. Senator, I share your deep concern for the
    suicide rate in the Army, which right now is high; higher than
    it has been in some time. I am particularly concerned about the
    concentration and number in Alaska.
        So, if confirmed, you certainly have my commitment to do
    everything possible to try to make sure there are programs in
    place and quality of life in place to do our best to prevent
    further suicides.
        Senator Sullivan. Thank you. Thank you very much.
        Thank you, Mr. Chairman.
        Chairman Reed. Thank you, Senator Sullivan.
        Let me now recognize, via Webex, Senator Duckworth.
        Senator Duckworth. Thank you, Mr. Chairman.
        Ms. Wormuth, I was very pleased to see you nominated to be
    the first woman to serve as Secretary of the Army, especially
    given your considerable experience as a civilian national
    security leader and your previous tenure in the DOD.
        After speaking with you the other day, I am confident that
    you are the right person to lead the Army. I would like,
    however, to follow-up on our discussion on the Army's major
    modernization programs. As a former soldier and as the chair of
    the Airland Subcommittee, I understand deeply how important it
    is that our Army have modern weapon systems to compete with our
    near-peer challengers.
        However, resources are not unlimited and I take my duty to
    safeguard taxpayer dollars very seriously. It is absolutely
    critical that the Army leverage best practices to run its major
    programs efficiently and to deliver high-quality systems to
    soldiers on time, on budget, and in alignment with Army
    modernization priorities. That is why I am encouraged by
    programs like Future Vertical Lift, which so far as delivered
    impressive results.
        If confirmed, how would you work with the Army's cross-
    functional teams to discover lessons learned from programs like
    FVL and apply best practices across programs, where possible,
    to deliver the necessary capability to soldiers and improved
    values for taxpayers.
        Ms. Wormuth. Thank you, Senator Duckworth. It is nice to
    see you.
        I will, if confirmed, will want to be working closely with
    each of the cross-functional teams to understand where we are
    in the six big modernization priorities. To the extent that
    there are valuable lessons learned, for example, coming out of
    the Future Vertical Lift set of programs, will want to make
    sure that we share those lessons with other cross-functional
    teams, you know, whether they are in the long-range, precision
    fires portfolio, or the air and missiles defense portfolio,
    just to name a couple.
        I think that is an area where I would like to see the
    strongest possible collaboration between Army Futures Command
    and the acquisition staff and the Department of The Army.
        Senator Duckworth. Thank you.
        Based on our conversation, I know you share my concern
    about the unacceptable rise of white nationalism and other
    extremist ideologies in the military, when servicemembers hold
    these hateful views, it undermines unit cohesion and violates
    the oath that they took to protect and defend our Constitution.
        Since his confirmation, Secretary Austin has taken the
    first steps to root out extremism among military members,
    starting with the DOD-wide stand down. If confirmed, how would
    you support Secretary Austin's efforts and what policies would
    you pursue to detect extremist ideology in our military ranks,
    prevent its spread, and improve media literacy and access to
    reliable information in the DOD?
        Ms. Wormuth. Well, Senator, first of all, I want to say
    that I think, you know, the vast majority of our Army soldiers
    serve with honor and I think that the numbers of soldiers who
    hold extremist views is likely small. But as you noted, and as
    Secretary Austin has noted, extremism is our ranks undermines
    unit cohesion and can have a disproportionately negative
    effect, so it is very important that we work to identify it and
    get it out of the ranks.
        I am very interested, if confirmed, in getting briefed on
    the lessons learned that came from the DOD-wide stand-down that
    you referenced. I would like to better understand what we think
    was particularly successful coming out of that process that
    could be applied more broadly and on a routine basis going
    forward.
        I do think there is probably more that could be done in
    terms of educating our soldiers when they join the Army about
    the use of information and disinformation and social media and
    things like that to try to help our soldiers become more savvy
    customers in terms of being able to identify when they are
    perhaps being targeted with this information.
        Senator Duckworth. Thank you.
        My final question is about the Army's SHARP program. Like
    many members of this committee, I am committed to addressing
    the scourge of sexual assault in the military and was proud to
    help Senator Gillibrand introduce her Military Justice
    Improvement and Increasing Prevention Act as an original co-
    sponsor. I have appreciated your responses so far on this topic
    but would like to add that in the wake of Vanessa Guillen's
    tragic death last year, I asked the GAO [Government
    Accountability Office] to conduct a review of the Army's SHARP
    program. That work is underway and they should deliver that
    report later this year.
        If confirmed, will you commit to reviewing GAO's work when
    it is released and incorporating it as appropriate to improve
    the Army's SHARP program?
        Ms. Wormuth. Yes, Senator. I am committed to taking good
    ideas from wherever they come from. I am very familiar with the
    kind of work that the GAO does and I would be very interested,
    if confirmed, in looking at the results of their review of the
    SHARP program and seeing how we can strengthen it, in addition
    to what the Army has already undertaken in terms of a redesign
    as a result of the independent review commission.
        Senator Duckworth. Thank you. I look forward to being able
    to vote for your confirmation.
        Mr. Chairman, thank you.
        Chairman Reed. Thank you very much, Senator Duckworth.
        Senator Sullivan has an additional question.
        Senator Sullivan?
        Senator Sullivan. Thank you, Mr. Chairman.
        I want to follow-up on my friend, Senator Duckworth's line
    of questioning. By the way, she is, when you look at soldiers
    who have sacrificed for our nation, I think it is probably safe
    to say she has sacrificed probably more than anyone in the
    entire Congress as a soldier, so I always have a deep respect
    for her views on all of these issues.
        But, you know, she touched on, really, what I think the
    Army leadership has been referring to as bad behaviors that
    hurt unit cohesion. It hurt the ability for the Army to be an
    effective fighting force. Those, of course, include sexual
    assault, sexual violence, which is completely unacceptable.
        We need to do more in that regard. I actually have a lot of
    respect, a lot of respect for Senator's Gillibrand's hard work
    in this regard.
        Suicide, we have already talked about that.
        I do want to mention this issue of extremism, racism. Of
    course we don't want that in the ranks at all, at all, and I
    have put forward legislation that tries to address this issue
    and asked deep questions of the Pentagon, particularly at
    promotion rates for our senior officers, you know, are we
    promoting? Is there something going on at the top ranks that we
    need to address that relates to, you know, sometimes the lack
    of diversity? I have had a lot of discussions with Secretary
    Austin on this topic. Of course that have can negative effects,
    as you just said.
        But here is what else can have negative effects, in my
    view, and I think it is possibly having negative effects,
    because I talk to military members all the time. There are wild
    claims, wild claims, just pick up the Washington Post every
    day, they seem to make them, through anecdotes that somehow our
    U.S. military is a hotbed of extremists, racists, at very high
    levels.
        So, I care about this issue, because we don't want that,
    but every time someone makes it, I will give you an example,
    the now Under Secretary of Defense for DOD, the number-three
    guy in the DOD came here in this confirmation hearing and said
    he was going to stamp out systemic racism in the ranks. Well,
    that is a pretty big claim.
        Then I asked him, did he have any data to back that up? You
    are kind of besmirching a lot of people. An organization that
    throughout American history, hasn't been perfect, but has
    probably been on the forefront of bringing the races together;
    again, not perfect, but an organization, the military that has,
    in many ways done more to advance racial equality than almost
    any other organization in the country. Yet there are these
    claims, the number-three guy in the Pentagon right now made a
    claim. When I pressed him on it, no, Senator, I don't have any
    data.
        Well, then, why are you making that claim?
        I am hearing from troops saying, look, we agree we don't
    need this, but there is this counterargument that if you pick
    up the Washington Post and every day there is an article about,
    10, 15, 20 percent of the military is extremist. That is just
    bologna, and I am going to tone down my rhetoric here in a
    hearing.
        So, can I get your commitment to protect these troops from
    these kinds of wild claims until you look at the data. I have
    had senior military members here just in the last couple of
    weeks asking them, do they think it is 10 percent? Do they
    think it is 5 percent? Do they think it is 20 percent?
        To be honest, they are offended. As you just said, it is
    probably not many at all. If they are there, we should crush
    them and get them out. But at the same time, we need to make
    sure that the military is not, we are not letting people who
    don't know anything about the military like these Washington
    Post reporters, make claims that somehow the military is a
    hotbed of tens of thousands of racists. I don't think it is
    true. What is your view on that?
        But the key is data. Let's get data before we make these
    giant, sweeping claims like the Under Secretary of Defense did.
    I don't know how in the hell he is going to lead the Pentagon,
    number-three guy at the Pentagon after he made some wild claim
    that he had no data on. He even told me in this hearing, no
    data, I just said it.
        What is your view on this?
        It is a really important issue and, trust me, the average
    soldier is watching and they want someone to try to defend
    them, not besmirch them.
        Ms. Wormuth. Senator, as I said, in my experience, the vast
    majority of soldiers serve with honor.
        Senator Sullivan. Yes.
        Ms. Wormuth. I think the vast majority of soldiers are
    tolerant and inclusive in terms of working with their peers.
    So, again, I don't think that this is a case where there are
    large numbers of extremists, for example.
        I do think it would be useful to have additional data. You
    know, as you said yourself, there are certainly surveys, I
    think, that show that there are some pockets in some cases of
    racist behavior. There are still some institutional barriers to
    promotion, for example, but I think things like something that
    I am very encouraged by is the Army's new command assessment
    program that is going to, which is a whole new terrific new
    evolution of how we select our leaders. But one of the things
    that that program helps us look at is attitudes and making sure
    that our future leaders are intrusive and tolerant.
        Senator Sullivan. Great. Well, if you can just commit, get
    the data before any of these wild claims continue, I think that
    would be helpful for our forces, helpful for our military,
    helpful for broader society. But the military has been, in many
    ways, on the forefront of a lot of these issues and we want to
    keep it that way. Thank you.
        Chairman Reed. Thank you, Senator Sullivan.
        Thank you, Ms. Wormuth, for your testimony today, for your
    service for many, many years, and your willingness to serve
    again, and I look forward to that service.
        With that, I will adjourn the hearing.
        [Whereupon, at 11:27 a.m., the Committee adjourned.]
                                    ------

        [Prepared questions submitted to The Honorable Christine E.
    Wormuth by Chairman Reed prior to the hearing with answers
    supplied follow:]

                            Questions and Responses
             duties and responsibilities as secretary of the army:
        Question. What is your understanding of the duties and functions of
    the Secretary of the Army?
        Answer. The Secretary of the Army is the senior official and head
    of the Department of the Army with authority and responsibility for
    conducting all affairs of the Department of the Army, subject to the
    authority, direction, and control of the Secretary of Defense (10
    U.S.C. Sec. 7013). The Secretary of the Army is solely responsible for
    the functions of Acquisition, Audit, Comptroller, Information
    Management, Inspector General, Legislative Affairs, Public Affairs and
    Research and Development (10 U.S.C. Sec. 7014). The Secretary of the
    Army is also responsible for the supervision and control of Army
    intelligence activities as well as any other activities as may be
    prescribed by law, the President, or the Secretary of Defense. If
    confirmed as Secretary of the Army, I would make any necessary
    recommendations to Congress relating to the Department of Defense after
    informing the Secretary of Defense.
        Question. What background and experience do you possess that render
    you highly qualified to perform these duties and responsibilities?
        Answer. While almost no single experience could prepare someone for
    a job as demanding and complex as the Secretary of the Army, a twenty-
    five-year career in national security has given me many opportunities
    to develop much of the knowledge, skills and judgment that will be
    needed to perform the duties and responsibilities of the position. If
    confirmed, I would bring to the role of the Secretary of the Army an
    insider's knowledge of the Pentagon's complex bureaucracy and an
    outsider's desire to challenge Service orthodoxies in service of the
    changes we must make to prepare the Joint Force for the challenges of
    great power competition. During more than 14 years as both a career
    civil servant and senior political appointee in the Office of the
    Secretary of Defense, I have had the opportunity to directly observe
    and support the Services in many aspects of their organize, train, and
    equip functions. Over the years I have worked regularly with Congress
    and have both an understanding and deep respect for its critical
    oversight functions and its essential role in providing authorities and
    resources to the Department of Defense. Through years working in the
    Pentagon and in various think tanks I am very familiar with how the
    Army plans, programs, and budgets, as well as the importance of
    developing a strong program and being able to successfully defend it to
    the Secretary of Defense and Congress.
        My career to date, and in particular my years in the Pentagon have
    given me a strong sense of the Army's roles and missions relative to
    those of the other services, its institutional culture, and a strong
    network of professional relationships with Army leaders at many
    different levels. Multiple trips to Iraq, Afghanistan, Jordan, and the
    Korean peninsula have given me many opportunities to see for myself the
    difficult service and sacrifice of Army soldiers and families. My
    research at CSIS and RAND have also given me ample opportunities to
    understand in depth all three components of the Army--Active, Guard and
    Reserve--as well as to develop an appreciation for the complexity of
    personnel issues confronting a service as appropriately people-centric
    as is the U.S. Army. Multiple positions over the years inside and
    outside of government have provided me opportunity to focus on strategy
    development, force planning and posture and force development and
    design. My work during the 2013 Strategic Change and Management Review,
    many hours spent around the Deputy's Management Action Group (DMAG)
    table, and my tenure as Under Secretary of Defense for Policy gave me a
    strategic understanding of the complexities and challenges confronting
    our acquisition community and defense industrial base in our efforts to
    modernize the Joint Force.
        I began my career in the Pentagon shortly after the collapse of the
    Soviet Union, I was a civil servant when we were attacked on 9/11, and
    I was back in the Pentagon as we began shifting our sights from
    counter-terrorism to the challenges posed by People's Republic of China
    and Russia. I firmly believe we are once again at a moment of strategic
    inflection and that the next few years will be some of the most
    challenging the Department of Defense has ever faced. I believe my
    practical experience with strategy development, force planning and
    force development, my track record at CSIS and RAND providing
    independent, analytically grounded policy recommendations coupled with
    my years of experience as a senior leader in the Pentagon will serve me
    well if confirmed in helping the Army navigate the difficult terrain
    that lies ahead.
        Question. In particular, what management and leadership experience
    do you possess that you would apply to your service as Secretary of the
    Army, if confirmed?
        Answer. Having served as a senior political appointee both at the
    National Security Council and in the Department of Defense, I have good
    understanding of what is required of a senior executive involved in
    enterprise-level decision making, how to work successfully with other
    senior officials and the nature of the difficult decisions that are
    required when operating at that level. Many years of serving as a
    manager and leader in government, think tanks, and the private sector
    has given me the opportunity to work closely with range of senior
    leaders with different leadership styles, as well as to lead a large
    organization, the Office of the Under Secretary of Defense for Policy,
    myself. If confirmed I will seek to lead as a hands-on Secretary of the
    Army that works closely with the Army's uniformed senior leaders,
    empowers our staffs, delegates appropriately, models ethical and
    transparent leadership, and who demonstrates care day in and day out
    for Army soldiers, their families, civilians and our Army veterans.
        Question. In light of the lines of effort set forth in the 2018
    National Defense Strategy (NDS), what other duties and responsibilities
    do you anticipate the President or the Secretary of Defense would
    prescribe for you, if confirmed?
        Answer. The Army's primary mission is to deploy, fight, and win our
    Nation's wars. If confirmed as the Secretary of the Army, my objective
    will be to ensure the Army is prepared to meet the complex global
    challenges of tomorrow.
        Recognizing that a forthcoming new defense strategy will likely
    make some changes to the lines of effort outlined in the 2018 National
    Defense Strategy, I anticipate that other duties and responsibilities
    the President or the Secretary of Defense might prescribe for me would
    continue to emphasize ensuring the Army is ready to meet future
    challenges. As the world becomes more technologically connected, it
    will be imperative for the Army to outpace peer-competitors and ensure
    it is able to operate and compete against adversaries with advanced
    technological capabilities. I also anticipate that the Army will be
    asked to further develop and strengthen relationships with allied and
    partner land forces.
        Question. To the extent that the functions of the Army overlap with
    those of other DOD entities, what would be your approach, if confirmed,
    to consolidating and reducing unnecessary duplication?
        Answer. If confirmed I will fully support Department efforts to
    drive consolidation where appropriate and reduce duplication through
    review of the Services, OSD and the rest of the Fourth Estate relative
    to the Department of the Army. Unnecessary redundancy among DOD
    entities is a source of potential savings that could be used to
    generate warfighting capability for the Army and the other services. If
    confirmed, I will work with DOD leaders to analyze potential
    redundancies to optimize the efficiency and effectiveness of the Joint
    Force and supporting operations.
        Question. If confirmed, what specifically would you do to ensure
    that your tenure as Secretary of the Army epitomizes the fundamental
    requirement for civilian control of the Armed Forces embedded in the
    U.S. Constitution and other laws?
        Answer. As a former career civil servant and senior civilian
    political appointee, I am deeply committed to the fundamental American
    principle of civilian control of the military. I share the concerns
    expressed by the members of the National Defense Strategy Commission
    that ``civilian voices have been relatively muted on issues at the
    center of U.S. defense and national security policy, undermining the
    concept of civilian control.'' If confirmed, I will diligently and
    energetically fulfill my Constitutional and statutory responsibilities
    to exercise control and oversight of all affairs of the Army, and I
    will work closely with the Under Secretary and Assistant Secretaries of
    the Army to assist me in the performance of this critical
    responsibility.
        Question. If confirmed, what duties and responsibilities would you
    assign to the Under Secretary of the Army?
        Answer. The Under Secretary of the Army performs such duties and
    exercises such powers as the Secretary of the Army prescribes.
    Headquarters, Department of the Army General Order No. 2020-01
    specifies that the Under Secretary is the Secretary's senior civilian
    assistant and principal adviser on matters related to the management
    and operation of the Army. If confirmed, I will look to the Under
    Secretary to regularly represent and advocate for the Army in senior-
    level DOD management forums and to help integrate and lead progress on
    Army priorities across the Department of the Army. To that end, the
    Under Secretary is charged with communicating and advocating Army
    policies, plans, and programs to external audiences, including
    Congress, foreign governments, and the American public. In addition,
    the Under Secretary is assigned to the position of Chief Management
    Officer of the Army. In that position, the Under Secretary is the
    principal adviser to the Secretary on the effective and efficient
    organization of the Army's business operations and initiatives for the
    business transformation of the Army. If confirmed, I would continue to
    assign the Under Secretary of the Army those duties and
    responsibilities.
        Question. If confirmed, over which members and organizations of the
    Army would you direct the Chief of Staff of the Army to exercise
    supervision and what would be the scope of such supervision? What other
    duties would you assign to the Chief of Staff of the Army?
        Answer. As the senior military advisor to the Secretary of the Army
    and senior military officer of the Army, the Chief of Staff of the Army
    presides over the Army Staff, communicates plans and recommendations of
    the Army Staff to the Secretary of the Army, and advises the Secretary
    of the Army on those plans and recommendations. In addition to his role
    as an advisor, the Chief of Staff of the Army is responsible for the
    effective and efficient functioning of Army organizations and commands
    in executing their statutory missions and assisting the Secretary of
    the Army in the performance of acquisition-related functions such as
    developing requirements for equipping the Army. Furthermore, the Chief
    of Staff of the Army also performs the duties prescribed for him as a
    member of the Joint Chiefs of Staff under section 10 U.S.C. Sec. 151.
    Additionally, there are direct reporting units which answer to the
    Chief of Staff of the Army. These include the U.S. Army Test and
    Evaluation Command, the U.S. Military Academy at West Point, the U.S.
    Army Military District of Washington, and the U.S. Army War College. If
    confirmed I would continue to assign the Chief of Staff of the Army
    those duties and responsibilities.
                                     budget
        Question. If confirmed, by what standards would you measure the
    adequacy of funding for the Army?
        Answers: If confirmed, I will measure the adequacy of the Army's
    funding based upon the Service's ability to meet the Biden
    Administration's March 2021 Interim National Security Strategic
    Guidance and when it is completed, by the Army's ability to meet the
    requirements laid out in the new National Defense Strategy required by
    Congress. Ultimately the Army needs sufficient resources to fulfill its
    role as part of the Joint Force responsible for deterring, and if
    necessary, defeating military aggression that threatens vital U.S.
    interests with acceptable risk to force and mission. I plan to work
    within the Army's allocated funding to ensure the most modern, ready,
    and lethal soldiers possible. I will also work with the Chief of Staff
    of the Army to ensure that the Army's priorities of people, readiness,
    and modernization align with the Secretary of Defense's priorities of
    defending our nation, innovating and modernizing the Force, maintaining
    and enhancing readiness, taking care of our people, and succeeding
    through Teamwork.
        Question. How will you ensure the Army is appropriately resourced
    to simultaneously modernize, grow readiness, and take care of its
    people?
        Answer. If confirmed, I will work with the Secretary of Defense to
    ensure resources are adequate to meet our mission based on the Interim
    National Security Strategic Guidance, and later by the requirements
    described in the new National Defense Strategy. To meet these
    requirements, the Army must balance its ability to provide for soldiers
    and their families while also resourcing our readiness and
    modernization efforts. The Army has been successful balancing and
    optimizing appropriated funds against its priorities through three
    years of deliberate internal realignment of funds, but if confirmed, I
    will need to assess carefully how the Army can continue to succeed in
    balancing these priorities in future years.
        Question. Section 222a of title 10, U.S. Code, provides that not
    later than 10 days after the President's submission of the defense
    budget to Congress, each Service Chief must submit to the congressional
    defense committees a report that lists, in order of priority, the
    unfunded priorities of his or her armed force.
        If confirmed, do you agree to support the Chief of Staff of the
    Army in providing his/her unfunded priorities list to Congress in a
    timely manner?
        Answer. If confirmed, I will support the Army Chief of Staff's
    statutory requirement to provide a well-prepared Unfunded Requirements
    (UFR) list to Congress within 10 days of the release of the President's
    annual budget.
                           national defense strategy:
        Question. In your view, does the 2018 NDS accurately assess the
    current strategic environment, including the most critical and enduring
    threats to the national security of the United States and its allies?
    Please explain your answer.
        Answer. In my view 2018 NDS was particularly important to
    solidifying a bipartisan consensus around the concerning breadth and
    depth of growth in People's Republic of China's military capabilities
    and the implications of that growth for the United States. If
    confirmed, I will support the Secretary of Defense to ensure that we
    remain fully ready to respond to and effectively deter nation-state
    threats emanating from People's Republic of China, Russia, Iran, and
    North Korea, as were identified in the 2018 NDS, and to disrupting
    transnational and non-state actor threats from violent extremist
    organizations.
        Question. In your view, does the 2018 NDS correctly specify the
    priority missions and capabilities by which DOD can achieve its
    security objectives in the context of the current strategic
    environment?
        Answer. I believe the 2018 NDS correctly focused attention on the
    concerning breadth and depth of growth in People's Republic of China's
    military capabilities and the implications of that growth for the
    United States, and described the right set of operational challenges
    that the Department of Defense must address and use to inform its force
    planning and force development. At the same time, there have been
    several changes in the strategic environment in the last three years. I
    would anticipate that the ongoing strategy review will evaluate changes
    in the security environment, identify priority defense objectives and
    missions, and identify priorities for modernizing, employing, and
    ensuring readiness of the Joint Force. If confirmed, I will continue to
    work with the Secretary of Defense, the Chairman of the Joint Chiefs of
    Staff, the Combatant Commands, and our sister Services to develop these
    priorities and deliver the most capable land force in the world.
        Question. What do you perceive to be the Army's role in competing
    with and countering People's Republic of China?
        Answer. I believe that the Army has important roles to play in both
    competition and potential conflict in the Indo-Pacific. A unique
    comparative advantage the United States has in competing against
    People's Republic of China is our network of alliances and partners
    around the world. The presence of Army forces in the Indo-Pacific re-
    assures allies and partners, occupies the cognitive space of our
    adversaries, and directly counters People's Republic of China's malign
    activities. The enduring presence of land forces in the Indo-Pacific,
    and the resultant Army-to-Army relationships with allies and partners,
    is critical to effectively compete with People's Republic of China in
    their geographical near-abroad area in this era of great power
    competition. Army presence in competition sends clear messages to
    friend and foe that the Army understands the importance of preserving a
    free and open Indo-Pacific, and is willing to commit our most precious
    resource, our people, to compete with and counter malign Chinese
    influence globally.
        Efforts to deter and counter aggression in the Indo-Pacific will
    also include the Army, which has embarked on a comprehensive program to
    modernize so that it is well prepared to confront technologically
    advanced nation-state competitors. If confirmed, I will ensure that the
    Army continues to invest in transformational change to provide
    resources and capabilities that support the Joint Force's collective
    effort to be prepared to win in conflict. I will consult closely with
    the Chief of Staff of the Army and other Army senior leaders to further
    develop and refine operational concepts applicable to the region and I
    will work closely with them to develop appropriate formations and
    associated capabilities for those formations, such as the Army's Multi-
    Domain Task Force, that could be employed in a potential future
    conflict.
        Question. Do you believe the Army must maintain the ability to
    conduct large-scale ground combat operations, to deter major-power
    competitors such as Russia?
        Answer. Yes. The Army must maintain the ability to credibly deter
    major-power competitors, People's Republic of China and Russia, and
    defeat them decisively in conflict, if necessary. The Army's ability to
    conduct large-scale ground combat operations assures our allies and
    partners and provides Joint Force Commanders and national policymakers
    credible deterrence options in a crisis.
        Maintaining the Army's overmatch against major power competitors
    requires calibrated force posture and aggressive multi-domain
    modernization. This means putting the right capabilities in the right
    place to deter, with the power projection platforms necessary to
    quickly deploy, fight, and win. The Army's calibrated force posture and
    multi-domain transformation are key to ensuring our adversaries think
    twice before they choose to coerce U.S. allies and partners with
    military force.
        Question. Is the Army adequately sized, structured, and resourced
    to implement the current strategy and the associated operational plans?
    Please explain your answer.
        Answer. At this time, I do not have enough information on the
    Department's current operational plans to assess their implications for
    the size and structure of the Army relative to its resource levels. The
    Army has a long history of answering the nation's call when needed, and
    our soldiers, who have served with honor and sacrificed much in the
    last two decades are the Army's greatest asset. At the same time, our
    soldiers can only be effective when we provide them the right
    equipment, training, and support. If confirmed, I will work closely
    with the Chief of Staff of the Army, other Army senior leaders, the
    Deputy Secretary of Defense, and the Secretary of Defense to ensure we
    balance modernization, force structure and readiness needs within
    allocated resources.
        Question. Does the Army have the requisite analytic capabilities
    and tools to support you, if confirmed, in evaluating the Army's force
    structure and sizing strategies to ensure that it can and will generate
    forces that are manned, trained, and equipped to execute current plans
    and strategies? Please explain your answer.
        Answer. Yes, the Army has the right tools and analytic capabilities
    to support me, if confirmed. The Army created Army Futures Command
    (AFC) to be the overarching future force modernization architect. AFC
    has brought in all key modernization enterprise stakeholders to create
    unity of command and unity of effort under one roof. Specifically, AFC
    unified the Research and Analysis Center, the Futures and Concepts
    Center, the research and development components, the test and
    evaluation agencies, and the science and technology enterprise under
    one command. The Army also established cross-functional teams to help
    synchronize the Army's acquisition enterprise with the future force
    concepts and technology. Additionally, the Army leverages the Army's
    Center for Army Analysis which conducts modeling and simulation across
    the spectrum of conflict to inform critical senior level decisions for
    current and future national security issues.
        Question. If confirmed, how will you address any gaps or shortfalls
    in the Army's ability to meet the demands placed on it by the
    operational plans that implement the current strategy?
        Answer. If confirmed, I will continue the Army's focus on
    modernization and continue evolving Army doctrine to ensure it can meet
    the requirements of the forthcoming new National Defense Strategy
    (NDS). Over the last four years, the Army placed special emphasis and
    focus on modernization, and recent concepts show promise in deterring
    and if necessary, defeating a great power adversary. If confirmed, I
    will continue to develop and refine the concept for Multi-Domain
    Operations (MDO) at each echelon of Command, focus and deliver the
    modernization priorities to include cyber, electronic warfare, long
    range precision fires, and improved air defense systems, and expand
    capacities to support Joint All Domain Command and Control as part of
    the MDO evolution.
        While this emphasis on modernization and concept development will
    close operational gaps, it is only a partial solution to the demands
    placed on the Army by operational plans. If confirmed, I will continue
    to pursue a global calibrated posture to station or rotate the right
    Army forces to key locations or theaters to compete with, deter, or
    defeat great power adversaries. To be effective, the Army must find the
    appropriate balance between Army forces engaged forward in theater and
    those remaining stateside with the opportunity to train, modernize, and
    maintain the flexibly deploy to meet any emerging challenge.
        Question. If confirmed, what changes or adjustments would you make
    in the Army's implementation of the current strategy?
        Answer. If confirmed, I will ensure that the Army continues to nest
    its actions within broader policy. I understand that in accord with
    statutory requirements, a new National Security Strategy and National
    Defense Strategy are under development. These documents will guide
    Department of the Army efforts to generate land forces to compete,
    fight and win as part of the Joint Force. The Army will continue to
    pursue Multi-Domain Transformation to enable the Joint Force in all
    domains and retain our decisive role on land.
        Question. How would you characterize your familiarity with the
    civilian leaders of the Armies of other nations and multi-national and
    international land power-focused consultative forums?
        Answer. Our country's broad and deep network of alliances and
    partnerships is a unique comparative advantage in this time of
    strategic competition with technologically advanced nation-states and
    if confirmed as Secretary of the Army I will make it a priority to
    deepen our relationships with allied and partner land forces. Although
    the Secretary of the Army has few peer-to-peer counterparts, I have had
    the opportunity in the last 10 years to develop relationships and
    engage with a wide range of ministers of defense, chiefs of defense,
    and senior uniformed and civilian defense officials in countries around
    the world. As Under Secretary of Defense for Policy I held annual
    policy talks and made bilateral visits to many important allied and
    partner countries in Europe, the Middle East, and the Indo-Pacific and
    through those engagements had the opportunity to conduct substantive
    talks with senior civilian and uniformed defense officials. As USDP I
    attended the Munich Security Conference and the Halifax Defense Forum
    at which I conducted many bilateral meetings with senior civilian and
    uniformed counterparts. Outside of government I've had the opportunity
    to attend many conferences around the world and to maintain some of the
    relationships I developed during government service. If confirmed as
    Army Secretary, I will draw on these past experiences and focus on
    building strong allied and partner relationships through bilateral
    engagements, multi-national exercises, and participation in other land-
    power focused consultative forums to ensure the land-power dimension of
    our alliance network remains robust in a time of strategic competition.
        Question. If confirmed, on which leaders and forums would you focus
    your engagement with a view to advancing the interests of the Army?
        Answer. The Secretary of the Army is the primary communicator of
    the Army's interests across the government, nation, and globe.
    Secretary of Defense Austin's priority is that we succeed through
    teamwork. If confirmed, I will regularly engage with members of
    Congress to build the best possible Army. I will engage with DOD
    leadership and other Service Secretaries to ensure we have a Joint
    Force ready to fight and win. I will engage with allies and partners to
    develop approaches for our common security interests. I will engage our
    nation through dialogue with the diverse interest groups that are
    interested in the Army. I will also engage our soldiers through visits
    to installations and units, as well as town hall meetings and smaller
    listening sessions.
                        major challenges and priorities:
        Question. If confirmed, what would be your vision for the Army now
    and for the future?
        The 2018 Army Vision provides a sound foundation upon which to
    build for guiding the Army in the next several years. Today and
    tomorrow, the Army must be ready to deploy, fight and win decisively
    against any adversary, any time in any region of the world. Future
    conflicts will be joint, combined, high intensity and unfold in
    multiple domains and the Army must be organized, trained, equipped and
    appropriately sized to prevail in these types of conflicts while at the
    same time protecting the homeland, deterring opportunistic aggression
    and remaining able to conduct irregular warfare when needed. To do
    this, the Army will employ modernized manned and unmanned weapon and
    sustainment systems, paired with strong combined arms formations
    centered on world-class leaders and highly lethal soldiers.
        To remain ready as the world's premier combat force, the Army
    relies on people--its soldiers, civilians, families, and veterans. If
    confirmed, I will focus not only on ensuring our Army can compete,
    deter and win in future conflicts, but also on taking care of people so
    that the Army can recruit, retain and nurture the nation's best talent
    to fulfill its critical responsibilities as part of the Joint Force.
    This means creating a 21st century talent management system with
    policies, programs, and processes that recognize and capitalize the
    unique knowledge, skills, and behaviors possessed by every member of
    the Army team, allowing us to employ each to maximum effect. It means
    recognizing that our soldiers and civilians should have the best
    quality of life possible, and requires prioritizing improvements in our
    housing and barracks, healthcare, childcare, spouse employment and
    permanent change of station moves. Maximizing the talents of our
    people, the Army's greatest strength and most important weapon system
    is a critical element of my vision for the Army today and in the
    future. The Army's people are foundational to the Army's effort to
    maintain readiness and pursue its ambitious modernization strategy,
    both are which are critical to ensuring the Army can successfully
    deploy, fight, and win in future conflicts.
        What would you see as your highest priorities for the near-term and
    long-term future of the Army?
        Answer. The Army's current priorities are people, readiness, and
    modernization. To address people, the Army has instituted the ``People
    First'' task force to restore an Army-wide culture of dignity and
    respect. If confirmed, I will make it a priority to review, understand,
    and implement, as necessary, the recommendations of the Fort Hood
    Independent Review Committee. As part of the larger Army People
    Strategy, the task force is already taking a holistic approach to
    reduce harmful behaviors like sexual harassment/sexual assault through
    prevention-focused efforts reinforced by improved accountability,
    response, and command climate initiatives.
        The Army has made significant progress building readiness in recent
    years and is working to meet increasing demands in the Indo-Pacific and
    in Europe. If confirmed, I will ensure trained and equipped soldiers
    are ready to meet the operational requirements they may face.
        Looking to the longer-term, the Total Army is modernizing by
    focusing on integration within the Joint Force to provide for the most
    effective defense of the United States while retaining its ability to
    dominate as a land power. To do this, the Army is transforming itself
    into a multi-domain capable force. This capability will provide Joint
    Force commanders and Congress options in case of a globally integrated,
    rapidly developing crisis, while simultaneously assuring U.S. allies
    and partners.
        Question. What do you consider to be the most significant
    challenges you would face, if confirmed as Secretary of the Army?
        Answer. One of the most significant challenges I believe I would
    face if confirmed is working closely with Army leaders to create a
    positive command climate across the entire Army that fosters trust
    between soldiers and between the Army and the American public. Harmful
    behaviors like sexual assault, domestic violence and extremism break
    down trust and are inimical to Army values. Managing persistent
    operational demands and reducing unpredictability will also reduce
    stress soldiers and Army families experience. and exacerbates the
    challenges the Army faces with harmful behaviors.
        A second significant challenge I would face if confirmed is
    ensuring the Army is able to execute its aggressive modernization
    strategy while maintaining a sustainable level of readiness to meet
    current demands. The Army is undertaking its first comprehensive
    modernization effort in almost 40 years and given the anti-access and
    area denial threats we now face, it is very important to succeed in
    these efforts so that the Army remains the world's premiere land force.
        If confirmed, I will begin to address each of these challenges on
    day one.
        Question. What plans do you have for addressing each of these
    challenges, if confirmed?
        Answer. To rebuild a positive command climate Army-wide and reduce
    stress on soldiers and their families I would strive to address harmful
    behaviors head-on by holding perpetrators accountable while also
    building a climate and culture of trust, dignity, and respect. I
    believe the People First task force, the ``This is My Squad''
    initiative and the Cohesion Assessment Teams are important tools in
    beginning to address command climate shortcomings. The Army's new unit
    life cycle model, which seeks to manage demand for personnel over time
    and bring predictability back to the Army's soldiers and families can
    also be helpful in reducing stress on the force.
        To ensure success in the Army's modernization efforts while also
    maintaining readiness, I would plan to continuously ensure alignment
    between the Department's new operational concepts and the Army's
    modernization initiatives, and provide vigorous oversight of the 31+4
    initiatives to ensure programs are developed and fielded on schedule
    and within planned resources. As part of those oversight efforts I will
    emphasize close, productive working relationships between Army Futures
    Command, the Office of the Assistant Secretary for Acquisition,
    Logistics and Technology and the Office of the Secretary of Defense.
                                 end strength:
        Question. Is the Army's current end strength sufficient to meet
    current national security objectives and execute the associated
    operational plans?
        Answer. At this time, I do not have enough information on the
    Department's current operational plans to confidently assess their
    implications for Army end-strength. The Army has a long history of
    answering the nation's call when needed, and our soldiers, who have
    served with honor and sacrificed much in the last two decades are the
    Army's greatest asset. At the same time, our soldiers can only be
    effective when we provide them the right equipment, training, and
    support. If confirmed, I will work closely with the Chief of Staff of
    the Army, other Army senior leaders, the Deputy Secretary of Defense,
    and the Secretary of Defense to ensure we effectively balance end
    strength, modernization, and readiness needs.
        Question. If not, what end strength do you believe is necessary?
    Please explain your answer.
        Answer. If confirmed, I will draw on a range of analytical
    capabilities, including the Army's Total Army Analysis (TAA) process,
    to comprehensively assess the implications of the forthcoming National
    Defense Strategy for future force structure requirements across all
    components, to determine how to provide the best possible Army within
    available resources.
                             recruiting/retention:
        Question. If confirmed, how would you ensure the Army maintains
    sufficiently high recruitment and retention standards, even if such
    standards result in the Army not achieving authorized end strength
    levels?
        Answer. In fiscal year 2020, the Army was able to leverage
    historical recruiting metrics which lead to data-driven decision making
    to enable a precise recruitment mission that did not exceed the
    approved End-Strength. In fiscal year 2021, the Army again utilized
    those metrics, and is continuing to make recruiting efforts more
    efficient. This optimization allows the Army to have a more agile
    recruitment approach that not only focuses on high quality applicants,
    but also focuses on the skill sets required to support the Army's
    modernization needs. If confirmed, I will ensure that the Army's
    retention program only allows those soldiers who have maintained a
    record of acceptable performance to be offered the privilege of
    reenlistment. Instrumental to the success of the retention program is
    the empowerment of the Commander to evaluate their soldiers to ensure
    both compliance with Army policy and alignment with the Army's
    professional code of ethics.
        Question. What impact do current medical and other qualifications
    for enlistment in the Army have on the number of individuals eligible
    for military service?
        Answer. I understand there is a significant impact on the number of
    individuals eligible for military service due to medical and other
    qualifications. Most young people in the Army's recruiting target age
    group are disqualified due to medical reasons, with nearly a third
    being disqualified for being overweight. To address these concerns, I
    understand the Army has recently undertaken an effort to pilot a
    program, the Assessment of Recruit Motivation & Strength (ARMS 2.0),
    which will allow the Army to screen and assess into the Service a small
    number of applicants who slightly exceed body fat standards.
    Participants in this program will serve in the Army in physically
    demanding and combat arms career fields and will be carefully monitored
    to ensure they maintain their fitness. If confirmed, I will support
    these efforts and programs.
        Question. If confirmed, what changes to such qualifications, if
    any, would you recommend to increase the number of individuals eligible
    for service without degrading the quality of recruits?
        Answer. If confirmed, I would look at the many methods available,
    including cognitive, non-cognitive, and physical methods to measure
    quality recruits to ensure the Army could meet its recruitment goals. I
    am informed that the Army, working with OSD, is actively looking at
    more holistic models for qualification for military service. The Army
    developed and implemented the Tailored Adaptive Personality Assessment
    System (TAPAS) that measures an applicant's non-cognitive `stick-to-it-
    ness' that can be an accurate predictor of success in training;
    qualities that more traditional methods of qualification assessment are
    not able to measure. If confirmed, I will work with OSD on the review
    and refinement of the qualifications for military service to ensure
    that we maintain the most qualified and effective All-Volunteer Force
    without sacrificing quality for quantity.
        Question. Rather than relying solely on ever-higher compensation
    for a shrinking pool of volunteers, what creative steps would you take,
    if confirmed, to expand the pool of eligible recruits and improve Army
    recruiting?
        Answer. If confirmed, I would explore the use of the Career Options
    Optimizer (COO) concept, a combined effort between U.S. Army Recruiting
    Command (USAREC) and RAND. My understanding is that the COO creates a
    multitude of enlistment options that are valued by both prospective
    recruits and the Army. The COO provides a means for potential recruits
    to develop tailorable and adaptable enlistment contracts based on their
    unique individual qualifications and needs. The COO provides the
    ability to evaluate and capture the value of each enlistment option,
    both monetary and non-monetary, improving cost savings for the Army.
    The COO should result in improved recruit satisfaction, cost savings
    for the Army, and recruit cohorts with characteristics (knowledge,
    skills & behaviors) that are desired by the Army.
        Question. What do you consider to be key to the Army's future
    success in retaining the best qualified personnel for continued service
    in positions of greater responsibility and leadership in the Army?
        Answer. I believe there are several keys to retaining the best-
    qualified personnel, but it starts at recruitment. First is identifying
    the best match for the recruit's talents within the needs of the Army.
    This match will allow soldiers to select the best position for
    themselves and give them the best opportunity to build a sense of pride
    within their respective Military Occupational Specialty (MOS).
    Additionally, this matching process allows for soldiers to sustain
    professional growth and career satisfaction within their chosen MOS.
    Further, this process will allow soldiers to continue to progress
    toward their career goals in the Army while maintaining a sense of
    fulfillment and satisfaction. In addition to providing the soldiers the
    best chance for success in their MOS, I believe the key to retaining
    quality soldiers is the personal engagement between Commanders,
    leaders, and their soldiers. Third, ongoing quality of life
    initiatives, leadership training, and a renewed focus on diversity,
    equity, and inclusion, will result in a more lethal, educated, and
    better postured force to solve the complex problems of tomorrow while
    allowing the Army to compete for talent. If confirmed, I will support
    these initiatives and make recruitment and retention a priority for the
    Army.
        Question. What steps, if any, do you feel should be taken to ensure
    that current operational requirements and tempo do not adversely impact
    the overall recruiting, retention, readiness, and morale of soldiers?
        Answer. I understand the Army has, for nearly two decades, worked
    to keep operational requirements and tempo from adversely impacting
    recruiting, retention, readiness, and the morale of the force. Leaders
    at all levels should, in my view, work to balance mission requirements
    with the needs of individual soldiers and their families. The Army is
    employing new strategies like assignment preferences for both officers
    and enlisted soldiers. Soldiers are also being offered a multitude of
    opportunities to reenlist for specific duty locations, training, or
    retention bonuses based on their desires. The Army is working to
    provide predictability of training and missions to soldiers in support
    of the Army People Strategy. If confirmed, I will ensure that the Army
    recruits, develops, and retains top talent through an agile 21st
    Century talent management system that identifies the right applicants
    and leverages existing talent to capitalize on our incentives, world
    class training, and significant investments to improve soldier quality
    of life. Continued focus on these efforts will allow the Army to
    attract and retain soldiers with the skills needed to maintain
    overmatch against great power competitors.
        Question. In your view, do current recruiting standards--
    particularly DOD-wide criteria for tier-one recruits--accurately
    predict recruit attrition and/or future success in the Army?
        Answer. Yes, my understanding is that current DOD recruit
    benchmarks for high school graduation rates and performance on the
    Armed Forces Qualification Test (AFQT) are good predictors of
    trainability and of completion of an applicant's term of service. If
    confirmed, however, I will work with Congress and DOD to implement
    improvements to our screening methods, particularly using additional
    fitness screens like the Army's Occupational Physical Assessment Test
    and through use of the planned ARMS 2.0 and TAPAS pilots, which have
    already demonstrated the potential to minimize recruit attrition and
    expand the recruiting market.
        Question. Do you believe that current military entrance testing
    methods unnecessarily restrict the pool of eligible recruits, for
    example, by penalizing prospective recruits for whom English is not
    their native language?
        Answer. No, I believe the current DOD military entrance testing
    methods are sufficient for manning the all-volunteer Force. The Army
    has made significant strides using English as a Second Language
    programs for applicants who demonstrate sufficient aptitude for
    service, but who struggle with English as a second language.
                              reserve components:
        Question. In your view, what is the appropriate relationship
    between the Active Army and the Army Reserve and Army National Guard?
        Answer. The Army operates under a Total Force construct, which I
    fully support. The Army National Guard and the Army Reserve serve as
    the Combat Reserve of the Army, providing trained and ready units in
    support of Combatant Command requirements around the globe, as well as
    providing relevant capabilities to federal, state, and local
    authorities for domestic response. The training and operations between
    the Regular Army, Army Reserve, and Army National Guard are, in my
    view, well integrated. If confirmed, I will support the Army's efforts
    to improve integration and interoperability across the force including
    working closely with the Chief, National Guard Bureau and the Chief,
    Army Reserve. I will look for opportunities to expand these critical
    relationships and ensure that future equipping efforts continue to
    improve interoperability. I will strive to ensure that units that
    deploy together, especially early deploying units, will have similar
    mobility, lethality, survivability, and network communications
    architecture regardless of the component from which they originate.
        Question. What is your vision for the roles and missions of the
    Army Reserve Components?
        Answer. As an operational Reserve, the National Guard and Army
    Reserve play a vital role in supporting our national interests. These
    components also provide the strategic depth to safeguard those
    interests. The Army's vision for these components should be as full and
    equal partners in Multi-Domain Operations. The Army must ensure that
    these components have the capabilities that allow for the full spectrum
    of operations from competition to large-scale combat operations against
    near-peer competitors.
        Question. If confirmed, what new objectives would you seek to
    achieve with respect to the Army Reserve Components' organization,
    force structure, end strength, and readiness?
        Answer. If confirmed, I will explore improvements to
    interoperability and readiness that lead to the best possible force
    within available resources, striking a balance between operational use
    of Reserve Component soldiers' and their commitments to their
    communities, employers, and Families. The Reserve Components face
    similar challenges as the Active Component to maintain a sufficient
    amount of readiness to support our Combatant Commanders while investing
    in the needed modernization efforts required to meet future threats. I
    believe the Army must create a responsible methodology tailored to
    Reserve Component timelines to address this effort and ensure
    interoperability of forces regardless of component. This modernization
    is critically important as the Reserve Components, at approximately 52
    percent of the Total Force, provide capacity depth to ensure the Army
    can support national interests. Total Army integration,
    interoperability, and balance are key to achieving national interests
    and that will always be the goal.
        Question. Are you concerned that continued reliance on Army Reserve
    Components to execute operational missions--both at home and around the
    globe--is adversely affecting the ability to meet their recruiting and
    retention missions? Why or why not?
        Answer. In my judgement, maintaining the Congressionally directed
    end strength of the Reserve Components is a critical element in
    maintaining the Army as a Total Force. Army marketing and advertising
    efforts are synchronized across all three components to support the
    recruitment of new members to serve. The Army Reserve Components'
    historically high-level of readiness is principally due to a Total
    Force policy that recognizes their role as an operational force. This
    operational use of the Reserve Component is beneficial to recruitment
    efforts as Reserve Component soldiers want to perform meaningful
    service and contribute to the total fight. These soldiers are also
    highly motivated to be able to serve in their own communities, helping
    American citizens through missions like the Army's response to the
    COVID pandemic. It is imperative, however, that the operational demand
    on the Army Reserve Components is monitored so that soldiers can
    balance meaningful service with thriving civilian careers and strong,
    supportive Families. Additionally, the continued economic recovery
    post-pandemic, may pose some challenges to recruiting and, if
    confirmed, I will closely examine the balance between operational
    requirements and commitments that the Army National Guard and Army
    Reserve members have to their Families and employers.
                            diversity and inclusion:
        Question. In general, data shows that Army racial demographics
    align with those of the broader U.S. population, with the notable
    exception of Army General Officers. In your view, what factors underpin
    the lack of representation of racial minorities at general officer
    grades?
        Answer. I am aware that, in 2019, the Army directed its Office of
    Economic and Manpower Analysis to research the root causes behind the
    lack of diversity in the Army General Officer population. The resulting
    effort identified that almost 60 percent of all Army General Officers
    served in or had backgrounds in five branches--Infantry, Armor,
    Aviation, Engineer, and Special Forces. The Army also found that these
    five branches have the lowest racial, ethnic, and gender diversity of
    all Army branches. If confirmed, I will strongly support Army
    initiatives that seek to increase racial, ethnic, and gender diversity
    in its combat arms branches. Three of these initiatives are Talent
    Based Branching, the Urban Access Initiative, and the Combat Arms
    Outreach Engagement Teams.
        If confirmed, I will work to ensure the combat arms branches
    reflect the Army population.
        Question. If confirmed, what actions would you take to work toward
    the goal of ensuring that the Army, at all levels, especially within
    the senior officer ranks, reflects the broad diversity of those
    eligible to serve?
        Answer. If confirmed, I will continue the Army's focus on the
    initiatives included in the Army People Strategy: Diversity, Equity,
    and Inclusion Annex. The Annex serves as the five-year strategic plan
    mandated by Congress in the Fiscal Year 2020 National Defense
    Authorization Act. The Annex contains goals, objectives, and numerous
    tasks, which are driving the Army's current diversity and inclusion
    efforts. Specifically, the Annex seeks to address increasing diversity
    in the senior officer ranks. One such initiative is the Expanding
    Diverse Talent in the Army Officer Corps plan, which includes 25
    initiatives specifically address increasing Army Officer Diversity. I
    understand there are other promising initiatives including Talent Based
    Branching, the Urban Access Initiative, and the Combat Arms Outreach
    Engagement Teams. If confirmed, I will promote these efforts and others
    to ensure more diversity in our senior ranks.
        Question. What is your assessment of diversity in the Department's
    civilian workforce, especially at the senior General Schedule and
    Senior Executive Service levels?
        Answer. My understanding is that the Army's Annual Federal EEO
    Progress Report revealed that the Army has a lot of work to do at
    senior grades and SES levels to achieve higher levels of diversity. The
    Army's challenge continues to be identifying and eliminating barriers
    to participation in senior grades and SES positions for women and
    minorities. If confirmed, I will focus the Army on continuing with its
    efforts to achieve greater diversity in the civilian workforce by
    ensuring access to opportunity and choice for all.
        Question. If confirmed, how would you increase geographical
    diversity in the Army from areas of the country and communities that
    are currently underrepresented?
        Answer. I understand that the Army's enlisted recruiting efforts
    are doing well in attracting recruits from across the country and our
    territories. I support the Army working to actively increase both
    geographical and minority diversity in the officer ranks.
        If confirmed, I will be committed to work in support of these
    efforts and will seek other means to ensure America's Army of the All-
    Volunteer Force is representative of the Nation it serves.
        Question. What is your assessment of the diversity of cadets at the
    United States Military Academy?
        Answer. West Point has a rigorous and comprehensive application and
    nomination process that allows the Army to attract a Corps of Cadets
    with a diversity of talent. West Point is an avenue for diversity
    within the officer corps and, if confirmed, I look forward to working
    with the West Point team to continue acquiring the diversity of talent
    that is so crucial to the Army's success.
        Question. What measures can be taken to increase diversity in the
    Academy?
        Answer. I believe the United States Military Academy (USMA) is
    dedicated to developing and maintaining a diverse and inclusive
    community where everyone is treated with dignity and respect. I support
    USMA's efforts that strive for a Corps of Cadets that is reflective of
    the Nation and the Army they will lead.
        The Congressional nomination process is, in my view, one of the
    best ways to ensure that the Corps of Cadets is representative of the
    nation. If confirmed, I intend to harness the collective efforts of
    West Point, Congress, the network of Civilian Aides to the Secretary of
    the Army (CASA), and the Army more broadly to continue building the
    diverse Corps of Cadets that our Army and nation require.
                         military health care reforms:
        Question. The Acting Secretary of the Army recently stated that the
    Army is now ``all in'' on military health care reform. Yet the Army
    Medical Command's (MEDCOM) has persistently advocated that the
    Department of Defense (DOD) abandon the market construct for healthcare
    delivery and return to a component model of health delivery that would
    contradict congressional mandates and direction.
        The Army's actions, and in some cases, inactions have put
    congressionally directed reform deadlines at risk. In June 2020, a
    Deputy Secretary of Defense memo approved sourcing 12 additional Flag
    Officer/General Officer positions from the military departments to the
    Defense Health Agency (DHA). To date, the Army has not filled two of
    these billets for which they are responsible. Additionally, the Army
    has non-concurred in participation by military personnel assigned to
    Military Treatment Facilities (MTFs) in market offices through MTF
    personnel request memos. In fact, Army MEDCOM has prohibited its
    product line leads in San Antonio from providing support to the
    incoming DHA Market Director's efforts to establish that market.
    Moreover, Army MEDCOM has opposed the Commander, DHA's service as rater
    for MTF Directors, as required by law. MEDCOM leadership has failed to
    provide information to DHA regarding the future organization of its
    readiness-focused successor to MEDCOM or readiness commands, but it has
    denied additional resources to DHA because of its supposed need to
    staff its still un-defined MEDCOM reorganization. Finally, the Army
    told DHA in April 2021 that it would transfer responsibility for 500
    contracts to DHA by the end of this fiscal year, but has not provided
    details for DHA to assume contract responsibility.
        Do you support the purpose and implementation of section 702 of the
    Fiscal Year 2017 National Defense Authorization Act (NDAA), as
    clarified by sections 711 and 712 of the Fiscal Year 2019 NDAA?
        Answer. Yes. Ensuring the DHA's successful assumption of the
    healthcare delivery mission is in the Army's best interest. The Army is
    reliant on DHA to run the military medical treatment facilities. These
    facilities are readiness platforms to facilitate the training of the
    Ready Medical Force and to provide efficient and effective healthcare
    to ensure soldiers are healthy and ready to deploy. If confirmed, I
    would ensure the Army continues to transfer the healthcare delivery
    mission, resources and personnel to the DHA in accordance with the law
    and will seek to understand what factors may lie behind recent delays
    in the Army's ability to support congressionally directed reform in
    this area.
        Question. If confirmed, what steps would you take immediately to
    comply with congressional mandates to reform the military healthcare
    system?
        Answer. I believe ensuring the health and readiness of the Army's
    soldiers is critical as the Army undertakes the reform actions directed
    in the NDAA. If confirmed, I will take all necessary steps to achieve
    successful implementation of congressional mandates for reform of the
    Military Health System while ensuring the Army maintains its readiness.
    I will support current efforts to complete S.702 transition of the
    Medical Treatment Facilities (MTFs) to the Defense Health Agency (DHA)
    by September 30, 2021.
        At this time, I do not have sufficient knowledge of the
    complexities surrounding reform of the Military Health Care System to
    outline what immediate steps I would take to bring the Army into
    compliance, but if confirmed, I am committed to working with the
    Secretary of Defense to develop a mutually beneficial implementation
    plan that will ensure DHA can execute its mandated missions to enhance
    and sustain support to the Army and the Joint Force while ensuring the
    Army can carry out its Title 10 responsibilities to man, train and
    equip medical forces.
                             non-deployable issues:
        Question. Do you agree that soldiers who are non-deployable for
    more than 12 consecutive months should be subject either to separation
    from the Army or referral into the Disability Evaluation System?
        Answer. I believe that every soldier who is non-deployable for 12
    consecutive months must be evaluated for continued service. Soldiers
    must be able to deploy, fight, and win when the nation calls. If a
    soldier is unable to deploy for a prolonged period, an assessment is
    needed to determine if continued service is in the best interests of
    the servicemember and the Army.
        Question. In your view, under what circumstances might the
    retention of a soldier who has been non-deployable for more than 12
    months be ``in the best interest of the Army''?
        Answer. In my judgment, the Army must assess the unique
    circumstances of each soldier who is classified as non-deployable for
    12 consecutive months and who wants to remain in the Army. I believe
    there may be circumstances where non-deployability may not impede a
    soldier's ability to complete their mission or when the non-deployable
    condition has a known recovery point that is beyond 12 consecutive
    months. As an example, soldiers may possess a high-demand, low-density
    military occupational specialty such as cyber or military intelligence.
    A soldier may have highly skilled capabilities and through various
    means could execute missions from a non-deployed environment. Another
    example is when the non-deployability of a pregnant soldiers exceeds a
    12-month non-deployability period consistent with DODI 1332.45, but the
    soldier can then continue to serve after the recovery period. Retaining
    soldiers in both these circumstances may be in the best interest of the
    Army and demonstrate why these cases should be evaluated on an
    individual basis.
        The new transgender policy (DODI 1300.28) states ``any
    determination that a transgender servicemember is non-deployable at any
    time will be consistent with established Military Department and
    Service standards, as applied to other servicemembers whose
    deployability is similarly affected in comparable circumstances
    unrelated to gender transition.'' The same policy requires commanders
    to review and approve servicemember requests to transition gender in a
    manner that ``maintains military readiness by minimizing impacts to the
    mission (including deployment, operational, training, and exercise
    schedules, and critical skills availability).''
        Question. What Army standards and policies related to a soldier's
    ability to deploy will be applied to transgender servicemembers
    undergoing gender transition procedures or treatment?
        Answer. My understanding is that the Army uses Army Directive 2018-
    22 (Retention Policy for Non-Deployable Soldiers) as its standard to
    determine soldier deployability. All soldiers are considered deployable
    unless they have a Service-determined reason that precludes them from
    deployment. The gender transition process will bring with it a profiled
    time period. Those soldier's profiles and profiled time periods should,
    in my view, be treated like any other soldier whose profiles similarly
    affect deployability.
        Question. As the Army implements the DOD policy, what level of
    commander will be responsible for balancing servicemember requests to
    transition gender while maintaining military readiness?
        Answer. I understand the Army intends to make Brigade Commanders
    responsible, but all Commanders, in my view, should approach a soldier
    undergoing gender transition in the same way they would approach a
    soldier undergoing any medically necessary treatment. Commanders should
    continue to minimize effects to the mission and ensure continued unit
    readiness. I believe Commanders should balance the needs of the
    individual transitioning soldier and the needs of the command in a
    manner that is comparable to the actions available to the commander in
    addressing comparable medical circumstances unrelated to gender
    transition.
        Question. If confirmed, how would you ensure that commanders have
    the authority to minimize mission impacts of requests for gender
    transition?
        Answer. I understand the Army is expected to soon publish an Army
    Directive regarding service by transgender persons and persons with
    gender dysphoria that aligns with Department of Defense guidance. If
    confirmed, I will assess whether this guidance is sufficient to ensure
    commanders have the authority needed to minimize mission impacts of
    requests for gender transition.
                              suicide prevention:
        Question. If confirmed, what actions would you take to prevent
    suicides in the Active Army, the Army Reserve, and the Army National
    Guard, and in the families of soldiers across all Components?
        Answer. A death by suicide is a tragedy as each suicide affects the
    lives of a significant number of Family members, teammates, co-workers,
    and first responders. If confirmed, I will focus my efforts on
    providing leaders with the resources needed to foster a sense of
    belonging, strengthen resilience, a significant protective factor, and
    enhance unit cohesion. I understand the Army Resilience Directorate
    provides command teams with the ability to access Suicide Prevention,
    Resilience, and Junior Leader Development training through 32 Ready and
    Resilient (R2) Performance Centers across the globe. In addition, the
    Army is piloting and fielding leader visibility tools to help Command
    Teams better ``see'' their soldiers. This increased awareness should
    enable the development of comprehensive prevention strategies and allow
    for timely intervention opportunities to mitigate factors that may
    adversely impact soldiers' wellbeing. If confirmed, I will make suicide
    prevention a priority.
        Question. If confirmed, what would you do to enhance the reporting
    and tracking of suicide among family members and dependents of soldiers
    across all Components?
        Answer. The Army has established procedures for reporting and
    tracking deaths by suicide for family members. The process of ensuring
    accurate suicide counts and rates for soldiers, family members and
    Department of the Army Civilians, I believe, is a collaborative effort
    between the Army and Department of Defense. If confirmed, my intent is
    to ensure leaders are equipped with the resources, training, and time
    to create more cohesive teams, develop prevention strategies, and
    recognize intervention opportunities. Through improved training,
    increased leader visibility, and heightened awareness about warning
    signs, and help-seeking, I believe the Army can take useful steps to
    reduce and prevent these incidents of suicide.
        U.S. Army Alaska has experienced 32 suicides from 2016 through
    2021. Of these, 19 soldiers assigned to Fort Wainwright committed
    suicide. Of the total number of soldier suicides in Alaska, 59 percent
    occurred off-post, 78 percent percent died by gunshot wound, and 60
    percent were either infantry or ordnance soldiers. Army leadership has
    taken steps to improve the quality of life for soldiers in Alaska,
    particularly at Fort Wainwright, and to provide more mental health
    resources for soldiers, but suicides continue.
        Question. If confirmed, what additional steps would you take to
    improve the Army's suicide prevention efforts in Alaska?
        Answer. I understand Army leaders in Alaska have taken numerous
    steps to reduce deaths by suicide to include a Behavioral Health
    Epidemiological Consultation, focused Master Resilience Training, and
    quality of life improvements. While these efforts have not yielded a
    near-term reduction in suicides, they should improve the overall
    behavioral health and wellness of soldiers in Alaska over time. If
    confirmed, I will evaluate whether to direct widespread adoption of
    this public health approach throughout Army communities. I will also
    ensure Commanders have the policies, resources, and training to develop
    effective prevention strategies and improve services and environmental
    conditions in Alaska and at all other Army's installations.
        sexual harassment and assault prevention and response programs:
        Question. What is your assessment of the findings and
    recommendations of the Fort Hood Independent Review Committee?
        Answer. I read the Fort Hood Independent Review Committee report
    cover to cover and was angry and frustrated when I was finished. Its
    findings are accurate, deeply disturbing and suggest that the Army has
    significant work ahead of it to address the failings in climate and
    culture, in crime prevention and investigation, and in its SHARP
    program. If confirmed, I will be fully committed to implementing all of
    the recommendations in the report, and to determining how to better
    identify in advance where there are negative trends in command climate
    at Army installations so that the Army can get ahead of problematic
    behavior before it starts and risks breaking trust between the Army and
    its soldiers.
        Question. Do you believe these findings and recommendations are
    applicable Army-wide?
        Answer. Yes, I believe that the findings and recommendations in the
    Fort Hood Independent Review Committee's report should be applied
    across the Army, to include in the Army National Guard and Army
    Reserve.
        Question. If confirmed, what actions would you take with respect to
    the findings and recommendations of the Fort Hood Independent Review
    Committee?
        Answer. My intent, if confirmed, is to ensure that the Army
    carefully considers how best to implement the 70 recommendations in the
    Fort Hood Independent Review Committee's report across the entire Army.
    I understand the Army is taking action to address the recommendations,
    both locally at Fort Hood, and in some areas across the Service. I am
    also aware that the Army is executing several related actions to
    improve its climate and culture and to select the right leaders,
    particularly through its ``This is My Squad'' initiative and through
    its Command Assessment Program. If confirmed, I will reinforce these
    efforts to ensure that the Army addresses all of the Fort Hood report's
    recommendations and applies them broadly across the Service.
        Question. In particular, what actions would you take with regard to
    the structure, leadership, and operations of the U.S. Army Criminal
    Investigation Command?
        Answer. I have read the FHIRC report and, if confirmed, I am fully
    committed to continuing the work being done to implement the
    recommendations. I understand the Army is in the process of making
    significant changes to the structure, leadership, and operations of the
    U.S. Army Criminal Investigation Command (CID) based on the Army
    Provost Marshall's General intensive five-month structural redesign.
    The redesign is meant to create an organization with enhanced
    capabilities and capacity, organized with and led by civilian and
    military agents, military officers, and enlisted soldiers. I look
    forward to examining the changes proposed by CID to address the
    underlying concerns identified in the FHIRC.
        Question. In your view, are the policies, programs, and training
    that the Army has put in place to prevent and respond to sexual
    harassment and sexual assault adequate and effective?
        Answer. Simply stated, my view is sexual assault, sexual
    harassment, and associated retaliation are unacceptable and have no
    place in any professional setting, and definitely not in the Army.
    Sexual harassment, assault and retaliation against victims are contrary
    to the Army Values, harm members of the Army Team, detract from the
    readiness of the force, and undermine the Army's trust with the
    American people. If confirmed, I plan to enact the approved
    recommendations from the People First Task Force and the 90-Day
    Independent Review Commission, with an emphasis on those initiatives
    that prioritize the care and support of victims. The Army needs to
    prevent these harmful behaviors from occurring in the first place,
    which is why I believe it's imperative it enhance prevention efforts.
    If confirmed, I am committed to providing Leaders at all echelons of
    command with the resources and training necessary to establish and
    sustain healthy unit climates, integrate and support soldiers as they
    transition to new duty stations, and the knowledge and skills to
    recognize intervention opportunities along the continuum of harm.
        Question. If confirmed, what would you do to increase focus on the
    prevention of sexual assaults?
        Answer. If confirmed, I will place emphasis on the prevention of
    sexual assault, sexual harassment, and associated retaliatory
    behaviors. I believe prevention of these harmful behaviors starts with
    Commanders, who are centrally responsible and accountable for
    establishing healthy unit climates. Permissive environments
    exponentially increase the likelihood of a host of harmful behaviors
    along the continuum of harm. I believe it is imperative the Army
    continues investing in research on culture, climate, unit cohesion, and
    other factors to inform a holistic prevention approach. In addition, if
    confirmed, I will support the Army's current effort of encouraging
    reporting so victims can get the support they need to heal and
    offenders can be held accountable.
        Question. What is your view of the necessity of affording a victim
    both restricted and unrestricted options to report sexual harassment?
        Answer. I believe it is imperative to offer both restricted and
    unrestricted reporting options for victims of sexual harassment. Having
    additional options should increase the likelihood that victims will
    feel comfortable reporting and boost confidence in the system. This, in
    turn, should lead to an increase in the number of overall reports,
    presenting a better understanding of the dimensions and dynamics of
    sexual harassment.
        Question. If confirmed, what actions would you take to improve the
    quality of investigations into allegations of sexual harassment?
        Answer. I am aware that the Fort Hood Independent Review Committee
    (FHIRC) Report identified independence as an essential aspect to ensure
    the quality and integrity of investigations. I understand the Army
    recently made a policy change to the way it appoints the officers who
    will investigate allegations of sexual harassment. The new policy
    requires investigating officers to be appointed from a separate,
    brigade-sized unit from the one in which the subject is assigned. This
    policy change implements one of the FHIRC's specific recommendations
    and creates independence in the investigation process. If confirmed, I
    will support this change and work to ensure that it is implemented
    expeditiously across the Army. I will also explore new initiatives that
    can build upon those recommended by the FHIRC to further stamp out the
    scourge of sexual harassment and assault.
        Question. What is your understanding of the adequacy of Army
    resources and programs to provide victims of sexual assault and sexual
    harassment the medical, psychological, and legal help they need?
        Answer. I understand the Army has a comprehensive response system
    that includes medical, psychological, and legal services to support
    victims of sexual assault and harassment. If confirmed, I will ensure
    these services remain properly resourced and effective components of
    the Army's response system. In addition, I will support the continued
    expansion of the Special Victim's Counsel Program, which currently
    serves victims of sexual assault and domestic violence. I also support
    increasing the Army's telehealth capabilities. This service, which was
    expanded during the COVID-19 pandemic, appears to reduce the stigma
    associated with accessing behavioral health care. I would support the
    continued expansion of this program post-pandemic.
        Question. What is your assessment of the Army's protections against
    retaliation or reprisal for reporting sexual assault and/or harassment?
        Answer. Although the Army continues to make progress in encouraging
    reporting, fear of retaliation remains a significant barrier for
    victims and bystanders. If confirmed, I will continue to emphasize the
    importance of protecting all victims and work to provide Commanders
    with the resources, training, and policies they need to develop and
    sustain healthy climates, enhance unit cohesion, develop prevention
    strategies and put an end to retaliatory practices and victim-blaming
        Question. What is your assessment of the potential impact, if any,
    of proposals to remove Army commanders from case disposition authority
    over felony violations of the Uniform Code of Military Justice,
    including sexual assaults?
        Answer. Despite years of efforts to reduce sexual harassment and
    sexual assault in the military, the problem is not getting better. I am
    particularly concerned by the lack of trust young enlisted soldiers
    have in the current system, as revealed by the Fort Hood report
    investigation. As a result, I am open to new approaches to improve
    accountability and if confirmed, will carefully review the Independent
    Review Commission's assessment of the feasibility, opportunities, and
    risks of such a proposed change, as well as the Commission's
    recommendations.
                  sexual harassment in the civilian workforce:
        Question. In responding to the 2018 DOD Civilian Employee Workplace
    and Gender Relations survey, 17.7 percent of female and 5.8 percent of
    male DOD employees indicated that they had experienced sexual
    harassment and/or gender discrimination by ``someone at work'' in the
    12 months prior to completing the survey.
        In your view, do Army policies and processes for tracking the
    submission and monitoring the resolution of informal complaints of
    harassment or discrimination provide leaders, supervisors, and
    managers, with an accurate picture of the systemic prevalence of these
    adverse behaviors in the Army?
        Answer. The Army has EEO Officials to review, monitor, assess and
    advise leaders on EEO complaint activity. Officials with a ``need to
    know'' e.g., Leaders, Supervisors and Managers are advised of complaint
    trends through advisory functions, program evaluations, staff
    assistance visits and annual reporting. The Army Complaints Tracking
    System has the capability to query by a variety of data fields to
    acquire specific information. Allegations can be identified as well as
    the disposition of the complaint. At the same time, given what is known
    about underreporting of sexual harassment and discrimination, it is
    reasonable to assume that despite sound Army policies for tracking
    complaints in these areas and their resolution, this does not mean
    those policies in and of themselves ensure an accurate picture of the
    systemic prevalence of these adverse behaviors. If confirmed, I will
    work to continue exploring ways that the Army can prevent harmful
    behaviors in the workplace.
        Question. Do the Army's policies and processes for recording the
    outcomes of informal complaints of harassment or discrimination provide
    leaders, supervisors, and managers, with a means of identifying repeat
    perpetrators?
        Answer. Yes, I understand that they do. EEO Officials have the
    responsibility to review, monitor, and assess EEO complaint activity
    and inform supervisors of complaint trends. The Army Complaints
    Tracking System has the capability to query by a variety of data fields
    specific information. Alleged repeat perpetrators can be identified, as
    can the disposition of any complaints against them. In addition, I
    understand the Army is establishing a separate Anti-Harassment Program
    for Civilians, which will be able to and identify alleged repeat
    perpetrators.
        Question. What actions has the Army taken to establish a modern,
    comprehensive harassment prevention and response policy and program for
    the Army's civilian workforce?
        Answer. I understand the Army has developed a comprehensive
    Harassment Prevention and Response Policy. In addition, the Army's
    Prevention of Sexual Harassment and Sexual Assault Annex to the Army
    People Strategy guides the collective efforts that constitute a
    comprehensive approach across the Total Army. To better serve the
    civilian workforce, the Army is in the process of seeking an Exception
    to Policy to allow the Army to provide SHARP services to Department of
    the Army Civilians whether assigned to the CONUS or OCONUS.
        If confirmed, I am committed to ensuring that appropriate resources
    are dedicated to preventing and addressing all forms of harassment and
    discrimination. I am dedicated to providing a workplace that is free
    from all forms of harassment and where individuals are treated with
    dignity and respect.
              domestic violence and child abuse in army families:
        Question. What is your understanding of the extent of domestic
    violence and child abuse in the Army, and, if confirmed, what actions
    would you take to address these issues?
        Answer. I am aware that the Army has seen a consistent decrease in
    domestic violence and child abuse over the past five years, however,
    one incident of abuse is too many. To that end, I would emphasize
    increased command oversight and thorough and impartial review of abuse
    incidents. I would be open to exploring expanded services and resources
    for adult and child victims to best support Army Families. If
    confirmed, I will work to ensure command teams and leaders have the
    necessary tools and training to help them best handle these complex
    family cases, provide support to victims, and hold soldiers who commit
    acts of abuse appropriately accountable.
        Question. In your view, what more can the Army do to prevent child
    abuse and domestic and intimate partner violence?
        Answer. I know that the Army is committed to preventing and
    responding to all acts of domestic violence and child abuse and
    neglect. I share this commitment, regardless of whether the victim is a
    soldier or a civilian. Active prevention and rapid response to family
    violence is critical, and I recognize that civilian spouses who live
    off-post may experience added challenges accessing services or even
    knowing about installation resources. If confirmed, I will support the
    continued advancement of the Army's family violence prevention and
    intervention capabilities through ongoing research initiatives and
    outreach, and by ensuring these important programs are appropriately
    resourced.
        Question. Do you believe that the Army Family Advocacy Program
    strikes the right balance between healing families and holding
    individuals accountable for acts of domestic violence and child abuse?
        Answer. The Family Advocacy Program provides a wide range of
    services aimed at preventing and responding to abuse. Specially trained
    domestic abuse victim advocates at each installation support victims
    and help to coordinate services. Clinicians offer evidence-based
    treatment to mitigate the traumatic impact of abuse. Accountability is
    handled through the military justice system, which allows the Family
    Advocacy Program to focus on prevention and treatment. The Department
    of the Army is dedicated to striking the right balance between healing
    victims and holding abusers accountable. For FAP to be fully successful
    it must be understood as a social service response that is completely
    separate but which runs parallel to the military justice system
    response and consequent command actions. Together, I believe we are
    heading in the right direction.
        It is equally important that commanders understand their
    responsibility to foster a climate where the Family Advocacy Program is
    fully supported and abusive behaviors are not tolerated. If confirmed,
    I will ensure that leaders at all levels are fully trained and
    understand the impact of family violence. I will empower them to
    intervene to ensure victim safety, hold offenders appropriately
    accountable and encourage soldier and family participation in the full
    range of available services, when needed.
                     juvenile problematic sexual behavior:
        Question. What actions has the Army taken to regularize policies
    and programs for responding to, investigating, adjudicating, and
    documenting allegations of juvenile problematic sexual behavior on Army
    installations?
        Answer. I am aware that the Army published a policy in 2019
    requiring installation commanders to ensure the investigation of
    juvenile misconduct and referral of allegations of problematic sexual
    behavior of children and youth to Family Advocacy for assessment,
    treatment, and victim assistance. The most serious cases may warrant
    referral to civilian authorities for further investigation and/or
    determination of disposition. If confirmed, I will fully support this
    policy.
        Question. How does the Army ensure that the victims of juvenile
    problematic sexual behavior receive the care, treatment, support, and
    advocacy services they need?
        Answer. I understand there are multi-disciplinary teams that ensure
    juvenile victims receive the care and treatment they need. Members of
    the multidisciplinary teams include Family Advocacy, law enforcement,
    healthcare professionals, Department of Defense schools, and child
    development professionals. These teams help address the safety, risks,
    and specific needs of the children and Families impacted. Furthermore,
    I understand that the Army uses established standards of prevention,
    treatment, and referral to ensure victims receive the care and support
    they need. If confirmed, I will continue to support this approach to
    ensure the best care, treatment, and support is readily available.
        Question. In your view, does the Army have a mechanism to hold
    accountable, as appropriate, and provide treatment to juveniles who
    engage in problematic sexual behavior?
        Answer. In terms of offenders, I understand that the Army requires
    each case of major juvenile misconduct to be investigated either by
    installation military law enforcement, or other appropriate civilian
    authorities. While commanders do not have UCMJ authority over juvenile
    offenders, they are responsible for considering if administrative
    action is warranted. Such command action could include barring
    juveniles from the installation, removing them from on-post quarters,
    or ordering an Early Return of Dependents (if living overseas).
    Installation multi-disciplinary teams address the safety and risk-based
    needs of military children, youth, and Families. These teams also
    develop intervention plans, parent engagement strategies, and potential
    treatment for juvenile offenders.
        Question. Does the Army require any additional authorities to
    establish and maintain the centralized database on child and youth
    problematic sexual behavior required by section 1089 of the Fiscal Year
    2019 NDAA?
        Answer. I am aware that the Army is currently working with the
    Office of the Secretary of Defense to develop and implement a
    centralized database for juvenile problematic sexual behavior required
    by section 1089 of the Fiscal Year 2019 NDAA. If confirmed, I would
    assess whether additional authorities are needed and inform OSD of such
    requirements.
                                   extremism:
        Question. What is your view of the prevalence and effect of
    extremism in the Army?
        Answer. I believe the vast majority of Army soldiers serve with
    honor. At the same time, as Secretary Austin, General Milley and
    General McConville have said, extremism in the military is detrimental
    to the good order and discipline of the force and can impact unit
    morale and cohesion. Extremism is antithetical to the Army Values and
    is not in keeping with the oath soldiers take upon entry and reaffirm
    during their careers. I understand the Army has conducted extremism
    stand-down days to better educate the force on indicators and warning
    signs of extremism as well as its detrimental impacts while reinforcing
    Army Values through engaged leadership at all levels.
        Question. In your view, what beliefs and actions should constitute
    ``extremism?''
        Answer. The Army has a regulation, AR 600-20 that defines extremism
    as participation in organizations and activities that advocate
    intolerance, engaging in unlawful discrimination, the use of force to
    deprive individuals of their rights, support for terrorist objectives,
    use of unlawful violence or force to achieve discriminatory goals,
    expressing a duty to engage in violence against the United States,
    encouraging military or DOD civilian personnel to engage in subversion,
    or seeking to engage in sedition. If confirmed, I am committed to
    making eradication of extremist activity amongst the ranks a priority.
        Question. In light of ongoing efforts to combat extremism, what are
    your views on the current DOD policy that states, ``A servicemember's
    right of expression should be preserved to the maximum extent
    possible?''
        Answer. The Army protects soldiers' constitutional rights afforded
    by the First, Fourth, and Fifth Amendments to the United States
    Constitution. As such, any Army policies regulating speech or
    association must be necessary to accomplish a military mission or to
    prevent a clear danger to the loyalty, discipline, or morale of
    military personnel, and must be the least restrictive means available
    to achieve these ends. I believe that soldiers' constitutional rights
    must be protected. If confirmed, I am committed to reviewing existing
    policies and procedures with the Army General Counsel to ensure these
    rights are appropriately protected while still allowing the Army to
    effectively combat extremism in its various forms.
        Question. If confirmed, what actions would you take to eliminate
    extremism within the ranks?
        Answer. In recent briefings on the subject, I understand the recent
    round of Extremist Policy training, performed in response to the
    Secretary of Defense ``Stand Down'' directive, was both well-received
    and appreciated by the Total Army Force. This training focused on small
    group conversations to facilitate an honest dialogue on the issue. I do
    not believe that just one stand down day will sufficiently address this
    important issue. Training is effective when the standards are modeled,
    understood, and frequently reinforced. If confirmed, I will ensure
    there is continued dialogue on this issue and review applicable
    accessions policies and procedures.
            services provided to servicemembers and their families:
        Question. If confirmed, would you advocate for the consolidation of
    commissaries and the Service Exchanges into a single defense resale
    system?
        Answer. I understand that access to commissaries and military
    exchanges remains one of the most valued benefits for soldiers and
    their families. Any resale reform effort should not divert limited
    resources away from the current needs of this population or diminish
    the earnings that provide dividends to support military Quality-of-Life
    programs. If confirmed, I am open to considering ideas that would
    enhance benefits to Army Families and will advocate for all viable
    methods to improve the military resale system. I support the ongoing
    effort directed in the Fiscal Year 2021 NDAA to validate previous
    reform efforts. The Department and Congress need reliable information
    on the expected savings and costs of consolidation, as well as the
    second and third-order effects to other programs supported by the
    Defense Resale System.
        Question. If confirmed, how would you support increased employment
    opportunities for military spouses and other family members?
        Answer. I believe the Army asks much from its Families to ensure
    force readiness. Spouses often balance professional careers, family,
    health, and well-being, all in the context of deployments, separations,
    and other mission requirements. If confirmed, I will continue to build
    strong relationships with Congress, Office of the Secretary of Defense,
    the Governor's Association, and the many state and local government and
    non-government organizations that facilitate and enable spouse
    employment opportunities and professional license portability. I also
    will ensure the Army invests in proven programs that demonstrate
    effectiveness in helping spouses obtain and maintain meaningful,
    satisfying careers. I am supportive of expanding the Army's alliance
    and partnership with private sector companies and local or state
    government agencies to provide hiring preferences to military spouses
    and family members. If confirmed, I would also conduct a review of
    Army's civilian employment policies and expand on any gaps to increase
    employment opportunities for both military spouses and other Family
    members.
        If confirmed, I would also support increased opportunities for
    telework and/or remote work to allow current, Army civilian military
    spouses and Family members to retain employment. I was informed the
    Army was successful in managing its workforce while operating in a
    maximized telework environment during the COVID-19 pandemic and would
    support continued telework and remote work flexibilities. I would
    encourage the Army to consider utilizing these flexibilities for
    military spouses and Family member employees who are undergoing
    permanent change of station moves; especially in cases where the
    soldier and family are stationed at remote locations with limited
    employment opportunities.
        Question. If confirmed, what specifically would you do to provide
    Army families with accessible, high-quality childcare, at an
    appropriate cost?
        Answer. The pandemic has demonstrated the critical role child care
    plays in readiness. If confirmed, I will review the Army's plan to
    address child care shortfalls and explore other ways to increase the
    child care capacity, such as additional infrastructure, improved
    compensation, and further investment in the Family Child Care program
    and fee assistance to buy down the cost of off-post care. I will also
    work with OSD and the other Services to increase availability of
    accredited community child care providers and assess the concept of
    providing child care services in a child's home.
        Question. If confirmed, what steps would you take to ensure safe
    and healthy living conditions for soldiers and their families in
    privatized housing?
        Answer. If confirmed, I will prioritize Army oversight of
    privatized housing, at all levels, to ensure that Army Families are
    receiving safe, quality housing and will hold privatized housing
    partners accountable. Housing is a key factor in the care of soldiers
    and Families and can greatly impact Army readiness and retention. I
    commit to making this a priority.
        Question. If confirmed, what specifically would you do to establish
    accountability in the Army for sustaining the high quality housing that
    soldier and their families deserve?
        Answer. If confirmed, I will work to hold commanders, leaders and
    privatized housing partners accountable for ensuring that soldiers and
    families are housed in the quality of housing they deserve. I will do
    this by ensuring implementation of the Military Housing Privatization
    Reform contained in the National Defense Authorization Act by ensuring
    Army-owned housing inventory is adequately funded in future budgets,
    and by working with the Office of the Secretary of Defense to ensure
    Basic Allowances for Housing are adequate to provide quality housing to
    those choosing to live off-post.
        Question. If confirmed, what specifically would you do to establish
    accountability in Military Housing Privatization Initiative (MHPI)
    ``contractors,'' particularly given that, in most cases, they have
    public-private partnership agreements with the Army that extend for as
    long as 50 years?
        Answer. If confirmed, I will ensure the Army Staff and Army Senior
    Leaders remain engaged and fully involved in the decisions the MHPI
    companies make to maintain and improve quality housing over the course
    of the agreements. This will require the enforcement of standards of
    performance in existing agreements with MHPI companies, periodically
    reassessing MHPI companies' baseline operating and ground lease
    agreements and when necessary entering into negotiations with the
    privatized housing company owners to modify Army agreements in order to
    foster enhanced accountability and facilitate improving the privatized
    housing and housing related services provided to Army soldiers and
    families. I will also reemphasize the Army's existing requirement that
    all privatized housing incentive fee metrics be consistently applied in
    a manner that rewards privatized housing companies only when they have
    delivered high quality services to soldiers and families.
                                senior officers:
        Question. If confirmed, how would you ensure compliance with the
    requirements of law and regulation regarding the investigation and
    promotion board consideration of adverse and reportable information in
    the context of both general officer and O-6 and below promotion
    selection processes?
        Answer. If confirmed, I would ensure compliance with laws and
    regulations regarding promotion boards by only certifying the exemplary
    conduct of deserving officers considered for promotion. I understand
    that, for nominations above the grade of O-6, the Army uses all
    available systems of records to screen officers prior to being
    considered by a promotion board, and again at regular intervals through
    Senate confirmation, until the officer is ultimately promoted. The same
    process has been true of nominations in the grades O-6 and below since
    2015, however, only for post-promotion board consideration and
    selection. At general officer grades, should the officer have
    substantiated adverse information ascribed to them, the promotion board
    considers that information when considering the officer's file, and the
    adverse information is considered at every level for senior leader
    endorsements. As of January 1, 2021, the same consideration
    requirements the Army uses at GO grades apply to Army O-4-O-6
    nominations in the Active Component. For nominations to 3 or 4-star
    where a promotion board is not applicable, the same screening process
    is conducted for officers before the Secretary of the Army makes a
    recommendation. Any substantiated adverse information is considered
    with the nomination at all levels. Although not seen during promotion
    boards, any reportable information ascribed to the officer is also
    considered at the service secretary level and higher.
        Question. Do you believe Army procedures and practices for
    reviewing the records of officers pending the President's nomination
    for promotion or assignment are sufficient to enable fully-informed
    decisions by the Secretary of the Army, the Chairman of the Joint
    Chiefs of Staff, the Secretary of Defense, and the President?
        Answer. Yes. I believe the extensive review process outlined in the
    previous answer enables fully informed decisions by the Secretary of
    the Army, the Chairman of the Joint Chiefs of Staff, the Secretary of
    Defense, and the President.
        Question. In your view, are these procedures and practices fair to
    the individual military officers proceeding through the promotion or
    assignment process? Please explain your answer.
        Answer. The screening procedures that the Army has in place comply
    with law and Department of Defense policy. They are intended to provide
    as much information about the officer as possible to enable leaders to
    make fully informed decisions on whether he/she meets the exemplary
    conduct standards required by law. At this time, I have no reason to
    believe this process is unfair to the officers going through the
    nomination process.
        The fiscal year 2017 NDAA reduced the number of General and Flag
    Officers across DOD by about 12 percent, consistent with plans provided
    to Congress by the Office of the Secretary of Defense.
        Question. What progress has the Army made in reducing the number of
    Amy General Officers (GO) and restructuring its GO grade pyramid?
        Answer. I understand the Army is on track to meet the reduction of
    eleven General Officers by December 31, 2022, as mandated by the fiscal
    year 2017 NDAA. The Army intends to reduce the number of GOs on Active
    Duty by balancing promotions to brigadier general with the natural
    attrition of general officers through retirements. These reductions do
    not require restructuring the General Officer pyramid. Frequently, an
    officer will be assigned to a general officer billet as an O-6 and
    promote into it later, based on needs of the Army. The reductions will
    not alter this process; they will delay promotions until the target of
    220 is reached.
        Question. If confirmed, what role would you establish for yourself
    in ensuring that the Army is successful in meeting its GO reduction
    mandate?
        Answer. If confirmed, I am responsible for everything the Army does
    or fails to do. This includes complying with the law. I will work with
    the Army staff to ensure adherence to the reduction plan to reduce the
    number of General Officers on Active Duty from 231 to 220 no later than
    December 31, 2022.
        Question. In your view, are GO retired pay caps adversely affecting
    Army senior officer promotions, assignments, and retention at the 3-
    and 4-star grades? Please explain your answer.
        Answer. While I am unaware of any concrete statistics on this
    topic, I understand that General Officer retired pay may not be helping
    the Army retain its best talent. While the private sector increases
    salary with promotion, general officers assume greater responsibility
    with no increase in salary. Retaining the Army's best talent is a
    priority, and if confirmed I will examine this issue in greater depth
    to determine whether existing pay caps are adversely affecting the
    Army's ability to compete with the civilian sector for leadership
    talent.
                              training/readiness:
        Question. How would you assess the current readiness of the Army--
    across the domains of materiel and equipment, personnel, and training--
    to execute the 2018 NDS and Combatant Commanders' associated
    operational plans?
        Answer. My understanding is that the readiness of the Army to
    perform those Title 10 functions associated with generating Army forces
    to meet the totality of the National Defense Strategy with the
    requisite readiness across the domains of equipment, personnel, and
    training, remains strained. However, the Army, with support from
    Congress, has made gains to improve the overall readiness of brigade
    combat teams. The Army is entering into a period of intense
    modernization. If confirmed, I will closely monitor and prioritize
    resourcing decisions to ensure an appropriate balance between near term
    readiness and modernization investments, ensuring future capabilities.
        Question. In your view, what are the priority missions for which
    current and future Army forces should be trained and ready in the
    context of day-to-day activities, as well as for contingencies?
        Answer. The Army's priority missions for which current and future
    forces must prepare include defense of the homeland, preparation for
    large-scale combat operations, and continued disruption of state and
    non-state adversaries. Global demand for Army forces remains high, but
    thanks to Congressional support and Army Senior Leader focus, the Army
    has more ready units, available more often, than at any time in the
    last three years. I believe the Army's core warfighting readiness to
    defeat a near-peer adversary has improved, but the Army must continue
    to modernize, and align efforts in support of the President's Interim
    National Security Strategic Guidance.
        The Army is currently aligned with the prioritization of People's
    Republic of China as a pacing threat, as laid out in the President's
    Interim National Security Strategic Guidance, and in Secretary Austin's
    4 March ``Message to the Force''. In my view, current and future Army
    forces must continue to train for conflict, and success will be
    determined by its ability to fight across all domains while remaining
    integrated with the Joint Force.
        Question. What is your assessment of the risk the Army has accepted
    in regard to its readiness to execute operational plans in furtherance
    of the 2018 NDS?
        Answer. While the Army has made significant strides in recent years
    in terms of improving its readiness for large scale combat operations,
    at this point in time I do not have access to sufficient information
    about the Department's operational plans to assess with confidence the
    level of risk the Army has accepted in regards to its readiness. In my
    view it is likely that the Army continues to confront challenges and
    difficult tradeoffs in terms of balancing risks to readiness arising
    from sustained and unforeseen global commitments, as well as the need
    to resource an ambitious modernization agenda. If confirmed, one of my
    earliest priorities will be to fully understand the analysis
    underpinning current Army assessments of operational risks and
    readiness, as well as its assessment of risks to ensuring future
    readiness.
        Question. If confirmed, how would you oversee compliance by the
    Army with readiness goals and timelines?
        Answer. Title 10 empowers the Secretary of the Army with a broad
    range of man, train, and equip responsibilities and functions. If
    confirmed there are two ways in which I would oversee compliance with
    Army readiness goals and timelines.
        First, I would monitor the readiness of forces that are either
    assigned to combatant commands and/or aligned to operational plans
    (OPLANs). The Department cannot afford costs associated with generating
    readiness to meet broad percentage bands that are not associated with
    OPLANs.
        Second, I would support the Joint Staff's global force management
    process focus on weighing the near-term military risk to current
    operations against the long-term strategic risk associated with
    sustained un-forecasted commitments.
        Question. If confirmed, how would you prioritize maintaining
    readiness in the near term, with modernizing the Army to ensure future
    readiness?
        Answer. If confirmed, I would continue the Army Strategy to rebuild
    readiness to dominate in large-scale combat operations while continuing
    efforts to modernize towards a force capable of multi-domain
    operations. The Army is implementing a new unit life cycle model
    (ReARMM-Regionally Aligned Readiness & Modernization Model) that will
    balance readiness with modernization in a predictable manner, which
    better balances operational and personal demands. In the near-term,
    this means the Army will prioritize efforts to provide ready and lethal
    forces organized, trained, and equipped for prompt and sustained ground
    combat in war and other contingency operations. If confirmed, I would
    simultaneously continue working to modernize the Army to deploy, fight,
    and win decisively in multi-domain operations against any adversary,
    anytime, and anywhere.
                                   munitions:
        Question. If confirmed, what steps would you take to ensure the
    Army has sufficient inventories of munitions to meet combatant
    commanders' needs?
        Answer. If confirmed, I would coordinate closely with combatant
    commanders to understand their operational requirements and continue to
    support proven efforts to increase joint munitions readiness. Efforts
    like realigning funding to modernize munitions and improve inventory
    levels would continue to improve the Army's support of the combatant
    commanders. The Army has worked with its industry partners to increase
    production and procurement for critical munitions. Initiatives like
    stockpile reliability programs and shelf life extension programs have
    helped ensure current stocks meet the appropriate standards, reducing
    the burden on new production and procurement.
        Question. Is the ammunition industrial base, including the Army's
    organic ammunition plants, capable of supporting current and future
    munitions requirements, in your view?
        Answer. My understanding at this time is that current analysis
    indicates the Army can meet today's munitions requirements. With the
    support of Congress, the Army has expanded several sectors of the
    munitions industrial base to meet sustained and surge requirements for
    munitions post 9/11. The Army will require continued investment in the
    organic industrial base to transform and modernize facilities, ensure
    they remain viable to meet expanded explosives capacity, and enable the
    manufacturing of future artillery and advanced propellants. Once
    planned capacity expansions and new production capabilities are
    realized, the Army will have sufficient capacity, commercial and
    organic, to meet future and surge munitions requirements.
        Question. If confirmed, what actions would you take to reduce
    single points of failure and foreign material supplier dependencies in
    the ammunition industrial base?
        Answer. In its role as the single manager for conventional
    munitions, I believe the Army is actively pursuing measures to reduce
    single points of failure and source of supply risks in the ammunition
    industrial base. If confirmed, I would ensure that the Army continues
    to move forward in its efforts to secure the domestic supply chain by
    re-establishing US or Canadian sources where warranted. I would ensure
    that the Army continues to leverage Defense Production Act authorities
    to establish domestic production for critical materials essential to
    munitions production. Further, I would pursue policies that promote the
    long-term viability of the domestic supply chain, by directing
    procurement of critical materials to domestic manufacturers where
    prudent. Finally, I would direct that strategic international
    partnerships be pursued to add resiliency and capacity to the domestic
    supply chain where appropriate.
                              operational energy:
        Question. If confirmed, how would you lead the Army in harnessing
    innovations in operational energy and linking them with emerging joint
    operational concepts in order to reduce contested logistics
    vulnerabilities for warfighters?
        Answer. The Army Futures Command has recognized that the ability to
    generate, distribute, and store power is a key cross-cutting enabler of
    multiple combat capabilities. I believe operational energy capabilities
    and efficiency can and should be a priority to support the joint force
    in a contested environment and to stay ahead of our adversaries in
    developing these technologies. If confirmed, I would lead by ensuring
    innovations in operational energy are linked with emerging joint
    operational concepts and are backed by appropriate levels of investment
    in RDTE and experimentation.
        Question. In what specific areas, if any, do you believe the Army
    needs to improve the incorporation of energy considerations and
    alternative energy resources into the strategic planning processes?
        Answer. The Army must plan for energy (fuel, electricity) and water
    security and address potential vulnerabilities to these resources both
    at installations and while conducting operations. If confirmed, I will
    ensure the Army continues to ensure readiness and the ability to
    project power by strengthening the energy and water resilience of our
    installations and encouraging soldiers and leaders to incorporate
    energy security at all levels of planning.
        Question. How can Army acquisition systems better address
    requirements related to the use of energy in military platforms to
    decrease risks to warfighters?
        Answer. Army acquisition systems must strive to develop, adopt, and
    adapt cutting edge technologies to ensure the greatest warfighting
    capabilities. If confirmed, I will work to coordinate these efforts
    across the Joint Force to improve interoperability and to reduce costs.
    This includes operational energy--which powers the vehicles and systems
    used to win wars. I will seek improvements in energy efficiency to
    reduce operational costs, as well as reduce the overall logistical
    tail, which are all overarching objectives of the Army.
        Question. In your view, how can energy supportability that reduces
    contested logistics vulnerabilities become a key performance parameter
    in the requirements process?
        Answer. I understand that Army acquisition offers multiple tools to
    address the issue of energy use in military platforms. For existing
    platforms, the Army can engage innovative companies to conduct
    research, prototyping, and demonstrations of energy-saving technology--
    such as hybrid electric and electric motors for vehicles--that will
    allow the Army to upgrade older systems with new technology to reduce
    energy use. For new platforms, I believe that the Army must look
    carefully at requiring more energy-efficient designs up front so to
    avoid having to retrofit energy-efficient components after fielding.
        Question. If confirmed, how would you prioritize energy resilience,
    including acquiring and deploying sustainable and renewable energy
    assets, to support mission critical functions, and address known
    vulnerabilities?
        Answer. Energy resilience is key to Army mission effectiveness.
    Today's multi-domain operating environment means the Army's
    installations are strategic assets for generating readiness. The Army's
    approach to installation energy resilience is an ``all of the above''
    strategy that includes energy efficiency, onsite generation, and
    storage. If confirmed, I would continue to prioritize installation
    energy resilience that supports critical missions.
        Question. Given that the Army has been charged with Contested
    Logistics for the Joint Force, how do you believe operational energy
    can and should be used to support this effort?
        Answer. I believe operational energy capabilities and efficiency
    can and should be leveraged to support the joint force in a contested
    environment whenever feasible. If confirmed, I would become more
    familiar with the Army's strategy for supporting the Joint Force in a
    contested environment before giving specific examples of ways to
    leverage operational energy capabilities.
                                  environment:
        Question. If confirmed, how would you ensure that the Army complies
    with environment protection laws, regulations, and guidance from the
    Environmental Protection Agency?
        Answer. I understand the Army's Environmental Program encompasses a
    broad range of efforts that maintain installation compliance with
    applicable environmental laws, Environmental Protection Agency (EPA)
    regulations and guidance, operating permits, and Executive Orders. The
    Army collects, monitors and analyzes numerous environmental compliance
    metrics on an annual basis and reports that information to Congress
    along with the other military departments. If confirmed, I will monitor
    Army-wide environmental compliance metrics and trends to ensure the
    Army's high level of environmental compliance with EPA requirements is
    maintained.
        Question. What are your ideas for improving collaboration with the
    Department of Interior and the U.S. Fish & Wildlife Service to find
    cooperative ways to ensure military readiness while protecting the
    environment on and around Army installations?
        Answer. If confirmed, I would want the Army to continue its
    cooperative work with the U.S. Fish & Wildlife Service (FWS) to expand
    endangered species mitigation. It is my understanding that off-
    installation mitigation banking compensates for on-installation Army
    mission impacts to endangered species. If confirmed, I would support
    the Army's coordination efforts with FWS to safeguard Army training
    requirements thereby promoting endangered species recovery and
    management at the ecosystem.
        Question. If confirmed, how would you further efforts to address
    PFAS contamination at Army installations?
        Answer. If confirmed, I would ensure the Army remains committed to
    making forward progress to address PFAS releases from Army
    installations. This includes continuing support for DOD's investments
    to evaluate the science on these emerging contaminants and continuing
    the Army's nationwide cleanup efforts. I would also make certain the
    Army's priority remains the health and safety of our soldiers, their
    families, Army civilians, and the communities surrounding our
    installations. Moreover, I would continue to prioritize and address
    cleanup sites where risk to human health is the greatest.
        Question. If confirmed, what would be your approach to addressing
    the health concerns of servicemembers and their families regarding
    alleged exposures to potentially harmful contaminants on U.S. military
    installations and in the context of performing military duties?
        Answer. If confirmed, I would encourage soldiers and their families
    with health concerns or symptoms potentially associated with exposure
    to harmful contaminants to seek assistance from their health care
    provider. Army Medical policies require health care providers to
    assess, manage (to include referrals to appropriate medical
    specialists), and document health conditions in accordance with
    established, evidence-based clinical practice guidelines. If confirmed,
    I would make the health and safety of the Army Family one of my top
    priorities.
              readiness and resource impacts from extreme weather:
        Question. How would you assess the readiness and resource impacts
    on the Army from recent extreme weather events?
        Answer. The Army needs to remain vigilant in protecting its assets
    and infrastructure from the adverse impacts of extreme weather events.
    If confirmed, I will review the Army's readiness and resource impacts
    from recent weather events and ensure that these efforts include
    planning for current and projected impacts of climate change and
    extreme weather at Army sites.
        Question. Based on these readiness and resource impacts, do you
    believe it necessary to use more resilient designs in Army
    infrastructure?
        Answer. Yes. The effects of a changing climate are and will
    continue to be a national security issue impacting Army installations
    and its ability to operate around the world. If confirmed, I will work
    to ensure compliance with provisions of the 2019 NDAA requiring an
    amendment to the United Facilities Criteria: ``to anticipate changing
    environmental conditions during the design life of existing or planned
    new facilities and infrastructure and ensure incorporation into
    military construction designs and modifications,'' I would also ensure
    all Army installation planners are provided a clear methodology for
    planning, design, construction, sustainment and restoration, as
    outlined in the Army's Climate Resilience Handbook.
        Question. How can the Army better use existing authorities on
    extreme weather mitigation granted by Congress in the last few NDAAs?
        Answer. I understand that Congress has been supportive of DOD's
    climate resilience efforts. The Fiscal Year 2021 NDAA allows for
    expansion of existing authorities, like Section 315, on projects that
    improve military installation resilience even when they are outside the
    borders of the installation. Additional NDAA requirements incorporate
    climate considerations into building codes and mandate installation
    resilience planning. If confirmed, I will ensure the Army continues to
    explore ways to leverage these new authorities.
                           infrastructure challenges:
        Question. Non-DOD funding mechanisms such as energy savings
    performance contracts (ESPCs), utility energy savings contracts
    (UESCs), and power purchase agreements (PPAs) are excellent means by
    which the Army can improve infrastructure, increase resilience, reduce
    deferred maintenance, implement alternative energy resources, save
    taxpayer funds, and secure other benefits without appropriated funds.
    The review and approval of these contract mechanisms by the U.S. Army
    Installation Management Command (IMCOM) has taken significantly longer
    as compared to other Military Departments. In some cases, IMCOM has
    blocked or significantly delayed, de-scoped, or cancelled new contracts
    that would have provided significant savings and benefit to Army
    infrastructure.
        If confirmed, what steps would you take to streamline this process
    and how long would it take you to resume entering into contracts that
    benefit Army installations?
        Answer. I am aware that energy savings performance contracts
    (ESPCs) and utility energy savings contracts (UESCs) are a budget
    neutral means by which the Army can improve infrastructure, increase
    resilience, reduce deferred maintenance, implement alternative energy
    resources, save taxpayer funds, and secure other benefits without
    appropriated funds. I believe this is a smart approach to our
    infrastructure program. If confirmed, I will review and evaluate this
    process.
                                     audit:
        Question. If confirmed, what specific actions will you take or
    direct to enable the Army to achieve a clean financial audit in the
    most expedited fashion?
        Answer. I understand the Army has developed a roadmap that focuses
    on the key activities needed to fix the issues noted by the auditors.
    The Army has plans to utilize innovative technology and tools to drive
    quick-turn solutions. I have been informed that the Army is investing
    more training time and resources for communicating audit requirements
    to the field, and helping stakeholders work together to achieve
    priority audit objectives.
        If confirmed, I will reiterate my senior-level support for
    achieving a clean audit opinion and continue to drive short-term fixes
    and promote long-term results. I will develop mechanisms to hold
    business process owners responsible for improving their processes. I
    will prioritize modernization and standardization of business processes
    necessary to achieve clean audit opinions.
        Question. What are the benefits to Army missions and effectiveness
    of achieving and maintaining a clean audit?
        Answer. In my view compliance with DOD, Army, and/or other Federal
    policies and procedures and responsibly using associated internal
    controls is foundational to effective stewardship and maximizing the
    impact of every appropriated dollar. The benefits of achieving and
    maintaining a clean audit are to optimize the Army's budget, achieve
    full visibility of resources, and improve business processes. This
    ensures America's Army can be the best steward of the taxpayers'
    dollars while building the highest levels of current and future
    readiness.
        Question. How will you hold Army leaders and organizations
    responsible and accountable for making the necessary investments and
    changes to correct findings and material weaknesses identified in the
    audit process?
        Answer. I am committed to improving processes to accelerate
    positive change, increasing accountability, and delivering results. I
    understand recent audit results show opportunities to be more efficient
    and productive with Army funding, equipment, and supplies. Success,
    across the force, depends on leaders routinely reviewing the progress
    of their commands as they implement actions to remediate auditor
    findings. At the Department level, leaders should continue to actively
    take roles in establishing policies, procedures, and process changes
    necessary to support progress towards a clean opinion.
        If confirmed, I will continue Army efforts to make accountability
    part of the Army culture. I will require the ASA (FM&C) and Senior Army
    Leaders to brief me on audit results and hold them accountable to
    achieving key operational metrics. I believe full compliance from every
    leader in the Army is imperative to saving money on operations,
    shifting resources to increase readiness and modernization efforts, and
    maintaining the confidence of defense leaders, Congress, and the
    American people.
                     army-related defense industrial base:
        Question. What is your assessment of the systems and processes for
    identifying, evaluating, and managing risk in the Army's organic,
    commercial, and defense industrial base, including the munitions
    industrial base?
        Answer. It is my understanding the Army employs a number of robust
    processes to identify and manage risk in the Defense Industrial Base
    (DIB) including assessing the critical capabilities in the organic
    industrial base, identifying fragile and critical suppliers, and
    assessing financial, operational, geopolitical, and socio-economic
    risks within the broader DIB, of which the ammunition industrial base
    is a part. If confirmed, I will strive to strengthen the Army's
    processes to identify, assess, and mitigate risk in the Army Industrial
    Base, as appropriate.
        Question. How should Army acquisition leaders consider impacts on
    the industrial base when addressing requirements for recapitalization
    or modernization of major defense weapons systems and munitions, and
    life cycle costs of such systems?
        Answer. Recapitalizing and modernizing major defense systems is
    dependent on the Army's organic industrial base depots as well as our
    manufacturing industry partners. Army acquisition leaders strive to
    maintain a healthy and robust industrial base that can meet the current
    and future Army requirements, while balancing affordability with
    capacity, maximizing competition, and utilizing the optimal mix of
    defense depots and industrial manufacturing partners.
        Question. If confirmed, what changes, if any, would you pursue in
    systems and processes to ensure that risk in the Army-relevant sectors
    of the defense industrial base is adequately managed to enable the
    development, production, and sustainment of technically superior,
    reliable, and affordable weapons systems and munitions?
        Answer. If confirmed, I will review the Army's systems and
    processes it uses to identify, monitor, assess, and mitigate supply
    chain risk in the Army Industrial Base to assess if there are more
    effective ways to ensure a capable and ready supply chain. It is my
    understanding that the Army works closely with the Office of the Under
    Secretary of Defense for Acquisition and Sustainment, other military
    services, federal agencies, and industry partners to identify,
    evaluate, and mitigate supply chain risk in the Army Industrial Base.
        Question. If confirmed, what policy tools or programs would you
    develop or use to allow the Army to intervene appropriately to support
    the vitality of its organic, commercial, and defense industrial base?
        Answer. If confirmed, I would seek to leverage the authorities
    already provided by Congress, including the Defense Production Act to
    maintain, restore, protect, expand, and create domestic production
    capabilities to strengthen the Army Industrial Base. I would also seek
    to leverage existing DOD and Army programs, including the Manufacturing
    Technology (ManTech) Program to reduce acquisition costs of defense
    weapon systems and reduce manufacturing and repair cycle times.
                            equipping/modernization:
        Question. What is your assessment of the Army's past modernization
    record and current efforts?
        Answer. The Army in the past has often struggled to modernize
    effectively and efficiently, but in my view Army modernization efforts
    in recent years have made notable progress. In the past the Army has
    struggled with changing priorities and instances of failed
    developmental programs created without an Army-wide shared vision of
    the future. The Army took years to develop requirements that created
    materiel solutions that were late-to-need, over budget, and short of
    expectations. The developmental process was inflexible, lengthy, and
    lacked appropriate soldier feedback. Additionally, the Army's Science
    and Technology (S&T) effort lacked focus and guidance on difference-
    making capabilities required to win in the future operational
    environment. Army Futures Command (AFC), created nearly three years
    ago, appears to have helped the Army's modernization effort move to
    more solid ground. The Army established the six Modernization
    Priorities in 2017 and is now on a path to deliver next generation
    capabilities for the first time in 40 years. Ensuring the Army stays on
    this path will require vigorous leader involvement and oversight, and
    if confirmed, providing this oversight with support from the Under
    Secretary and Assistant Secretaries of the Army will be one of my top
    priorities.
        How has Army Futures Command (AFC) contributed to improving Army
    modernization programs over previous Army efforts?
        Answer. It is my understanding Army Futures Command has energized
    and synchronized the Army modernization enterprise by changing the
    process for developing requirements. The process now includes inputs
    from soldiers, manufacturers, scientists, and engineers to ensure the
    Army delivers a desired capability on time and within budget. The Army
    refers to this approach as ``Soldier-Centered Design'' which also
    incorporates ``Soldier Touch Points'' throughout the development
    process to solicit useful input from experienced soldiers on how to
    refine the solution to best meet their needs. I am informed that prior
    to the establishment of AFC, proponents developed requirements which
    were not always fully aligned with Army modernization priorities.
        Question. What role do you expect the Command to play going
    forward?
        Answer. The Army created U.S. Army Futures Command to lead the Army
    modernization enterprise. AFC leads the implementation of the Army's
    modernization strategy and defines the future operating environment, as
    well as the changes needed to adapt to the nation's future needs. I
    expect that Army Futures Command will continue to play an important
    role in driving persistent modernization in the Army to ensure it
    provides the capabilities required to deter and defeat threats to our
    Nation.
        Question. In your view, how has the establishment of AFC modified
    Army Secretariat roles in Army modernization efforts?
        Answer. To the best of my knowledge, the statutory authorities and
    responsibilities of the Army Secretariat are not altered by the
    establishment of the Army Futures Command (AFC) in 2018. The Assistant
    Secretary of the Army for Acquisition, Logistics, and Technology
    maintains its statutory responsibility for the overall supervision of
    acquisition, logistics, and technology matters of the Army.
        Question. If modernization is fundamental to future readiness, how
    you would frame future readiness requirements, if confirmed?
        Answer. It is my understanding the Army has taken steps to achieve
    a cohesive approach toward modernization and enable unity of effort
    over the past four years, but our modernization efforts must always
    remain in balance with our readiness requirements for current
    operations and contingencies, while also building toward the Multi
    Domain Operations (MDO) ready force by 2035. Readiness to meet evolving
    missions is critical to a successful Army and is a combination of
    people, equipment, and training. If confirmed I will work hard to
    ensure close relationships between AFC, the Office of the Assistant
    Secretary of the Army for Acquisition, Logistics and Technology, and
    the other Army commands to ensure all aspects of readiness are
    modernized to meet future environments. If confirmed I will work
    closely with Congress to ensure Army investments support its
    priorities.
        Question. What key capabilities must the Army possess for multi-
    domain operations?
        Answer. To operate across the spectrum from competition, crisis and
    conflict in the future Multi-Domain Operations (MDO) environment, the
    Army must field the next generation capabilities currently under
    development by the eight Cross Functional Teams under Army Futures
    Command and the Rapid Capabilities and Critical Technologies office.
    These ``31+4'' signature systems are capabilities identified to counter
    the near peer competitors such as People's Republic of China and
    Russia. Many of the capabilities in soldiers' hands today are not
    viable in the future environment against our near peer adversaries.
    Many of today's systems / capabilities are four decades old. They have
    served the Army well--but must be replaced or the Army risks a bad
    outcome in the future.
        Complimentary to these efforts, the Army must also have modernized
    intelligence collection and analytic capabilities to identify and
    locate near-peer threats.
        Question. Do you believe the Army's modernization priorities should
    be modified?
        Answer. My understanding is the six modernization priorities--long
    range precision fires, next generation combat vehicles, future vertical
    lift, the network, air and missile defense, and soldier lethality--are
    based on assessments of anticipated changes in the operating
    environment, our operating concepts, and emerging technologies. At the
    same time, the Department is still developing its Joint Warfighting
    Concept and four supporting concepts, and the Services continue to
    refine their own concepts in parallel--and all these concepts will
    inform the department's broader effort to develop future requirements.
    If confirmed, I will ensure the Army continues to assess its
    modernization priorities and adjust them, if necessary.
        Question. If so, and if confirmed, how would you propose to modify
    them?
        Answer. If confirmed, I will seek to ensure that the Army's defined
    modernization priorities continue to support the defense strategy and
    the priorities established by the President and the Secretary of
    Defense.
        Question. Do you see utility in the Army conducting more joint
    program development?
        Answer. I support joint program development when it decreases
    overall costs, increases interoperability, and eliminates seams in the
    force.
        Question. In what systems or categories of systems do you perceive
    see the most potential and benefit in joint development?
        Answer. The US Army does not fight alone and must achieve and
    sustain a level of interoperability within the Army, across the joint
    force, and with our allies and partners. How the Army acquires,
    analyzes, stores, and moves data seems to be a very promising joint
    effort. Development of artificial intelligence is another capability
    that should benefit from joint development.
                                  acquisition:
        Question. If confirmed, how would you synchronize your acquisition
    responsibilities with those of the Chief of Staff of the Army?
        Answer. Service Secretaries and Service Chiefs play critical roles
    in ensuring successful acquisition programs. If confirmed, I intend to
    work closely with the Chief of Staff to oversee the proper balance of
    resources against priorities as it relates to acquisition programs and
    to ensure appropriate trade-offs among cost, schedule, technical
    feasibility, and performance are made prior to milestone and production
    decisions in order to prevent cost growth and mitigate program risks.
        Question. If confirmed, what role would you assign to the Chief of
    Staff of Army for delivering acquisition programs on time and on
    budget?
        Answer. The Army Chief of Staff possesses unique operational
    experience and perspective that is invaluable when developing and
    prioritizing achievable military requirements. In addition to ensuring
    that requirements are realistic and achievable, and approving such
    requirements prior to program initiation, the Chief of the Staff is
    responsible for concurring with cost, schedule, technical feasibility,
    and performance tradeoffs at key program milestones, and for ensuring
    program cost and schedule estimates are realistic and achievable. If
    confirmed, I will work closely with the Chief in the execution of these
    duties.
        Question. In your view, who should be held accountable for large-
    scale acquisition failures?
        Answer. The Service Secretary, assisted by the Service Chief, is
    ultimately responsible for the outcomes of Army acquisition programs.
    While the Assistant Secretary of the Army (Acquisition, Logistics and
    Technology), Program Executive Officers, and Program Managers share
    accountability for the execution of acquisition programs, a variety of
    factors ultimately contribute to the success or failure of these
    programs. These include resourcing priorities, evolving requirements,
    and the technological maturity of the systems developed within
    programs. If confirmed, I will work closely with the Chief to balance
    these factors, exercise proper oversight, and maintain accountability
    across the Army acquisition enterprise to ensure successful outcomes.
        Question. Do you perceive benefit to the Army in establishing major
    acquisition programs under Section 804 authority? What are the risks?
    Please explain your answer.
        Answer. It is my understanding the use of the Middle Tier of
    Acquisition authority (Section 804) is one of several acquisition
    pathways that provides benefit to the Army when used appropriately.
    This approach streamlines the acquisition process to get capabilities
    in the hands of soldiers more quickly.
        I understand there is a potential risk if this authority is used to
    develop prototypes that are too far removed from an actual production
    version of a system, which requires a lengthy and expensive follow-on
    development program. There is also risk if the Army uses
    ``prototyping'' authority to do what is normally done under Low Rate
    Initial Production, but without all the appropriate acquisition steps
    needed to ensure program success, such as ensuring sustainment
    considerations are designed into a system. If confirmed, I will put
    systems in place to ensure appropriate oversight on Army acquisition
    efforts and compliance with acquisition authorities.
        Question. What best practices can the Army employ to generate
    realistic and feasible requirements, particularly in sophisticated,
    rapidly-evolving technical areas such as cybersecurity, hypersonics,
    and artificial intelligence?
        Answer. From my assessment, the Army's best practice in developing
    requirements is what the Army currently calls ``Soldier-Centered
    Design.'' I understand that this ensures soldiers are part of the
    requirements development process every step of the way so that the Army
    is developing and procuring is precisely what soldiers need to
    accomplish their mission. Additionally, the Army must ensure that
    industry can build and field what the Army requires by soliciting
    continuous input from industry partners as part of the requirements
    definition process. The Army cannot create requirements that its
    industry partners cannot build or that the Army cannot afford.
        This Committee has been a strong supporter of Army Futures Command
    and its focus on future readiness for competition with near-peers--who
    we know are investing vast sums of money to update their capabilities
    and pull ahead of the United States. That said, the Committee was
    troubled by the Army's publication late last year of Army Directive
    2020-15. The Directive is written in very ambiguous terms, but, in this
    Committee's view, it could degrade civilian control of the acquisition
    function and align authorities in ways that don't appear to accord with
    the Goldwater-Nichols Act. Because of concerns expressed by this
    Committee, the Acting Secretary of the Army has agreed to a holistic
    review of the Directive.
        Question. Will you commit that, if confirmed, you would continue
    this holistic review?
        Answer. Yes. If confirmed, I commit to completing a holistic review
    of Army Directive 2020-15 to ensure it appropriately aligns with
    statute and preserves civilian control of the acquisition function
    within the Department of the Army.
        Question. Will you commit that, if confirmed, you would halt
    implementation of this Directive until such time as the holistic review
    addresses all of the Committee's concerns?
        Answer. If confirmed, I commit to pausing further implementation of
    Army Directive 2020-15 until a holistic review of the document is
    completed and concerns expressed by the Committee are appropriately
    addressed. While the review is ongoing, I will work to ensure that all
    modernization efforts continue to progress expeditiously to ensure
    capabilities are delivered to the soldiers.
        Question. Will you commit that, if confirmed, you would keep this
    Committee informed about the progress of the holistic review and its
    findings and outcomes?
        Answer. Yes. If confirmed, I will provide information to this
    Committee regarding the review findings. I also commit to inform the
    Committee of any subsequent actions taken regarding the Directive,
    based on the findings of the review.
        Question. Will you commit that, if confirmed, you would ensure that
    any way forward on this Directive comports with the principles of
    civilian control and with governing laws?
        Answer. Yes. If confirmed, I will ensure that any actions taken as
    a result of the review preserves appropriate civilian oversight of
    acquisition, as required by statute.
                              test and evaluation:
        Question. Under what circumstances, if any, do you believe it
    appropriate to procure weapons systems and equipment that have not been
    demonstrated through test and evaluation to be operationally effective,
    suitable, and survivable?
        Answer. Test and evaluation is a critical aspect of the weapons
    systems and equipment procurement. Test and evaluation demonstrate
    system performance and shortfalls prior to its use in combat. It offers
    an opportunity to identify and correct problems prior to fielding.
    There may be cases where procurement of systems that have not yet been
    tested are appropriate, such as in response to a Joint Urgent
    Operational Needs Statement (JUONS), but these circumstances are the
    exception rather than the norm. In most cases, adequate operational
    demonstration, or otherwise tailored operational tests, should be
    executed to assess and demonstrate operational performance--what the
    system can and cannot do--to inform tactics, techniques, and procedures
    to remediate system shortcomings. If confirmed, I will always put the
    welfare and safety of warfighters and our national security paramount
    in any rapid fielding decision.
        Question. What do you see as the role of the developmental and
    operational test and evaluation communities with respect to rapid
    acquisition, spiral acquisition, and other evolutionary acquisition
    processes?
        Answer: Developmental and operational testing ensures a program
    delivers an operationally effective, operationally suitable, and
    survivable capability to the Warfighter. The challenge with the rapid,
    spiral, and evolutionary acquisition pathways for the test and
    evaluation communities is to deliver this capability on a much shorter
    timeline and often in spiral fashion, requiring updates and perhaps
    expansions to testing and/or evaluations. The test and evaluation
    community is accomplishing this by partnering as early as possible with
    the requirements development and materiel development communities. By
    partnering with industry, the Army can observe their testing so as not
    to replicate unnecessary and costly tests. The goal is to gain
    information on development challenges as soon as possible to find and
    implement fixes. Other acceleration initiatives include involving
    warfighters during developmental testing, called Soldier Touch Points,
    and gaining operational insights from developmental testing. Both of
    these initiatives leverage simultaneous data collection and evaluation,
    instead of sequential. Modeling and simulation will also play a vital
    role in expediting the delivery of these capabilities. Regardless of
    the acquisition pathway, the Army Test and Evaluation Command is the
    independent voice to Army Senior Leaders and provides an evaluation of
    operational effectiveness, operational suitability, and survivability
    prior to fielding. If confirmed, I would optimize integrated test and
    evaluation processes and the use of modeling and simulation to deliver
    timely information about our programs and work to ensure we can
    leverage information faster while still maintaining the necessary due
    diligence that Army programs require.
        Question. Are you satisfied with Army test and evaluation
    capabilities?
        Answer. If confirmed, I will gain greater understanding of the
    Army's existing testing and evaluation capabilities and areas of
    potential need so that the Army's ranges, infrastructure, and workforce
    are able to meet the demands of the future. I would ensure that the
    Army's Acquisition Executive and the senior leaders of the test and
    evaluation enterprise are equipped and enabled to support the Army
    Modernization Strategy and Futures Command initiatives.
        Question. In which areas, if any, do you believe the Army should be
    developing new test and evaluation capabilities?
        Answer. My understanding is that there are several areas that need
    to be advanced to meet the demands on the future. Examples include,
    advancing test and evaluation ranges, laboratories, facilities and
    infrastructure to enable more adequate performance assessment of Army
    weapon systems and equipment in a cyber-contested and electromagnetic
    spectrum contested environment. Moreover, additional improvements are
    needed to enable adequate evaluation of the performance of Army
    directed energy weapons, hypersonics, autonomous systems, and
    artificial intelligence-based systems. The Army needs the ability to
    test and evaluate long range fires, both over land and offshore, to
    support emerging Army capabilities. Also, the Army needs to align with
    the training community to develop better representations of expected
    multi-domain operations combat, which can be used in operational
    testing and force training. These areas represent the anticipated
    challenges related to complex multi-domain operations involving cyber,
    electronic warfare, and counter-unmanned aerial systems in urban,
    jungle, and artic environments. These areas present new challenges for
    test and evaluation across the Services and developing them would be
    beneficial for the Department of Defense writ large.
        Question. Do you believe the Army should exploit non-developmental
    or commercial off-the-shelf solutions to meet Army requirements?
        Answer. Yes, absolutely. If industry has solutions to the Army's
    toughest problems, the Army should partner with industry and work
    through transitioning those solutions to warfighters. I believe strong
    business partnerships between the Army and American industry partners--
    whether large, medium, or small--are key to modernizing the Army.
        Question. How should these systems be checked for operational
    effectiveness and suitability?
        Answer. It is my understanding the process to ensure a system is
    operationally effective, suitable and safe for the Army is the same
    regardless of whether a system is a non-developmental / commercial-of-
    the-shelf (COTS) system or a government developed system. A COTS item
    may not have been designed to operate in the military environment,
    under military conditions, or against an adversary utilizing cyber and
    electronic warfare. The test community must always ensure that such
    systems are safe, suitable, and survivable.
        Question. Would this put capabilities into the hands of soldier
    more quickly, in your view?
        Answer. The Army leverages non-developmental and commercial-off-
    the-shelf capabilities (COTS) to reduce the amount of time it takes to
    design a potential solution due to development and learning that was
    already gained in the commercial sector. These approaches can enable
    the Army to equip its soldiers more rapidly but should not be used at
    the expense of soldier safety or without properly characterizing the
    effectiveness, suitability, and survivability of a weapon system or
    piece of equipment.
                                  innovation:
        Question. If confirmed, what steps would you take to support the
    Army's in-house innovation enterprise at its labs and engineering
    centers?
        Answer. It is my understanding the Army is committed to fostering
    talent management, STEM education, and partnerships with academia and
    industry. Also, I am informed the Army uses special hiring authorities
    to fill critical competency gaps expediently, maximizing Army lab and
    engineering centers' ability to target and quickly recruit talented
    individuals without the need for a lengthy recruitment process. If
    confirmed, I will ensure that I am fully familiar with these
    initiatives and will ensure the Army uses them to maximum
    effectiveness.
        Question. If confirmed, how would you make use of the Small
    Business Innovation Research program to fund cutting edge research,
    diversify the Army's industrial base, and transition capabilities to
    Program Executive Offices?
        Answer. If confirmed, I will ensure the Army is leveraging all
    statutory authorities to increase the return-on-investment from the
    Small Business Innovation Research (SBIR) program. It is my
    understanding that mapping SBIR programs to customer transition
    milestones is an effective approach to accelerate transformative
    technology solutions for Army problems. Equally important is a more
    business friendly SBIR approach, streamlining proposal requirements,
    reducing time to capital, and incentivizing rapid contracting; sending
    a clear message to the American innovation community that commercial
    success and technology partnership with the Army are not mutually
    exclusive. If confirmed, I will obtain greater familiarity with the
    details of these initiatives and ensure the Army uses them to maximum
    effectiveness.
        Question. If confirmed, how would you ensure that Army labs and
    test ranges have sufficient military construction and equipment funding
    to maintain world class research and testing infrastructure to maintain
    our advantage over People's Republic of China, which is making
    significant investments in this type of infrastructure?
        Answer. Modern buildings, equipment, and adequate resourcing are
    vital to ensuring the Army stays at the cutting edge of technology and
    continues to recruit and retain the most talented personnel. Future
    success requires strategic planning for critical laboratory and test
    range infrastructure to minimize the impact of the Army's aging
    infrastructure. Ensuring sufficient funding for any critical activity
    when requirements vastly exceed available resources, necessitates tough
    choices. The Army must continuously assess the requirements and the
    adequacy of the RDT&E facilities and resources to meet those
    requirements. Further, the Army must consider whether a capability
    needs to be owned and operated by the Army one hundred percent of the
    time, or whether we can partner with others to schedule access to
    facilities or equipment when or where we need it. If confirmed, I will
    engage with the appropriate Army organizations to better understand the
    infrastructure challenges and look at possible solutions and new
    strategies to ensure the Army is making the necessary investments to
    sustain, restore, and modernize laboratories and test ranges.
        Question. If confirmed, how would you assess whether the Army has
    sufficient investment in science and technology programs, especially
    those that are creating new capabilities and possibilities for new
    concepts of operations beyond current requirements?
        Answer. The Army needs to assess the global landscape against
    current S&T investments to determine where we are leading or lagging
    and develop a framework that can bridge technological and operational
    gaps with iterative processes between future concepts and operational
    metrics that can inform technical risks and benefits.
                                     cyber:
        Question. In May 2018, the Cyber Mission Force achieved full
    operational capability. In September, the DOD released its 2018 Cyber
    Strategy.
        In your view, how well postured is the Army to meet the goals
    outlined in the 2018 DOD Cyber Strategy?
        Answer. If confirmed I will want to assess for myself how well the
    Army, as part of the Joint Force, is postured to meet the goals of the
    2018 DOD Cyber Strategy. I know that the Army has taken steps to meet
    the goals of the strategy and this has resulted in a number of
    successes, including achieving assigned missions such as defending
    networks in the contested cyberspace domain while engaged in great
    power competition with People's Republic of China, Russia, and other
    adversaries. While adversaries will continue their attempts to
    penetrate the Army's defenses and exploit any weaknesses, the Army's
    collective efforts have helped in deterring, preempting, and defeating
    cyber threats targeting vital U.S. interests but much work remains. If
    confirmed, I will review the Army posture to ensure it is in line with
    the 2018 DOD Cyber Strategy.
        Question. What actions do you think need to be taken in the Army to
    address any gaps with the 2018 DOD Cyber Strategy?
        Answer. It is my understanding the Army has analyzed the
    congressionally directed Cyber Posture Review of the Department of
    Defense and is in the process of addressing the gaps. If confirmed, I
    will work with the service secretaries, DOD CIO and PCA, and the Army
    PCA to ensure the Army is taking steps to resolve the gaps.
        Question. In your view, does the Army need to conduct a ``Cyber
    Readiness Review'' similar to that conducted by the Navy in 2019?
        Answer. I understand that the Army's PCA's first order of business
    working with Army Senior Leaders was to initiate a Cyber Posture Review
    similar to the Navy. I will work with the PCA to understand the scope
    of the Army study. I support efforts conducted by the PCA's office to
    review cyber readiness and determine where the Army can gain
    efficiencies, close operational gaps, and improve talent management.
        Question. If confirmed, what would you do to improve the
    cybersecurity culture throughout the workforce?
        Answer. If confirmed, I would ensure the proper tools are in place
    to enable a motivated, competent and professional culture within the
    cybersecurity workforce. Cybersecurity is inherent in readiness and
    needs to be a primary concern during development of the Army's weapons
    systems, operational platforms, and information networks.
        Question. How would you empower and hold accountable key leaders
    throughout the Army to improve its cybersecurity culture?
        Answer. Cybersecurity is inherent in readiness and needs to be a
    primary concern during development of weapons systems, operational
    platforms, and information networks. My expectation is that Army
    leaders at all levels, in all components, would understand
    cybersecurity's criticality and enforce it accordingly in every aspect
    of the Army's operations. I fully expect a culture of cybersecurity to
    permeate throughout the workforce and culture, and for heightened
    awareness to begin with leadership. I recognize that the Army, just as
    society, continues to be more dependent on the internet. Commanders at
    all levels must be accountable for the cybersecurity of their networks,
    just as they are for the protection of their tanks, helicopters, and
    other major weapon systems. If confirmed, I will make cybersecurity a
    priority and a pillar of Army readiness. I will prioritize remediation
    of vulnerabilities of the major weapons systems, reinforced by
    continuing to modernize the Army network and synchronizing cyberspace
    efforts across the enterprise. I will also leverage the Army's
    Congressionally mandated Principal Cyber Advisor to look for avenues to
    ensure that cybersecurity and accountability become an essential part
    of Army culture.
        Question. If confirmed, what would you do to improve military and
    civilian cybersecurity career paths?
        Answer. Acquiring and retaining the very best talent in cyber is
    critical for the Army. If confirmed, the Army will continue to improve
    military and civilian cybersecurity career paths. I believe this
    includes increased opportunities existing for training with industry
    partners, advanced education, diverse and rewarding assignments, and
    career flexibility options that include permeability with the Reserve
    component and the commercial sectors. This also, I am told, includes
    the full implementation of the Cyber Excepted Service (CES) and
    leveraging its authorities to improve career paths, talent management,
    education, and training--especially for very technical career tracks.
    If confirmed, I intend to make the talent management of the Army
    cyberspace forces a priority in the effort to acquire and retain the
    most qualified personnel for this critical mission.
        Question. Section 1657 of the Fiscal Year 2020 NDAA directed each
    Military Department to appoint an independent Principal Cyber Advisor
    (PCA) to act as the principal advisor to the Secretary concerned on all
    cyber matters affecting that Department.
        What do you see as the role of this position?
        Answer. I welcome the role of the Principal Cyber Advisor. I see
    this position as the focal point for all cyber matters and the
    independent advisor affording the Secretary analysis and counsel on
    risk-based decisions where trade-offs between competing priorities
    occurs. I understand the Congressional intent of the PCA.
        Question. If confirmed, how would you personally plan to utilize
    the Army PCA within your leadership structure?
        Answer. If confirmed, I intend to use the PCA to provide value
    across four significant areas. First, I will leverage the PCA for an
    objective analysis of the Army's cyber posture, independent of other
    organizations. Second, I will look to the PCA to create a unified and
    coherent message regarding Army priorities, status, and deficits in
    cyberspace to both Congress and internal to the Army. Third, I will
    look to the PCA to inform me and my senior leadership team with risk-
    based decisions for cyber operations, readiness of cyber forces, supply
    chain risk management, and priorities of effort. Finally, as noted in
    the PCA responsibilities of the NDAA, I will look to the PCA for
    analysis and certification of the adequacy of the Army's cyberspace
    budget that is relevant to the PCA's functions or an explanation with
    proposed mitigation efforts to address the inadequacies.
        Question. If confirmed as Secretary of the Army, how would you best
    utilize the PCA to improve cybersecurity and otherwise ensure that the
    Army maintains decisive advantage in the Cyber domain?
        Answer. If I am confirmed as the Secretary of the Army, I intend to
    use the PCA as the focal point for all synchronization and coordination
    of cyberspace efforts at the Army level, as well as outside the Army to
    the DOD and the interagency. Furthermore, I will look to the PCA to
    collaborate across the Army and sister services' PCAs for best
    practices, to provide me with independent and objective advice on the
    Army's way forward in cyberspace and integration into the Department's
    Cyber Strategy.
                              technical workforce:
        Question. A significant challenge facing the Army today is a
    shortage of highly skilled data scientists, computer programmers,
    cyber, and other scientific, technical and engineering talent to work
    at defense laboratories and technical centers.
        If confirmed, what actions would you take to increase the
    recruiting and retention of scientists, engineers, software coders, and
    in other technical positions across the Army's research, development,
    and acquisition enterprise?
        Answer. If confirmed, I will ensure that the Army continues to
    invest in science, technology, engineering, and mathematics education
    initiatives to ensure a continuing supply of the next generation of
    scientists and engineers. It is my understanding Army laboratories and
    centers have benefited from the hiring authorities given by Congress to
    ensure the Army has the necessary technical experts. If confirmed, I
    will be committed to ensuring the Army fully continues to use these
    authorities to recruit and retain STEM talent. Additionally, I will
    also work seek the input of my staff to determine where shortfalls in
    recruiting and retention exist and work to mitigate them, including
    identifying new authorities needed to improve hiring and retention.
        Question. If confirmed, what specifically would you do to provide
    the directors of labs under the purview of the Army with the civilian
    workforce management tools they need to shape their science,
    technology, and engineering workforces?
        Answer. If confirmed, my goal would be to maximize existing
    authorities to shape the labs' workforces. To meet the needs of the
    labs' workforce, I understand the Army is currently using the Science,
    Technology, and Reinvention Laboratories (STRL), Direct Hiring, and
    Expedited Hiring authorities to better attract, motivate, train, and
    retain the civilian workforce the Army needs for scientific and
    technological excellence. I would encourage each Lab Director to
    carefully examine the authorities being utilized and determine if they
    meet the needs of the current and future workforce, and if not,
    identify the additional authorities needed to optimize the civilian
    workforce in the Army's labs.
       army intelligence, counterintelligence, and sensitive activities:
        Question. If confirmed, what role would you establish for yourself
    in the decisions on and oversight of Army intelligence,
    counterintelligence, and sensitive activities?
        Answer. I am aware that current Army policy places the Secretary of
    the Army at the head of the oversight of intelligence,
    counterintelligence, and sensitive activities, which I would maintain
    if confirmed. I will be routinely briefed on these activities to ensure
    my direct involvement in the oversight structure. I would retain
    existing Army policy that reserves authority to the Secretary of the
    Army to review and approve the Army's most sensitive intelligence and
    counterintelligence activities.
        Question. In your view, what limiting practices should guide Army
    intelligence organizations in determining the types and amount of
    information that can be collected about U.S. persons?
        Answer. It is my understanding Army intelligence organizations are
    required to adhere to the DOD-Attorney General Intelligence Oversight
    Guidelines that specify the types and categories of information about
    U.S. persons the intelligence community elements may collect. These
    guidelines limit the collection of U.S. person information to no more
    than what is reasonably necessary to support the intelligence mission.
    While these are the key limits to Army intelligence collection
    activities, if confirmed, I would examine Army practices to determine
    what, if any, additional limits are necessary to effectively balance
    individual liberties with national security.
        Question. What is your understanding of the role of the Secretary
    of the Army in reviewing and acting on requests for the provision of
    DOD physical protection and personal security services to retired DOD
    officials and the family members of certain DOD personnel, as
    contemplated by section 1074(b) of the Fiscal Year 2008 NDAA?
        Answer. I am aware that the Secretary of the Army is the head of
    the protection-providing organization for designated high risk
    personnel, including retired officials and family members and that
    Headquarters Department of the Army is responsible for developing a
    personal security threat assessment on the designee to determine if
    threat conditions exist that would warrant protection. If confirmed,
    and after that assessment is complete, I would review it and make a
    recommendation to the Secretary of Defense as to whether protection is
    necessary and appropriate.
        Question. If confirmed, would you concur in the provision of DOD
    protective services to such persons in the absence of an imminent and
    credible threat to their safety?
        Answer. The Secretary of Defense is granted the authority to
    provide Personal Security Detail support to a former or retired
    official who faces serious and credible threats arising from duties
    performed while employed by the Department of Defense. Protection is
    similarly afforded to immediate family of a person authorized to
    receive physical protection and personal security. I will ensure that
    the Headquarters, Department of the Army, adheres to this law, if
    confirmed.
                                army cemeteries:
        Question. What is your understanding of the role of the Secretary
    of the Army in the management and oversight of Arlington National
    Cemetery (ANC)?
        Answer. It is my understanding that, under law, the Secretary of
    the Army has the authority to develop, operate, manage, administer,
    provide oversight of, and fund the Army National Military Cemeteries.
    These authorities extend to both Arlington National Cemetery and the
    Soldiers' and Airmen's Home National Cemetery, through the Executive
    Director of Army National Military Cemeteries. In executing these
    authorities, I understand the Secretary must ensure the highest quality
    standards and ensures periodic inspections occur that assess the
    administration, operation and maintenance, and use of applicable
    construction elements. Additionally, I am aware that the Secretary of
    the Army, with the approval of the Secretary of Defense, has the
    authority to prescribe policy and procedures for eligibility
    determination and exceptions for interment or inurnment, and to enter
    into contracts to provide transportation, interpretive or other
    appropriate concessions to visitors at Army National Military
    Cemeteries.
        Question. What factors would you consider in granting or denying a
    request for exception to established ANC interment or inurnment
    policies?
        Answer. I understand that eligibility for interment/inurnment at
    Arlington National Cemetery is established within the Code of Federal
    Regulations (CFR) Title 32, Part 553. Factors considered upon receipt
    of a request should include the individual's specific contributions and
    actions both as a servicemember and a civilian that directly and
    substantially benefited the U.S. military. Additionally, it is critical
    that exceptions to policy be consistent with past decisions and take
    into consideration the impact of decisions for future requests and
    ultimately exceptions are only made for compelling reasons that would
    rise to a level that displace an otherwise eligible veteran.
        If confirmed, I would maintain the Army's current due diligence
    policy that has a robust panel review that considers the following
    factors: (1) the degree to which the decedent meets eligibility
    standards for interment; (2) the degree of consistency with past
    decisions; (3) the potential impact of decision for future requests;
    (4) the compelling reason that will displace an otherwise eligible
    servicemember or veteran and that demonstrates the manner and level of
    sacrifice or heroism typical of military service; (5) combined military
    and civilian service; (6) the decedent's military service, including
    specific contributions and actions that directly and substantially
    benefit the U.S. military; and (5) the decedent's civilian service,
    including those specific contributions and actions that directly and
    substantially benefit the U.S. military
        Question. What progress has the Army made in executing plans and
    programs for the expansion of ANC?
        Answer. I understand that ANC, in partnership with U.S. Army Corps
    of Engineers (USACE) and Federal Highways Administration (FHWA),
    continues to make progress on the Southern Expansion (SE) Program and
    the Defense Access Roads (DAR) Project. I am informed the project will
    be complete in 2027. I believe the project will result in over 37 acres
    of new interment space which will yield an additional 80,000(+) above-
    and below-ground burial opportunities.
                     u.s. army corps of engineers (usace):
        Question. What do you perceive to be the appropriate role for the
    Secretary of the Army in the management and oversight of USACE?
        Answer. If confirmed, I envision that the U.S. Army Corps of
    Engineers (USACE) will continue to be appropriately managed within
    Headquarters, Army through two Secretariats in their established roles.
    The Assistant Secretary of the Army (Installations, Energy and
    Environment) has oversight of all execution functions performed by
    USACE supporting the Army's military construction, real property, real
    estate, energy, and certain environmental programs, as well as
    development of new technologies, designs, and planning approaches to
    advance the Army's approach to the management of installations. The
    Assistant Secretary of the Army (Civil Works) establishes USACE's
    strategic direction and has primary responsibility for oversight for
    the Army's Civil Works program function, including the Clean Water Act
    Section 404 regulatory program.
                  district of columbia national guard (dcng):
        Question. What is your understanding of the role of the Secretary
    of the Army vis-`-vis the DCNG?
        Answer. I understand that the President, by executive order,
    authorized and directed the Secretary of Defense to supervise,
    administer, and control the DCNG while in a militia status. The
    Secretary of Defense directed the Secretary of the Army to perform the
    supervision, administration, and control of the DCNG.
        Question. What is the role of the Secretary of the Army with
    respect to National Guard from other States in a Title 32 status who
    are called in to augment the DCNG? G3
        Answer. The Secretary of the Army is responsible to supervise,
    administer, and control the DCNG while in a militia status. With
    respect to State National Guard members augmenting the DCNG, it is my
    understanding that they take direction from the federal entity that
    requested their support, and not from the Secretary of the Army. While
    the President or the Secretary of Defense may request that a Governor
    order National Guard personnel to perform training or other duties,
    there is no role for the Secretary of the Army unless the Secretary of
    Defense delegates the authority to coordinate tasks. Pre-established
    Memorandums of Agreement or Understanding between the States and the
    District of Columbia guide how personnel and units may augment the
    DCNG. If the Guardsmen are performing duties within their home State
    for their State, they remain under the command and control of their
    respective Governors.
        Question. In your view, should the role of the Secretary of the
    Army vis-a-vis the DCNG be changed? If so, for what changes would you
    advocate, if confirmed?
        Answer. I understand employment of the DCNG is governed by unique
    and complex legal constraints. If confirmed, I will work with the
    Secretary of Defense, the Secretary of the Air Force, the Chief of the
    National Guard Bureau, and other stakeholders to carefully review
    existing authorities and lessons learned from recent activities to
    determine what changes, if any, are necessary related to the Secretary
    of the Army's authorities related to the DCNG. I would pursue any
    changes to the role of the Secretary of the Army after engaging with
    key stakeholders and subject matter experts, and after seeking the
    advice of the General Counsel.
                          the army civilian workforce:
        Question. In your judgment, what is the biggest challenge facing
    the Army in effectively and efficiently managing its civilian
    workforce?
        Answer. In my assessment, there are two big challenges facing the
    Army to manage its civilian workforce effectively and efficiently. The
    first is ensuring sustained access to talent in high demand
    professions, such as engineers, scientists, software coders,
    cybersecurity analysts, data scientists, and other technical positions.
    If confirmed, I would aggressively pursue avenues to secure top talent
    in current and emerging high demand professions through targeted
    marketing, recruiting, and outreach. The second challenge facing the
    Army in managing its civilian workforce is a constrained budget.
    Managing a highly skilled and diverse workforce, such as the Army
    Civilian Corps, requires investments to programs, resources, and
    technology which requires a 21st century talent management environment.
    If confirmed, I will pursue efforts to enhance the Army's ability to
    acquire, develop, employ, and retain talented civilians in the
    workforce.
        Question. Would there be value, in your view, to establishing a
    unified DOD civilian workforce, as opposed to separate civilian
    workforces segregated by DOD Component? Please explain your answer.
        Answer. At this time I do not have sufficient information to assess
    the potential value of establishing a unified DOD civilian workforce. I
    understand the DOD civilian workforce is diverse across a number of
    mission sets specific to each DOD Component. The Army has a unique
    mission set, and Army civilians directly impact that mission. If
    confirmed, I would consult with the appropriate experts to explore the
    feasibility of a unified civilian personnel system, with streamlined
    authorities, to manage the entire DOD civilian workforce and place the
    right person, in the right job, at the right time more easily.
                            congressional oversight:
        Question. In order to exercise legislative and oversight
    responsibilities, it is important that this committee, its
    subcommittees, and other appropriate committees of Congress receive
    timely testimony, briefings, reports, records--including documents and
    electronic communications, and other information from the executive
    branch.
        Do you agree, without qualification, if confirmed, and on request,
    to appear and testify before this committee, its subcommittees, and
    other appropriate committees of Congress? Please answer with a simple
    yes or no.
        Answer. Yes.
        Question. Do you agree, without qualification, if confirmed, to
    provide this committee, its subcommittees, other appropriate committees
    of Congress, and their respective staffs such witnesses and briefers,
    briefings, reports, records--including documents and electronic
    communications, and other information, as may be requested of you, and
    to do so in a timely manner? Please answer with a simple yes or no.
        Answer. Yes.
        Question. Do you agree, without qualification, if confirmed, to
    consult with this committee, its subcommittees, other appropriate
    committees of Congress, and their respective staffs, regarding your
    basis for any delay or denial in providing testimony, briefings,
    reports, records--including documents and electronic communications,
    and other information requested of you? Please answer with a simple yes
    or no.
        Answer. Yes.
        Question. Do you agree, without qualification, if confirmed, to
    keep this committee, its subcommittees, other appropriate committees of
    Congress, and their respective staffs apprised of new information that
    materially impacts the accuracy of testimony, briefings, reports,
    records--including documents and electronic communications, and other
    information you or your organization previously provided? Please answer
    with a simple yes or no.
        Answer. Yes.
        Question. Do you agree, without qualification, if confirmed, and on
    request, to provide this committee and its subcommittees with records
    and other information within their oversight jurisdiction, even absent
    a formal Committee request? Please answer with a simple yes or no.
        Answer. Yes.
        Question. Do you agree, without qualification, if confirmed, to
    respond timely to letters to, and/or inquiries and other requests of
    you or your organization from individual Senators who are members of
    this committee? Please answer with a simple yes or no.
        Answer. Yes.
        Question. Do you agree, without qualification, if confirmed, to
    ensure that you and other members of your organization protect from
    retaliation any military member, federal employee, or contractor
    employee who testifies before, or communicates with this committee, its
    subcommittees, and any other appropriate committee of Congress? Please
    answer with a simple yes or no.
        Answer. Yes.
                                     ______

        [Questions for the record with answers supplied follow:]

                 Questions Submitted by Senator Mazie K. Hirono
      oversight of senior officials--sexual assault and sexual harassment
        1. Senator Hirono. Ms. Wormuth, as part of my responsibility as a
    member of the Senate Armed Services Committee and to ensure the fitness
    of nominees for appointment to senior positions within the Department
    of Defense I will be asking the same two questions that I ask nominees
    to all of the committees on which I serve. Since you became a legal
    adult, have you ever made unwanted requests for sexual favors, or
    committed any verbal or physical harassment or assault of a sexual
    nature?
        Ms. Wormuth. No.

        2. Senator Hirono. Ms. Wormuth, have you ever faced discipline, or
    entered into a settlement related to this kind of conduct?
        Ms. Wormuth. No.
              sexual assault and sexual harassment within the army
        3. Senator Hirono. Ms. Wormuth, Secretary Lloyd Austin established
    an Independent Review Commission (IRC) on sexual misconduct in the
    military. One initial recommendation of the IRC is that court-martial
    prosecutorial charging decisions for allegations like sexual assault
    and sexual harassment be transferred away from the military chain of
    command to individual service military judge advocates who are
    attorneys. I just reintroduced the ``I Am Vanessa Guillen Act'', in
    honor of Army Specialist Vanessa Guillen who was tragically murdered by
    a fellow soldier at Fort Hood, Texas, last year. The Guillen Act
    includes a nearly identical provision on court-martial transfers, along
    with a provision to create a punitive article of the Uniform Code of
    Military Justice (UCMJ) for sexual harassment. What are your thoughts
    on transferring court-martial charging decisions away from the chain of
    command to trained military attorneys for certain sex related
    allegations?
        Ms. Wormuth. As I said in my opening statement at my confirmation
    hearing, there is no place in our nation's Army for sexual assault or
    sexual harassment. Perpetrators must be held accountable, but I also
    believe the Army needs to place more emphasis on preventing sexual
    assault and harassment. Secretary Austin is seeking input from the
    leadership of the respective Services on the recommendations from the
    Independent Review Commission. I am open to hearing all new approaches
    to better combat sexual assault and harassment. If confirmed, I look
    forward to reviewing the data, analysis, and recommendations of the
    Independent Review Commission, and discussing its recommendations with
    General McConville and the Army's subject matter experts, before
    providing my assessment to Secretary Austin.

        4. Senator Hirono. Ms. Wormuth, are you in favor of creating a
    punitive article in the UCMJ to address sexual harassment?
        Ms. Wormuth. Sexual harassment has no place in our Army, and I
    support the expansion of tools to hold accountable those who engage in
    sexual harassment.
                military training area lease renewals in hawaii
        5. Senator Hirono. Ms. Wormuth, the Army is currently engaged in
    discussions to renew several of the military's training area land
    leases in Hawaii, including for the Pohakuloa Training Area (PTA) which
    expires in 2029, among others. These training areas are critical for
    maintaining the readiness of the Army and joint/coalition forces but
    many, including PTA, are also located in areas that hold special
    significance to the Native Hawaiian community. If confirmed, will you
    support transparent communications and respectful discussions with
    local community leaders on this issue?
        Ms. Wormuth. Noting the importance of these training areas to Army
    readiness and their special significance to native Hawaiians, if
    confirmed, I will insist that communications on this topic are
    transparent and respectful of local community leaders.
                   strategy for the army in the indo-pacific
        6. Senator Hirono. Ms. Wormuth, General James McConville recently
    released the ``Army Multi-Domain Transformation'' strategy outlining
    how the Army plans to transform itself to support the Joint Force in
    the Indo-Pacific. The Army's ``Multi-Domain Transformation'' paper
    states the Army is uniquely qualified to grow and strengthen U.S.
    relationships with partner militaries of Indo-Pacific nations. What can
    the Army do to strengthen U.S. relationships with allies and partners
    in the Indo-Pacific?
        Ms. Wormuth. One way the Army supports the Joint Force in the Indo-
    Pacific is by expanding and deepening its relationships with the
    region's armies through a variety of security cooperation activities.
    The Army uses security cooperation activities and other tools to build
    access and presence in the region, while at the same time strengthening
    the capabilities of our allies and partners. I understand that 23 of
    the 33 Chiefs of Defense of nations in the Indo-Pacific are Army
    officers, providing the Army remarkable opportunity to advance
    relationships with partner militaries in the region.
                           extremism in the military
        7. Senator Hirono. Ms. Wormuth, Secretary Austin recently announced
    immediate actions to counter extremism in the military and the
    establishment of the Countering Extremism Working Group. One of the
    lines of effort for this working group is to evaluate whether seeking
    to amend the Uniform Code of Military Justice (UCMJ) is appropriate to
    address extremism. A challenge associated with eradicating extremism is
    clarifying the definition. I am cognizant of the need to protect free
    speech for our servicemembers; however, servicemembers that have ties
    to extremist ideologies are a threat to both the military and the
    Nation at large. What are your thoughts on creating a standalone
    punitive article of the Uniform Code of Military Justice to address
    violent extremism in the ranks and send a clear message that this
    conduct will not be tolerated?
        Ms. Wormuth. Experts from across all of the Services are working to
    identify solutions to combating extremism in the military. If
    confirmed, I look forward to reviewing all the recommendations of the
    Countering Extremism Working Group, including any recommendations to
    amend the Uniform Code of Military Justice to provide more tools to
    combat extremism in the ranks.
                           army budget and priorities
        8. Senator Hirono. Ms. Wormuth, in December, the Chairman of the
    Joint Chiefs, Army General Mark Milley, acknowledged that the Navy, Air
    Force, and Space Force are going to need a larger share of the Pentagon
    budget in the future, in large part to counter the rising challenge
    posed by China in the Pacific. If the Army's budget does shrink in the
    next several years, you may be asked to make difficult decisions about
    making cuts to programs that impact the Army's modernization efforts,
    readiness, or manpower. What are the top factors you would consider
    when making these decisions?
        Ms. Wormuth. The United States Army plays a vital role in providing
    the Joint Force the required capabilities needed to counter challenges
    posed by the People's Republic of China in the Indo-Pacific. To protect
    needed modernization efforts, the Army reduced Total Army end strength
    and canceled plans for modest end-strength growth. I have also learned
    that the Army accepted short-term risk by slowing brigade modernization
    efforts. If required to make difficult decisions due to potential
    future budgetary constraints, the first commitment is to provide
    Combatant Commanders with the required trained, equipped, and ready
    forces to meet the demand for today's challenges, while taking care of
    our soldiers, families, and civilians. Additionally, the Army must also
    field modern capabilities to ensure the Joint Force is prepared for
    future threats. If confirmed, I would work closely with Army
    leadership, OSD and Congress to address how to make any required
    prudent trades between end-strength, modernization and readiness to
    field the Army the nation needs within budget constraints.
                                   __________

                   Questions Submitted by Senator Gary Peters
                                    tri-care
        9. Senator Peters. Ms. Wormuth, the medical readiness of our Forces
    is critical to our national defense. Michigan is a State with a rich
    history of National Guard service and our soldiers and airmen have
    stepped up whenever called upon to serve. Expanding Tricare Reserve
    Select to all National Guard servicemembers and also making it
    available for purchase to their families is critically important. What
    are your views on this?
        Ms. Wormuth. The health of all service members is essential to
    mission readiness. Ensuring the families of service members have access
    to healthcare is also an important component of readiness. I do not,
    however, have enough information on the current status of health care
    coverage for National Guard members and their families to assess
    expanding the current Tricare Reserve Select coverage program. If
    confirmed, I will look into this issue in depth and work closely with
    the Chief of Staff of the Army, other Army senior leaders, and the
    Department of Defense leadership to ensure we balance the health care
    coverage needs of our National Guard members and their families within
    the Army's allocated resources and statutory authorities.
                            tri-care demobilization
        10. Senator Peters. Ms. Wormuth, additionally, mobilizing soldiers
    are eligible for Tricare Prime and are disenrolled from Tricare Reserve
    Select (TRS). Upon demobilization, soldiers are disenrolled from
    Tricare Prime and have 60 days to re-enroll in TRS or they are treated
    as a new client and must pay enrollment fees. If confirmed how will you
    ensure Reserve Forces are not subjected to an excessive financial
    burden upon redeployment?
        Ms. Wormuth. Ensuring that Reserve component soldiers are not
    subject to excessive financial burdens is certainly important. At this
    time I do not have enough information on the current costs associated
    with re-enrolling into Tricare Reserve Select upon redeployment to
    assess how best to address this issue. If confirmed, I commit to
    looking into the nature of the financial impact to Reserve component
    soldiers upon their redeployment and working closely with the Chief of
    Staff of the Army, other Army senior leaders, and the Department of
    Defense leadership to alleviate any excessive financial impact to
    mobilizing soldiers.
                              active guard support
        11. Senator Peters. Ms. Wormuth, the full-time support force in the
    National Guard is critical to soldier and equipment readiness. The
    National Guard must be ready for domestic missions as well as global
    defense missions. The Air Force understands this better than the Army
    when it comes to full-time National Guard manning. The Army Guard is
    currently funded at about 60 percent of the AGR [Active Guard Reserve]
    requirements and 52 percent of the Federal Technician requirements. The
    Air Force funds roughly 80 percent of their requirements. In addition,
    the Air Force has converted most of their full-time force to AGRs (65
    percent over the next 2 years and growing) versus the 50/50 split of
    AGRs versus Technicians on the Army side. AGRs are offered Tricare, BAH
    [basic allowance for housing] and additional benefits, but more
    importantly, AGRs offer commands more flexibility in how personnel are
    tasked. If confirmed, how will you ensure that the Army adequately
    resources and characterizes its National Guard full-time force
    requirements?
        Ms. Wormuth. The full-time support force for both the Army National
    Guard and the Army Reserve is a critical element to meeting and
    sustaining required levels of soldier and unit readiness. From past
    work on Guard and Reserve issues, I know that the Army and Air Force
    are structured and employed somewhat differently, and it may be
    difficult to apply one service's model to another service. There is a
    RAND study underway to determine and validate the requirements and
    resourcing levels necessary to meet the 2018 National Defense Strategy,
    including the proper full-time support allocation under the supervision
    of respective State Adjutants General. If confirmed, I will review the
    results of that study to help determine how best to ensure the full-
    time support force is best postured to ensure the success of units in
    both the Army National Guard and the Army Reserve.
                            facilities modernization
        12. Senator Peters. Ms. Wormuth, Michigan is home to the National
    All Domain Warfighting Center (NADWC) which facilitates Joint All
    Domain Command and Control (JADC2) service concepts including Multi-
    Domain Operations (MDO), and Joint All Domain Operations (JADO) through
    various live and constructed joint service and multi domain events such
    as Northern Strike, Winter Strike, Electromagnetic Spectrum Training/
    Electronic Warfare (EMS/EW), and small Unmanned Aircraft Systems
    (sUAS)/Counter sUAS training. Michigan's distinct seasonal environments
    create four different unique training environments within the NADWC and
    position Michigan well for a diverse cadre of training exercises
    (including artic missions). These capabilities would not have been
    possible without strategic investments. If confirmed, how will you
    ensure that National Guard facilities continue to be included in
    building total Army readiness?
        Ms. Wormuth. The National Guard is a critical component of the Army
    and essential to its readiness. If confirmed, I will review all
    National Guard strategic investments, including facilities
    requirements, to ensure that the Army continues to build total
    readiness.
                            national guard readiness
        13. Senator Peters. Ms. Wormuth, Michigan is not home to an Active
    Duty military base, however, we have a longstanding commitment to
    supporting the national defense through our Reserve components,
    especially from the brave men and women of the Michigan National Guard.
    They are the backbone of our State's efforts to respond to natural
    disasters, current and future pandemics, and have been one of the first
    groups to be called on to contribute to national defense missions. If
    confirmed, how will you ensure that the Reserve components, especially
    the National Guard, are modernized to ensure interoperability within
    the Total Force?
        Ms. Wormuth. The Army equips units based on Combatant Commander
    requirements and the National Defense Strategy, within available
    resources. The current Regionally Aligned Readiness and Modernization
    Model (ReARMM) is designed to prioritize and synchronize equipment
    modernization with specific missions, as well as build predictability
    for the Total Force. The Army National Guard and Army Reserve are
    critical components of the Total Army and, if confirmed, I will ensure
    that they are modernized based on their specific mission priority to
    ensure their deployability, interoperability, and sustainability with
    the Total Force.
                                     abrams
        14. Senator Peters. Ms. Wormuth, the Abrams Main Battle Tank, as
    currently upgraded to the M1A2 SEPV3 configuration, remains the world's
    best tank and is the backbone of the Army's most powerful formation,
    the Armored Brigade Combat Team (ABCT). Currently, the Army is
    upgrading Abrams at a rate of one ABCT per year to modernize all 20
    ABCT equipment sets, including the Active Force, National Guard, and
    preposition stocks. To date, the Army has fielded the newest Abrams to
    only one ABCT in its Active formations and one of its prepositioned
    equipment sets. Do you agree that rapid modernization of the Abrams as
    the spearhead of the Army's most powerful formation must continue to be
    given a top budget priority?
        Ms. Wormuth. The Abrams Main Battle Tank continues to be an
    important enduring capability for the Army. In ensuring the Army is
    both ready and modern, the Army must balance legacy, enduring, and
    modernization priorities across the entire equipment portfolio,
    ensuring the mix of capabilities is adequate to defeat the Nation's
    adversaries. If confirmed, I intend to ensure investment in this
    capability is maintained to achieve balance across the larger
    priorities of end strength, readiness, and modernization.

        15. Senator Peters. Ms. Wormuth, the Army has wisely invested in
    new technology for Abrams in response to near-peer competitors like
    China and Russia who have invested heavily in modernizing their armored
    formations and related capabilities. The opportunity now exists,
    however, to further implement next-generation technologies that will
    keep Abrams ahead of the pacing threats and retain significant
    overmatch. If adopted, these advances would decrease the weight of the
    tank, increase its lethality and survivability, promote networking
    between manned and unmanned units, and reduce fuel consumption, heat
    and sound signature of the power plant. Do you support the Army's
    pursuit of these new technologies to ensure the Abrams remains the most
    modern tank in the world and will you ensure funding is prioritized to
    continue Abrams modernization?
        Ms. Wormuth. Yes. If confirmed, I will ensure the Army
    appropriately considers all the alternatives to determine how to take
    Abrams modernization to the next level, improving lethality,
    survivability, and strategic mobility.
                                    stryker
        16. Senator Peters. Ms. Wormuth, the Stryker combat vehicle has
    proven itself to be one of the Army's most versatile platforms and
    continues to expand its missions beyond its core function as an
    infantry carrier. For example, Stryker was selected as the platform for
    critical fielding of urgently needed short-range air defense systems
    using both traditional missiles and cannon, as well as cutting-edge
    technology lasers. Stryker is also the platform for the Army's next
    generation of electronic warfare and signals intelligence systems and
    mobile command posts outside the Stryker Brigade formations. The key to
    being able to perform these expanded missions is the Army's decision in
    2018 to upgrade to the newest Stryker A1 configuration that provides
    more engine and electrical power, a digital network, and a much heavier
    suspension. The Army funding profile for Stryker currently buys one
    half of a Stryker Brigade's vehicles per annual cycle to update the
    Army's nine Stryker Brigades and also build additional Stryker vehicles
    for new missions. Do you support continuing the pace of modernization
    of the Army's Stryker Brigades and the need to procure vehicles for the
    Stryker's expanding missions to support the Army's most pressing urgent
    needs for air defense and electronic warfare?
        Ms. Wormuth. I support the current pace of fielding of one-half of
    the Stryker Brigade Combat Team (SBCT) annually, but going forward,
    this will need to be balanced against other modernization priorities,
    as well as the broader priorities of end strength and readiness. For
    the Stryker, modernization includes fielding enhanced capabilities for
    electronic warfare, signal intelligence, and cyber warfare.
                           mobile protected firepower
        17. Senator Peters. Ms. Wormuth, the Army recognized a lethality
    capability gap in its infantry formations, which lacked a large-caliber
    direct fire weapon system to move with the infantry under protection
    and engage lightly-armored or bunkered adversaries in open or urban
    terrain. This platform is critical to facilitating tactical assault for
    the Infantry Brigades. Mobile Protected Firepower (MPF) would be
    lighter than a tank, allowing two vehicles to be transported on a C-17.
    Progress on MPF has been rapid and prototypes are in the hands of
    soldiers for the start of assessment and testing. The Army plans to
    move into Low Rate Initial Production in early fiscal year 2022. Mobile
    Protected Firepower is a promising answer to a known Army capability
    gap for its infantry formations that are often the first Army units to
    be mobilized during a response to an emerging threat. If testing
    progresses on schedule, do you support moving MPF into production as
    rapidly as possible?
        Ms. Wormuth. I understand that the Mobile Protected Firepower (MPF)
    provides the Army much needed lethal, direct fire capability to the
    Infantry Brigade Combat Team (IBCT) and I support it moving to
    production when it is appropriately tested.
                   israel operations-technology working group
        18. Senator Peters. Ms. Wormuth, section 1299M of the Fiscal Year
    2021 National Defense Authorization Act (NDAA) Report authorizes the
    Secretary of Defense to establish a U.S.-Israel Operations-Technology
    Working Group (OTWG). I would note that this committee voted 27-0 in
    last year's NDAA markup to require the Department to stand up the
    working group. The Pentagon owed Congress, by law, a report related to
    the working group by March 15, 2021. If confirmed, will you commit to
    working with me and my office in examining how the Army conducts
    cooperative research and development with tech-savvy countries like
    Israel to see if we can more systematically work together to prevent
    shared capability gaps from emerging in the first place?
        Ms. Wormuth. If confirmed, I would ensure that the Army works
    closely with the Office of the Under Secretary of Defense for Research
    and Engineering and the Office of the Under Secretary of Defense for
    Acquisition and Sustainment to advance collaborative defense research,
    development, test, and evaluation with Israel. In addition, if
    confirmed, I look forward to reviewing the Army's cooperative research
    and development engagements with tech-savvy foreign partners to ensure
    that the Army will continue to prioritize cooperative programs that
    leverage foreign technology and investments. I am fully committed to
    addressing common technology gaps with key coalition partners by
    harmonizing and aligning modernization priorities. I believe this
    approach will ensure we are lockstep with our allies and partners in
    terms of eliminating capability gaps and advancing key technologies to
    establish capability overmatch against our adversaries.
                                   __________

                 Questions Submitted by Senator Joe Manchin III
                         national guard apache aircraft
        19. Senator Manchin. Ms. Wormuth, the Army has used their Reserve
    and National Guard forces extensively over the past 20 years to support
    the Global War on Terror. However, I am concerned that we have not
    adapted to supporting them with the same training and assets as if they
    were an Active component. For example, there are 8 Army National Guard
    Combat Aviation Brigades with 4 battalions of AH-64 Apache helicopters,
    each only manned by 18 aircraft instead of the 24 typical of an Active
    Duty battalion. That number used to be higher, with 8 battalions of
    Apaches, all manned with 24 aircraft. The reduction itself was a blow
    to readiness for the National Guard, but we've heard that the Army now
    plans to phase out its own supply of D-model Apaches without offering
    conversion of those aircraft to the National Guard to bring their
    brigades back up to full strength. Is there any reason those aircraft
    are not appropriate for transfer to the National Guard?
        Ms. Wormuth. The Army is committed to equipping each of the four
    Army National Guard (ARNG) battalions with 24 AH-64E Apache
    helicopters. Most D-model units in the Regular Army (RA) are currently
    below their authorized level of 24 aircraft due to induction
    requirements to transform the current fleet into E-models. The ARNG
    will begin fielding the latest Apache version in FY22 and will be
    complete in FY26 with four battalions equipped with 24 E-model Version
    Six Apaches each. The RA will continue to maintain and employ the D-
    model until 2030. Additionally, at least one ARNG Combat Aviation
    Brigade will be among the first four brigades to receive the Future
    Armed Reconnaissance Aircraft (FARA) as part of the total Army
    modernization plan.

        20. Senator Manchin. Ms. Wormuth, would you commit to working with
    my office to exploring that option for inclusion in this year's NDAA?
        Ms. Wormuth. If confirmed, I would be pleased to work with your
    office to ensure the Army is able to fully implement its modernization
    plans.
                                  future force
        21. Senator Manchin. Ms. Wormuth, part of the Army's future
    fighting force message has been to strengthen existing alliance,
    develop new partnerships, increase readiness, and build a more lethal
    force. Every day I am reminded of how vulnerable we are from the cyber
    domain and I am deeply concerned with the cybersecurity capacity and
    capabilities to operate seamlessly with our civilian partners. I view
    the capabilities of our National Guard in the cyber domain as critical
    enablers to support local authorities and to influence national
    security, both abroad and domestically. As part of the future 2028 Army
    concept, how do you see the National Guard being used to influence
    cyber security?
        Ms. Wormuth. As I noted during my confirmation hearing, I am quite
    concerned about evolving cyber threats and the challenges they pose for
    cybersecurity in the Army. I agree that the National Guard is a
    critical part of expanding the Army's capacity and capabilities in this
    area. The Army has been working closely with the National Guard in
    cyberspace operations since 2015. I understand that building capability
    is just one consideration; the Army also needs the ability to employ
    the capability when necessary. As I understand it, to operate fully in
    the cyber domain may require activation of the total force under Title
    10. If confirmed, I will assess how we might fully integrate the
    National Guard to increase our cybersecurity capacity and I look
    forward to working with you on these issues.

        22. Senator Manchin. Ms. Wormuth, how will you work to elevate the
    Army's National Guard as it relates to their abilities to assist in
    detecting and defeating threats like Solar Winds and the most recent
    ransomware attacks on the Colonial Pipeline?
        Ms. Wormuth. The Army views growth of National Guard capacity and
    capability as paramount for the total Army response to protect critical
    infrastructure against cyber-attacks. It is imperative that the Army
    harness the expertise resident in the Reserve Components to expand
    capacity and capability. If confirmed, I look forward to assessing any
    limitations on the employment of Reserve Component forces and working
    to devise solutions to improve the Army's cyber protection posture.
                                     budget
        23. Senator Manchin. Ms. Wormuth, the Army has stated over the last
    2 years that the budget request supports its 2028 future force that is
    capable of operating amongst a joint and multi-national team that is
    capable of winning in a multi-domain battlespace. I completely agree
    with your opening statement where you mentioned that we have a window,
    a strategic inflection point, to make changes necessary for the next
    fight. One of these changes that I support is concluding the direct
    conflict within Afghanistan. However, I am deeply concerned that our 20
    years of high spending in a counterterrorism paradigm does not
    accurately account for today's high-intensity conflict against
    strategic competitors while also standing ready to engage in low-
    intensity conflict. What specific weapons systems do you believe are
    most critical requirements for the Army's future 2028 force?
        Ms. Wormuth. The Army Modernization Strategy lays out the path to
    the future force of 2035, with 2028 as a key waypoint for Army leaders
    to make sure it is on the right path. Materiel modernization, including
    weapons systems--``what we fight with''--is an essential part of this
    transformation. Army materiel modernization is based on six enduring
    materiel modernization priorities. Within the six modernization
    priority categories are the ``31+4'' signature modernization efforts,
    which are led by the Office of the Assistant Secretary of the Army for
    Acquisition, Logistics, and Technology, the Rapid Capabilities and
    Critical Technologies Office (RCCTO), and Army Futures Command. Those
    signature efforts will provide critical capabilities to the joint
    force, including the ability to deliver lethality from the ground and
    air, and the ability to defend Army's people, partners, and assets.
    These materiel modernization efforts are shaped and informed by the
    Army's warfighting concept, Multi-Domain Operations, which is based on
    overall defense strategy, and describes ``how we fight'' as part of the
    joint force.
                             personnel and families
        24. Senator Manchin. Ms. Wormuth, I think we all can agree that our
    servicemembers, civilian employees, and their families are the most
    important assets within our Armed Forces and there is likely never
    enough that we can do to support them. As we conclude direct combat
    operations within Afghanistan, I think this is the prime opportunity
    for us to address critical issues within our Forces as well as each
    program that was meant to support them. What are the most important
    issues for our families that are affecting readiness and their own
    growth and how will you address them?
        Ms. Wormuth. As I said in my confirmation hearing, the Army's
    people, including soldiers, whether Active, guard, or Reserve, their
    families, Army civilians, and our Veterans, are fundamental to the
    Army's readiness. I intend to prioritize quality of life issues which
    include housing, healthcare, child care, spouse employment, and
    permanent change of station moves. If confirmed I also will do
    everything in my power to ensure we have a healthy command climate at
    every Army installation that fosters Army values and ensures the well-
    being of all our people. There is no place in our nation's Army for
    sexual harassment and assault, domestic violence, racism, extremism or
    other harmful behaviors that inhibit readiness. These issues are all
    critical to supporting soldiers, families, and readiness.
        If confirmed, I will work to improve and invest in military housing
    and barracks, partner with the Defense Health Agency to deliver world-
    class health care, and expand access to quality child care through
    additional infrastructure, improved staff compensation, and further
    investment in the Family Child Care program and fee assistance. I would
    also engage the National Governors Association, state and local
    governments, and non-government organizations that facilitate and
    enable spouse employment opportunities. If confirmed, I will support
    those efforts and any additional efforts within the Army's available
    authorities and resources that can improve the experience of Army
    families.

        25. Senator Manchin. Ms. Wormuth, what are your thoughts on how we
    can better support retaining talent through the promotion process for
    Active, Reserve, and Army National Guard personnel?
        Ms. Wormuth. I have learned that the Army has made significant
    changes in the promotion process to enable greater focus on attracting
    and retaining talent. For officers the Army has successfully used
    brevet promotions, the authority to Opt-In and Opt-Out of promotion
    consideration, market-based assignment processes, and merit-based
    promotions for the Active Component to retain talented officers. If
    confirmed, I will continue to use these programs and likely expand them
    to the Army National Guard and Army Reserve.
        For the noncommissioned officer corps, the Active Army and U.S.
    Army Reserve recently launched the noncommissioned officer evaluation
    board that leverages a talent-based order of merit list to promote
    based on requirements rather than the legacy process of a time in grade
    sequence number. The Army has launched its third iteration of the
    Assignment Satisfaction Key--Enlisted Module (ASK-EM) which is enabling
    the enlisted force to select preferences for future assignments, like
    their officer counterparts, which in turn is increasing the assignment
    satisfaction of Army NCOs.
        The Army is in the final stages of releasing the Corporal
    Initiative directive to create a seamless transition into the
    noncommissioned officer corps as the Army grows its junior leaders. A
    byproduct of the success of these efforts can be seen in historical
    rates of Army Retention statistics. The Army continues to excel in
    retaining talent as exhibited by closing the FY21 ETS retention mission
    five (5) months ahead of schedule and remaining 11% ahead of glide path
    in retaining soldiers scheduled to ETS in Fiscal Year 2022. The Army
    closely monitors officer and enlisted retention rates and if confirmed,
    I will not hesitate to ask for any additional authorities required to
    support our people strategy as new opportunities arise.
                                   __________

                   Questions Submitted by Senator Jacky Rosen
                          army cybersecurity personnel
        26. Senator Rosen. Ms. Wormuth, if confirmed, how do you envision
    retaining high-skilled cyber soldiers when non-commissioned officers
    (NCO), warrants, and even officers can often find more lucrative and
    more balanced work-life opportunities in cybersecurity jobs in the
    private sector?
        Ms. Wormuth. As I stated during my confirmation hearing, the Army
    needs to think creatively about how it recruits and retains qualified
    cyber experts. I understand that the Cyber Operations Force is already
    leveraging pay incentives, advanced training and education
    opportunities, training with industry partners, and improving the
    ability to share talent between the three components to improve
    retention. If confirmed, I will continue to fully leverage the
    authorities Congress has provided to ensure flexibility in our
    retention programs, while meeting the mission requirements of the Total
    Army force.
                             tactical cybersecurity
        27. Senator Rosen. Ms. Wormuth, in recent years, Army Cyber Command
    has been fielding units to enhance ground commanders' tactical cyber
    capabilities--such as the Intelligence, Information, Cyber, Electronic
    Warfare, and Space detachment and the 915th Cyber Warfare Battalion. If
    confirmed, what are your plans for the growth of this mission and in
    which theatres do you see the Army employing these cyber units?
        Ms. Wormuth. Cyber operations continue to increase in importance.
    If confirmed, I will work to ensure our capabilities and capacity match
    future requirements. Army cyber units must be able to provide
    responsive cyberspace and information operations to tactical commanders
    in any theater. I understand that the Army is building cyber forces
    with a priority toward Europe and the Indo-Pacific but these
    capabilities will not be unique to one theater and must be able to meet
    cyber threats worldwide.

        28. Senator Rosen. Ms. Wormuth, is this a capability the Army
    envisions for the Indo-Pacific, in Europe with our NATO [North Atlantic
    Treaty Organization] allies, or in current contingency operations in
    Iraq, Syria, and Afghanistan?
        Ms. Wormuth. As noted above, the Army is creating new cyber units
    with a focus on countering adversaries in the Indo-Pacific and in
    Europe but threats in the cyber domain are not limited by geography.
    The Army must focus on cyber threats wherever they manifest, and
    regardless of from where they originate. If confirmed, I will work to
    ensure that the Army's cyber force structure is postured to support
    Army Commanders globally.

        29. Senator Rosen. Ms. Wormuth, what is your vision for these
    missions?
        Ms. Wormuth. If confirmed it is my intention that the Army's cyber
    forces will provide responsive cyberspace and information operations
    capabilities to Army Commanders in competition and conflict, worldwide.
    Army Commanders at all levels must have the capability to effectively
    counter cyber and information threats.
                    reserve components and army fitness test
        30. Senator Rosen. Ms. Wormuth, the Reserve components face their
    own set of challenges as citizen soldiers, with two careers to manage
    and without access to the day-to-day services available to Active Duty
    troops on a military installation. One such challenge for the Reserve
    component will be the transition to the Army Combat Fitness Test
    (ACFT). This will require Reserve component soldiers to have to pay
    for, and have access to, specialized gym equipment in order to train
    for the ACFT, whereas soldiers are able to train for the Army Physical
    Fitness Test without equipment. While Active Duty soldiers will have
    ACFT equipment on base--their everyday place of work--Reserve component
    soldiers will not. This will be especially difficult for soldiers in
    rural areas and for those without the financial resources to pay for a
    gym membership. If confirmed how will you ensure the Army addresses
    this disparity as they implement the ACFT and what is your
    understanding of the Army's current plan?
        Ms. Wormuth. I understand that the Army Reserve continues to train
    for the ACFT and has placed more than eight thousand sets of equipment
    in the field for soldiers to use. If confirmed, I will ensure that the
    Army provides appropriate resources to the force, including both
    equipment and alternative methods for training. I am committed to
    ensuring that no soldier, regardless of component, is required to pay
    out of pocket to be prepared for the ACFT.

        31. Senator Rosen. Ms. Wormuth, throughout 2020, the Army and
    specifically U.S. Army Forces Command acquired significant numbers of
    Gym-in-a-Box container gyms, as well as other commercial-off-the-shelf
    fitness equipment solutions to help improve soldier health, fitness,
    and performance, via the SAT [Simplified Acquisition Threshold] Supply
    Procurement Program. If you are confirmed, what will be the Army's
    acquisition strategy (contract vehicle, type of funding, management
    component etc.) for sustaining that equipment over the next 3 to 5
    years, and how is the Army going to ensure sustainment and resupply
    efforts for current and future fitness equipment, facility, and
    technology requirements are being adequately met and addressed?
        Ms. Wormuth. United States Army Forces Command (FORSCOM) has
    purchased all the Gym-in-a-Boxes required for its subordinate units.
    There are no current plans to purchase any more sets. Sustainment for
    this equipment is a unit responsibility, but broken or deteriorated
    equipment can be replaced through the normal supply process. Funding
    will need to be programmed for out years to purchase any necessary new
    equipment but, in the meantime, unit supply clerks can order any needed
    items through the Defense Logistics Agency's procurement mechanism.

        32. Senator Rosen. Ms. Wormuth, what is your understanding of their
    current acquisition strategy?
        Ms. Wormuth. My understanding is that the sustainment of this
    equipment is now a unit level requirement. Units are responsible for
    maintaining an adequate and to-standard supply of ACFT equipment to
    meet unit training and testing needs. The ACFT equipment is available
    through the Defense Logistics Agency (DLA) which is responsible for
    procurement policy and oversight of managed defense items. Going
    forward, unit supply clerks can order what they need through DLA's
    procurement mechanism.

        33. Senator Rosen. Ms. Wormuth, given the scale of the fitness
    equipment products and facilities previously purchased and planned to
    be purchased throughout the Army, what authorities and contract
    vehicles is the Army leveraging to ensure fitness equipment,
    facilities, and technology are designed, developed, and sourced by U.S.
    based companies and are specifically and uniquely made for soldiers as
    Tactical-Athletes?
        Ms. Wormuth. My understanding is that the US Army is using the
    standard acquisition process to purchase ACFT equipment. If confirmed,
    I will ensure that the Army continues to use approved US sources for
    its equipment needs. Any exceptions to this are only those allowed by
    law and appropriately justified and approved. Additionally, engagement
    with industry groups and participation in industry showcase events will
    ensure that the Army's needs are well-known to ensure that the
    requisite quality equipment is available to meet the Army's demand.

        34. Senator Rosen. Ms. Wormuth, if confirmed, how will you ensure
    this takes place?
        Ms. Wormuth. If confirmed, I will reaffirm the Army's preference
    for U.S. domestic production whenever possible, in strict accordance
    with procurement laws and regulations. I will also encourage
    participation by appropriate leadership in key industry showcases
    across the country, as well as engagements with industry to allow them
    to demonstrate and display their equipment for the Army's
    consideration.

        35. Senator Rosen. Ms. Wormuth, for the fitness equipment,
    facilities, and technology required by the Army, what is your
    understanding of what controls are in place to ensure all products and
    facilities meet specs/requirements for the Army in the areas of
    durability, use case (i.e. predominantly outdoor use), safety, and are
    consistent with existing equipment that already meets these
    requirements?
        Ms. Wormuth. If confirmed, I intend to become more familiar with
    the details of this program to ensure that all equipment purchased to
    support the ACFT is both safe for soldiers to use and able to withstand
    its rigorous use as part of a predominantly outdoor physical fitness
    test. Additionally, I intend to ensure that the Army's equipment
    standards remain compatible with commercial and collegiate-level
    equipment.

        36. Senator Rosen. Ms. Wormuth, according to Army Field Manual FM
    7-22, a Health and Holistic Fitness campus includes container gyms,
    ACFT testing fields, Terrain Run Obstacle Courses, Outdoor Training
    Areas, and Soldier Performance Readiness Centers. If confirmed, what
    will be the Army's plan (to include timelines, contract vehicles, and
    management component) to rapidly support soldiers with these key
    training areas and facilities so they can properly train for the new
    Army Combat Fitness Test, as well as improve and maintain their
    operational readiness?
        Ms. Wormuth. I understand that the Holistic Health and Fitness
    (H2F) Campus provides a road map for future modernization of the Army's
    fitness enterprise. This concept allows for modernization planning as
    new construction and recapitalization is established in the Facilities
    Improvement Plan. However, the H2F Campus is not required for any unit
    or individual to train for and pass the ACFT. The Army already has
    drills and exercises for soldiers to train for and pass the ACFT. If
    confirmed, I intend to ensure soldiers have the facilities, equipment,
    time, and doctrine to ensure they physically ready for the battlefield.

        37. Senator Rosen. Ms. Wormuth, what is your understanding of their
    current plan?
        Ms. Wormuth. I understand that the priority investment for Holistic
    Health and Fitness (H2F) fielding is the ``H2F Performance Team,''
    consisting of physical therapists, occupational therapists, registered
    dietitians, cognitive performance specialists, strength and
    conditioning coaches, and athletic trainers, with the expertise to
    improve Physical and Nonphysical readiness, either in person or through
    a virtual means. I understand that the plan is to field 28 Brigade
    Combat teams in FY21, and additional brigades each year as funding is
    available. I understand that the Army National Guard and Reserve are
    currently conducting the analysis needed to field H2F performance teams
    for their formations.
                                   __________

                 Questions Submitted by Senator James M. Inhofe
                     future to combat the threat of drones
        38. Senator Inhofe. Ms. Wormuth, commercial drones have lowered the
    entry fee to the combined arms race, demonstrating that drones and
    drone swarms are one threat. Drone synchronized with maneuver and
    fires, whether that is lethal/non-lethal or combined with electronic
    warfare, establishes a true combined arms fight. What is the Army
    working on to defeat drones, both single and swarm, today and in the
    future?
        Ms. Wormuth. It is my understanding that the Department of Defense
    recently released a comprehensive strategy for countering drones as
    well as an implementation plan. The Army is prepared to support this
    strategy and has established the Joint C-sUAS Office (JCO) to lead and
    direct C-sUAS doctrine, requirements, materiel, training, and
    developing joint solutions to address a host of UAS threat
    capabilities, including drone swarm attacks.

        39. Senator Inhofe. Ms. Wormuth, does the Army currently have the
    ability to defeat a drone swarm attack and ensure it does not impact
    our drone and equipment?
        Ms. Wormuth. The Army was designated as the Department of Defense
    Executive Agent for Counter Small Unmanned Aircraft Systems (C-sUAS).
    The Army established the Joint C-sUAS Office (JCO) to lead and direct
    C-sUAS doctrine, requirements, materiel, training, and developing joint
    solutions to address a host of UAS threat capabilities, including drone
    swarm attacks.

        40. Senator Inhofe. Ms. Wormuth, are you aware of any factors
    limiting the Army's ability to deploy additional and more capable
    counter-UAS [unmanned aircraft systems]?
        Ms. Wormuth. I am unaware of any factors limiting the Army's
    ability to deploy additional and more capable counter-UAS at this time.
    If confirmed, I will continue every effort to ensure that the Army and
    the JCO continue to synchronize critical C-UAS efforts across the Joint
    Force to mitigate any challenges that would limit our warfighter's
    ability to deploy, fight, and win.

        41. Senator Inhofe. Ms. Wormuth, if confirmed, how would you
    address the threat of single drones and swarms, to the U.S. Army and
    Joint Force?
        Ms. Wormuth. The Department of Defense, through the Joint Counter
    Small UAS Office, recently released a comprehensive strategy for
    countering drones as well as an implementation plan to facilitate its
    accomplishment. This strategy and supporting implementations plan
    addresses both single and swarm threats. If confirmed, I will ensure
    that the Army's efforts are aligned to these strategic guiding
    documents and that our approach is synchronized with the joint services
    across the spectrum of doctrine, organization, training, materiel,
    leadership and education, personnel, facilities, and policy.
                                    strategy
        42. Senator Inhofe. Ms. Wormuth, in your confirmation hearing, you
    commented that ``we have to make sure . . . that we have a strategy
    that aligns to its resources.'' To clarify, when you said that, did you
    intend to mean a budget-driven or a budget-informed strategy?
        Ms. Wormuth. I firmly believe that our national defense strategy
    should be resource informed, but not resource driven. I have
    participated in several Quadrennial Defense Reviews and other strategy
    development efforts over the years, and through those experiences I
    have come to the view that defense strategies that are wholly resource
    unconstrained are not useful to senior DoD leaders. At the same time, I
    have also seen from past experience that it is critical that senior DoD
    leaders advocate energetically for the defense budget required to
    provide for the nation's defense. If confirmed, I will advocate for the
    resources the Army needs to execute its responsibilities in the
    National Defense Strategy, including ensuring that it is ready for
    current operational needs and modernized for the future.

        43. Senator Inhofe. Ms. Wormuth, do you commit to advocating for a
    defense budget that is adequate to execute the National Defense
    Strategy?
        Ms. Wormuth. If confirmed, I will absolutely advocate for a defense
    budget that will enable the Department of Defense, including the
    Department of the Army, to execute the National Defense Strategy.
                                   __________

                  Questions Submitted by Senator Roger Wicker
      oversight of senior officials--sexual assault and sexual harassment
        44. Senator Wicker. Ms. Wormuth, the Army serves as DOD's executive
    agent for theater integrated air and missile defense. The Navy has been
    looking to transfer responsibility for the Aegis Ashore ballistic
    missile defense program, which currently has sites located in Romania
    and Poland. In January, Chief of Naval Operations Admiral Michael
    Gilday described Aegis Ashore as a non-core mission, saying,
    ``Transferring shore-based ballistic missile defense sites to ground
    forces enables sailors to focus on their core missions at sea and frees
    up resources to increase our lethality.''
        As DOD's executive agent for air and missile defense, would the
    Aegis Ashore program be better suited for the Army than the Navy?
        Ms. Wormuth. In the 2021 NDAA, Congress directed the Department of
    Defense to re-examine the roles and responsibilities of each service
    with respect to integrated air and missile defense and I understand
    that review is underway. If confirmed, I look forward to the
    opportunity to contribute to that review, and to assess any
    implications for the Aegis Ashore program, including proponency.
                                   __________

                   Questions Submitted by Senator Joni Ernst
                            counter drone activities
        45. Senator Ernst. Ms. Wormuth, commercial drones have lowered the
    entry fee to the combined arms race, demonstrating that drones
    (commercial and state) can serve as a localized air force (Azerbaijan,
    Syria, Ukraine, Afghanistan). Drones and drone swarms are one threat.
    Drones synchronized with maneuver and fires, whether that is lethal/
    non-lethal or combined with electronic warfare, establishes a true
    combined arms fight. Do you believe the Army currently has the ability
    to defeat a drone swarm attack and ensure we do not take out our own
    drones?
        Ms. Wormuth. The Army continues to improve its ability to defeat
    drone swarm attacks. Ensuring Army systems do not take out our own
    drones is an important task capability. I expect that the
    identification of friend or foe (IFF) technology will continue to
    evolve.

        46. Senator Ernst. Ms. Wormuth, can you describe any factors
    limiting the Army's ability to deploy additional and more capable
    counter-UAS systems?
        Ms. Wormuth. If confirmed, I will continue every effort to ensure
    that the Army and the Joint Counter Small UAS Office continue to
    synchronize critical C-sUAS efforts across the joint services,
    mitigating any challenges limiting our warfighter's ability to deploy,
    fight, and win. At this time, I am unaware of any factors limiting the
    Army's ability to deploy additional and more capable counter-UAS.

        47. Senator Ernst. Ms. Wormuth, if confirmed, how would you address
    the emerging threat of single drones and drone swarms to the U.S. Army
    and Joint Force?
        Ms. Wormuth. The DoD, through the Joint Counter Small UAS Office,
    recently released a comprehensive strategy and implementation plan for
    countering drones, addressing both single and swarm threats.
        If confirmed, I will ensure that the Army's efforts are nested
    within these strategic guiding documents and that our approach is
    synchronized with the joint services.
                           iowa army ammunition plant
        48. Senator Ernst. Ms. Wormuth, the Army owned the only ``Elmes
    Press'' in the Federal Government, a specialized piece of equipment
    used to make large warheads for both the Departments of Defense and
    Energy at the Iowa Army Ammunition Plant. In December 2018, it had a
    catastrophic failure that the Army attributes solely to age/fatigue,
    resulting in an explosion that destroyed the press and caused
    incidental damage to nearby buildings, interrupting active Army
    ammunition production lines. We had a great discussion about this when
    we met in my office, and I appreciate your willingness for the Army to
    address these important issues. If confirmed by the Senate to be the
    next Secretary of the Army, is it your intent to work with the
    Committee to resolve all outstanding contractor claims related to Army-
    directed actions needed to respond to mitigation of damage from the
    explosion and to restore normal operations of active ammunition
    production lines?
        Ms. Wormuth. I am aware that the Army continues to work closely
    with the operator of the Iowa Army Ammunition Plant (IAAP), American
    Ordnance (AO), to modernize the IAAP's core production processes and
    infrastructure. The Elmes Press was unfortunately damaged while AO was
    operating the press in support of a Department of Energy contract; a
    non-DOD requirement. While AO did not replace the Elmes Press, they did
    repair the damaged areas impacting Army production operations and
    normal operations of active Army ammunition production lines have been
    restored. Subsequent to my hearing, I have been told that the Army has
    encouraged AO to approach their insurance carrier for restitution since
    the use of the Elmes Press was not under a DOD contract and AO did not
    have indemnification while using the Elmes Press. If confirmed, I will
    work with the Committee to help resolve outstanding contractor claims.

        49. Senator Ernst. Ms. Wormuth, if confirmed by the Senate, is it
    your intent to work with the Committee to begin the engineering design
    of a new Advanced Warhead Manufacturing Facility to serve the
    Departments of Defense and Energy (nuclear weapons) for our vital and
    ongoing nuclear modernization efforts?
        Ms. Wormuth. The Army remains committed to modernizing the IAAP's
    core processes and infrastructure that include the manufacturing of
    artillery, mortar, tank, 40mm, Mine Clearing Charge, C-4 products and
    warhead production. As part of the Army's Government Owned, Contractor
    Operated (GOCO) AAP Transformational Modernization Plan, the Army is
    investing in the design and construction of a modern pressed energetics
    facility to support DOD requirements. The Army will work with the DOE
    to collaborate jointly on any unique warhead requirements that benefit
    National Defense. The Army does not have any nuclear weapons programs
    but supports the other services, as needed, in this area.
                                   __________

                   Questions Submitted by Senator Thom Tillis
                             infantry squad vehicle
        50. Senator Tillis. Ms. Wormuth, GM Defense delivered the first
    Army Infantry Squad Vehicles (ISV) within 120 days of award, and
    established a production facility in 90 days. The ISV program is an
    important example of successful implementation of acquisition reform,
    leveraging commercial capabilities and best-practices, rapidly
    delivering needed capabilities to the warfighter. The ISV program is in
    a good position to grow both in production and in expanding to
    different configurations--use ISV acquisition model to accelerate
    getting additional capabilities to the warfighter.
        I recently visited the Army Infantry Squad Vehicle production
    facility in Concord, NC and had the opportunity to drive the ISV and an
    all-electric military concept vehicle based on the ISV. Both vehicles
    handled like my pickup truck. I raise this because what this program
    seeks to do is address the acquisition problems currently impacting the
    Department--delays in getting needed capabilities to the warfighter,
    time from concept to delivery, supply chain issues, cost overruns, and
    other issues that have plagued the Department over the years. This
    program is in a good position to grow both in production and different
    configurations--use ISV model to accelerate getting a much needed
    capability to the warfighter. What other vehicle programs can benefit
    from this approach?
        Ms. Wormuth. Balancing commercially available vehicles with the
    necessary modifications to ensure those vehicles can operate and
    protect our military in combat environments is key. I understand that
    with the Infantry Squad Vehicle, a strong partnership between the
    Assistant Secretary of the Army (Acquisitions, Logistics, and
    Technology) and Army Futures Command ensured that strategies and
    decisions were strongly linked to requirements, which supported a
    creative acquisition approach and the use of multiple Soldier Touch
    Points. The Army's Heavy Dump Truck is another example where the Army
    leveraged a commercial truck chassis manufactured by Mack Defense. If
    confirmed, I will explore the many effective acquisition strategies
    available for vehicles such as the electric Light Reconnaissance
    Vehicle (eLRV) and Common Tactical Truck. My intent, if confirmed,
    would be to use lessons learned and commercial investments wherever
    possible to give the Army more opportunities to reduce total ownership
    cost and leverage commercial capabilities such as electric or hybrid
    electric vehicles.

        51. Senator Tillis. Ms. Wormuth, about 90 percent of the ISV's
    parts (including the chassis, engine, drivetrain, electronic locking
    differentials, transfer case, suspension, and more) are off-the-shelf
    components that one could walk into a Chevy dealership and buy. As we
    have discussed over the last year, supply chain improvement is an
    important area that needs to be considered for our military assets--
    General Motors economies of scale and global supply network are helping
    to address this issue. How can the Department further leverage
    commercial off-the-shelf components to reduce costs, grow efficiencies,
    and further secure our supply chains on additional vehicle platforms?
        Ms. Wormuth. As the Army continues to modernize its Tactical
    Wheeled Vehicle Fleets, the Army must continue to use commercial
    content, where appropriate, to support affordable and military capable
    vehicles. Many of the Army's current tactical wheeled vehicles rely on
    the commercial supply chain for key components, including engines and
    transmissions. If confirmed, I will ensure that the Army continues to
    engage with the U.S. commercial truck market to understand product
    lines and component life-cycles--important factors to consider as the
    Army not only procures new capabilities, but considers long-term
    sustainment and fleet readiness. This exchange would also inform
    optimizing operational requirements to support maximum use of
    commercial content to deliver more affordable vehicles. Additionally,
    feedback from the commercial sector will help the Army fine tune future
    competitive procurements.
                                 data analytics
        52. Senator Tillis. Ms. Wormuth, as budget constraints continue to
    challenge Army readiness goals, it is critical to ensure Army training
    programs are leveraging technology advancements such as simulation
    training capabilities that are capable of robust data collection and
    analytics to maximize and validate soldier training and readiness
    outcomes. An area that has the opportunity to benefit significantly
    from data focused technology advancements is the Army's small arms
    simulation training program. Unfortunately, while the Army has made the
    important decision to replace its legacy small arms simulation training
    systems, which do not meet the Army's new .40 small arms qualification
    requirements, the Army has struggled for several years to implement an
    effective replacement program. It is the Committee's understanding the
    Army's planned Soldier Virtual Training (SVT) program is not currently
    slated to be fielded until 2025 and the intended gap filler program,
    Squad Advanced Marksmanship Trainer, does not provide data collection
    and analytics capabilities or advanced cognitive and human performance
    training protocols essential to achieving a more lethal, decision
    dominant force, creating a significant training gap for small arms
    training between now and 2025.
        If confirmed as Secretary of the Army, do you commit to
    prioritizing the Army's use of data analytics and human performance
    capabilities to achieve and validate a more lethal and cognitive,
    decision dominant Force to support Army Talent Management and critical
    readiness goals?
        Ms. Wormuth. I agree that the Army must ensure training programs
    using simulation leverage the latest technology and are capable of
    robust data collection and analytics to maximize soldier training
    outcomes. I understand the current marksmanship training simulation--
    the Engagement Skills Trainer II--gathers limited data from
    instrumented weapons, but it uses old technology, which does not meet
    the objectives that can be achieved by current and future technologies.
    I am aware that earlier this year, the Army implemented software
    updates to the Engagement Skills Trainer II that allow soldiers to
    train qualification tables for the Army's new .40 small arms
    qualification requirements while the Army continues to work toward
    acquisition of the next generation trainer--the Soldier Virtual Trainer
    (SVT). I understand that the Squad Advanced Marksmanship Training
    (SAMT), as an interim capability, does not provide the desired level of
    data collection and the Army has decided to end the SAMT program in
    November of this year. The SVT procurement funding is programmed
    beginning in FY25. TRADOC is working with AFC to determine new
    acquisition strategies for SVT with the goal of beginning procurement
    in FY24. Additionally, the SVT program is already moving forward with
    research and development funding in FY22 to ensure the latest
    technology advancements are leveraged for this critical program.

        53. Senator Tillis. Ms. Wormuth, can you also 1) commit to
    prioritizing a review of the Army's SVT program to ensure it includes a
    focused approach to data collection, analytics, and cognitive, human
    performance training, and 2) provide the Committee with the Army's plan
    for addressing the current small arms simulation Program of Record
    training gap to ensure the Army can train to the Army's new .40 small
    arms qualification requirements and achieve human performance and data
    analytics goals, between now and its planned delivery of a new SVT
    program in 2025?
        Ms. Wormuth. I understand the Abbreviated Capability Document for
    the Soldier Virtual Trainer clearly states the requirement for
    collection of individual performance data, biometric data, and
    collective performance data, and the use of tutorials to improve
    Soldier Lethality. If confirmed, I commit to ensuring it will not be
    delivered to the force without these capabilities. I also understand
    the Army has already provided an interim solution for meeting current
    .40 small arms qualification Table II requirements by providing an
    Army-wide software update for the Engagement Skills Trainer II systems
    this year. As SVT is procured and delivered to the force, it will also
    meet these qualification requirements with the added capability to use
    data analytics and biometrics to improve performance. If confirmed, I
    will ensure the Army provides you the details you seek on this plan.
                                     budget
        54. Senator Tillis. Ms. Wormuth, I submitted several questions for
    the record to Secretary Lloyd Austin following his confirmation
    hearing. One of the issues that I am concerned about is Pope Army
    Airfield (AAF) and the current state of the infrastructure at that
    airfield. As you know, Pope was transferred from the Air Force to the
    Army, and it supports some of the units at Fort Bragg that are national
    level assets. I was pleased with Secretary Austin's answer that stated:
    ``The Army remains committed to ensuring Pope Army Airfield can support
    all deployment missions. In fiscal year 2021, the Army is funding a $90
    million project to make critical improvements to the primary runway and
    lighting system. The Army has also identified future requirements to
    improve the airfield, totaling $224 million in Military Construction
    [MILCON], as well as in Restoration and Modernization funding. These
    requirements will be a priority for funding within the Army's Facility
    Investment Plan.'' We still haven't seen the President's Budget but I
    understand that it has undergone significant revisions since Secretary
    Austin's confirmation hearing. Is the Secretary's statement still
    accurate?
        Ms. Wormuth. If confirmed, I am committed to ensuring that Pope
    Army Airfield can support all deployment missions. I understand that
    the Army has committed over $200M to the repair of Pope Army Airfield
    (AAF) over the last ten years. Most recently, in Fiscal Year 2021 the
    Army funded a $90M project to improve the primary runway and lighting
    system. This project repairs the main fixed wing runway, intersecting
    taxiways and aprons, the storm water infrastructure and the lighting
    system. The Army is also tracking future requirements to improve and
    sustain the airfield totaling $224M in Military Construction,
    Sustainment and Restoration and Modernization funding. The Army is
    continuing to assess revisions to the President's Budget to determine
    funding impact on the Pope AAF projects and all other priority MILCON
    and R&M projects in the Facility Investment Plan.

        55. Senator Tillis. Ms. Wormuth, we are well into fiscal year 2021,
    is the Army executing $90 million as promised?
        Ms. Wormuth. Yes, I am told that the Army has funded and awarded a
    $90M contract to improve the primary runway and lighting system. This
    project repairs the main fixed wing runway, intersecting taxiways and
    aprons, the storm water infrastructure and the lighting system. This
    project is currently in execution.

        56. Senator Tillis. Ms. Wormuth, does the Army still plan to invest
    $224 million in MILCON and FSRM [facilities, sustainment, restoration,
    and modernization] funding?
        Ms. Wormuth. I understand that the Army remains committed to
    ensuring Pope Army Airfield can support all deployment missions. The
    Army is tracking future requirements to improve and sustain the
    airfield totaling $224M in Military Construction, Sustainment,
    Restoration and Modernization funding. The Army is continuing to assess
    revisions to the President's Budget to determine funding impact on the
    Pope AAF projects and all other priority MILCON and R&M projects in the
    Facility Investment Plan.

        57. Senator Tillis. Ms. Wormuth, Secretary Austin also stated that
    the Army recognized the requirement to extend the Pope AAF runway to
    accommodate strategic airlift to support some of the unique military
    units stationed at Fort Bragg. Is this runway lengthening being
    budgeted for and included in the Army's Future Years Defense Program
    (FYDP)?
        Ms. Wormuth. I am aware that the Army is tracking the requirement
    to extend the Pope AAF runway by 3,000 feet to accommodate strategic
    airlift associated with the Global Response Force, 82nd Airborne
    Division, and Army Special Operations Command. This requirement will be
    assessed against total Army requirements within the Army's Facility
    Investment Plan.
                                   __________

                  Questions Submitted by Senator Dan Sullivan
                     great power competition in the arctic
        58. Senator Sullivan. Ms. Wormuth, given the National Defense
    Strategy's focus on great power competition and the rapid development
    of Russia and China's capabilities in the Arctic, would you agree that
    the Arctic is an emerging front-line for great power competition and
    rivalry? Please elaborate.
        Ms. Wormuth. Yes, as noted in the unclassified version of the
    Army's Arctic Strategy, the Arctic is a region of increasing strategic
    competition. The Russian Federation has built up its military
    capability in the region, while also making claims to sovereignty over
    the Northern Sea Route. The People's Republic of China has declared its
    interest in the Arctic and has been active in the area, particularly in
    terms of pursuing research and exploring economic opportunities. Many
    of our allies share U.S. concerns about protecting national interests
    and territory in the Arctic. I anticipate that competition in the
    region will increase in the future, in part because climate change is
    increasing access to and activity in the region.

        59. Senator Sullivan. Ms. Wormuth, in your personal opinion, what
    makes Alaska an important strategic region for the United States, and
    why would our adversaries want to limit our presence and power
    projection capabilities in the Arctic region? Please elaborate.
        Ms. Wormuth. Alaska is an important strategic location for several
    reasons. Alaska is important in terms of its role in ensuring defense
    of the U.S. homeland, which is DoD' highest priority. Its geographic
    location makes it a potential avenue of attack for air and missile
    strikes on the continental United States. Alaska also has a critical
    position astride lines of communication and resource-rich areas that
    due to climate change will see increased traffic and economic
    exploitation in the years and decades to come.

        60. Senator Sullivan. Ms. Wormuth, in your personal opinion, what
    capability gaps presently exist that inhibit our ability to effectively
    project and sustain power in the Arctic, and compete with Russia and
    China in the northern latitudes? Please elaborate.
        Ms. Wormuth. I agree with the conclusion in the Army's Arctic
    Strategy that over the last two decades, the Army's ability to operate
    in the Arctic, as well as other extreme cold weather, mountainous, and
    high-altitude environments has eroded. At this time, I cannot speculate
    about what specific capability gaps might exist, but I've noted that
    the Arctic Strategy commits the Army to conduct a capability gaps
    assessment. If confirmed, I look forward to reviewing the results of
    that assessment.
                                   __________

                Questions Submitted by Senator Marsha Blackburn
                                  afghanistan
        61. Senator Blackburn. Ms. Wormuth, I understand that you support
    President Biden's decision to withdraw troops from Afghanistan by
    September 11, 2021, because we have ``achieved what we set out to do
    there''. Could you please elaborate on your support for President
    Biden's decision?
        Ms. Wormuth. I support the policy decision. The United States sent
    troops to Afghanistan to deliver justice to those who attacked us on
    September 11 and to disrupt terrorists from using Afghanistan as a safe
    haven to attack the United States. We have achieved that objective, and
    the Administration has assessed that the threat to the United States
    emanating from Afghanistan today is at a level that can be addressed
    without a persistent footprint in the country. If confirmed, I will
    ensure the Army supports bringing operations to a responsible close
    within the timelines set by the President.

        62. Senator Blackburn. Ms. Wormuth, what would be your specific
    priorities for the Army over the course of the current withdrawal
    timeline in Afghanistan?
        Ms. Wormuth. If confirmed, I will work with the CENTCOM Commander,
    as well as joint and coalition partners to ensure conditions for a
    responsible withdrawal, the coordinated transfer to our Afghan
    partners, and the safe return of our soldiers.

        63. Senator Blackburn. Ms. Wormuth, in your assessment, how will
    the conflict in Afghanistan evolve without a stable U.S. military
    presence in the country? Please explain.
        Ms. Wormuth. Regrettably, based on existing assessments, I am
    concerned of the likelihood that the high levels of violence will
    continue after we depart. However, we have long known there is no
    military solution to Afghanistan's internal conflict. If confirmed, I
    will ensure that as the Army supports bringing operations to a
    responsible end.
                            great power competition
        64. Senator Blackburn. Ms. Wormuth, in your assessment, how will
    the United States' withdrawal from Afghanistan likely impact China's
    activities in the Middle East? Please explain.
        Ms. Wormuth. I see little-to-no change in the People's Republic of
    China's activities in the Middle East as a consequence of the United
    States' withdrawal from Afghanistan. China will likely continue to
    apply a mix of economic and diplomatic ``carrots and sticks'' to try to
    increase its influence in the region. The People's Republic of China
    would follow this course of action irrespective of U.S. involvement in
    Afghanistan. That said, I would expect to see the PRC attempt to paint
    the U.S. withdrawal as a sign of declining power and influence.

        65. Senator Blackburn. Ms. Wormuth, in your advance policy question
    responses, you wrote ``Over the last 4 years, the Army placed special
    emphasis and focus on modernization, and recent concepts show promise
    in deterring and, if necessary, defeating a great power adversary.''
    What capabilities--unique to the Army--are either resident, or may be
    in development, that will posture the Service for Great Power
    Competition?
        Ms. Wormuth. The Army Modernization Strategy lays out the path to
    the future force of 2035, with `2028' as a key waypoint enabling Army
    leaders to make sure it is on the right path. Army materiel
    modernization is based on six enduring materiel modernization
    priorities. Within the six modernization priority categories are the
    ``31+4'' signature modernization efforts, which are led by the Office
    of the Assistant Secretary of the Army for Acquisition, Logistics, and
    Technology, the Rapid Capabilities and Critical Technologies Office
    (RCCTO), and Army Futures Command. These materiel modernization efforts
    are shaped and informed by the Army's warfighting concept, ``Multi-
    Domain Operations,'' which is based on overall defense strategy, and
    describes ``how we fight'' as part of the joint force.

        66. Senator Blackburn. Ms. Wormuth, do you believe land power to be
    indispensable to U.S. National Security in the Indo-Pacific? If so,
    please identify the challenges and capabilities that make landpower
    indispensable.
        Ms. Wormuth. Land power is indispensable to U.S. National Security
    and will play an important role in the Indo-Pacific for several
    reasons. First, history demonstrates that conflicts and their resultant
    political settlements are often ultimately decided on land. Army land
    power needs to be positioned and postured to support the joint force
    and policy makers as they manage strategic competition, while also
    having the ability to prevail in conflict and shape political outcomes
    favorable to the United States.
        The Army will enable and support the multi-domain nature of
    competition, crisis, and conflict in the Indo-Pacific in the 21st
    century through its land-based multi-domain operations and
    capabilities. Appropriately postured Army forces equipped and trained
    for multi-domain operations can provide speed and range to the joint
    force, opening or enabling avenues of approach into competitive spaces
    and contested environments.
        Finally, nothing signals a nation's commitment to friend more than
    the presence of Army soldiers forward postured, working alongside
    allies and partners, on mutual security interests. These three things
    make land power indispensable in the Indo-Pacific in the era of great
    power competition.

        67. Senator Blackburn. Ms. Wormuth, during the next 5 years of
    Great Power Competition, how do you see the Army integrating modern
    capability, forward posture, and synchronization with sister services,
    partners, and allies? Please explain.
        Ms. Wormuth. The Chief of Staff of the Army Paper #2, The Army in
    Military Competition, provides an extensive description of how the Army
    can: achieve national objectives; support other services and other
    elements of the U.S. government; and allies and partners in strategic
    competition. As the Army experiments, develops and fields multi-domain
    capabilities it will work with the other services and our Allies and
    partners to seek integration and, ultimately, interoperability. The
    Army's Project Convergence effort is already working with other
    services to ensure interoperability with respect to experimentation.
    The Army's Defender and Pathway series of exercises have also begun to
    incorporate Allies and partners as required. As the Army develops and
    fields these capabilities, ongoing engagement with Allies and partners
    as part of a whole of government approach will help determine where the
    Army postures these--leading to a calibrated force posture of Multi-
    Domain capabilities.
                                   innovation
        68. Senator Blackburn. Ms. Wormuth, do you agree that the
    Pathfinder Program improves technology outcomes through incorporating
    soldier feedback into the research and development process? Please
    explain.
        Ms. Wormuth. Yes. Pathfinder programs are designed to identify
    soldier problems that are not addressed in current requirements. They
    integrate soldier input early into solution design cycles through
    engagements with universities to rapidly develop new solutions to meet
    soldier needs.

        69. Ms. Wormuth, what opportunities do you identify for the Army to
    continue solving its challenges through the incorporation of soldier
    insights in the formulation and execution of projects?
        Ms. Wormuth. The Army currently incorporates `Soldier-Centered
    Design' into every aspect of its modernization programs. This
    innovation model involves frequent soldier touchpoints which bring
    together engineers, scientists, industry experts, and soldiers from
    operational units. Soldier touchpoints allow the Army to `learn early
    and often' and refine requirements in a more thoughtful and iterative
    manner. The process has proven efficient and effective, and delivers
    materiel that soldiers want and need.

        70. Senator Blackburn. Ms. Wormuth, do you identify opportunities
    for the Pathfinder model to grow to deliver emerging technologies and
    software at the speed of relevance? Please explain how the Pathfinder
    might spread to additional States and units.
        Ms. Wormuth. Pathfinder programs have been established in Tennessee
    and North Carolina. Although these programs are in their initial stages
    of execution, the Army expects that forthcoming results will provide a
    template for further expansion of the program to other States and
    additional Army units.

        71. Senator Blackburn. Ms. Wormuth, if confirmed, as a Member of
    the Defense Acquisitions Board, will you commit to safeguarding the
    U.S. research enterprise against the Chinese Communist Party's
    intellectual espionage within graduate and post-graduate STEM [science,
    technology, engineering, and math] programs aligned to support
    Department of the Army? Please identify the near-term actions you would
    take to reflect this commitment.
        Ms. Wormuth. A strong research program is necessary to keep the US
    Army the best equipped and advanced land force in the world. I also
    recognize that we must ensure that the Army's research efforts are
    protected from the risk of adversarial exploitation and compromise
    beginning in the science and technology phase and continuing through
    development and acquisition. If confirmed, I will ensure the Army is
    collaborating with Research and Technology Protection stakeholders
    across DoD and leveraging best practices to identify and mitigate
    recruitment and retention activities by competing talent recruitment
    programs and enhance protection for critical programs and technologies.
                    industrial base analysis and sustainment
        72. Senator Blackburn. Ms. Wormuth, within the Army, what specific
    opportunities do you identify to invest with appropriated Industrial
    Base Funds? Please explain the desired outcomes of these potential
    investments.
        Ms. Wormuth. If confirmed, I would continue the Army's
    collaboration with OSD to identify opportunities to expand the
    Industrial Base, address supply chain vulnerabilities, and to develop
    and implement advanced manufacturing processes. I would work with OSD
    to leverage the existing authorities within the Defense Production Act
    Title III Program, Industrial Base Analysis and Sustainment Program,
    and Manufacturing Technology (ManTech) Program to address these
    critical challenges.''

        73. Senator Blackburn. Ms. Wormuth, how can the Army better
    leverage the power of public-private partnerships in order to identify,
    attract, and cultivate next generation and emerging defense
    manufacturing and technology sectors? Please explain.
        Ms. Wormuth. The Army uses Title 10 United States Code (USC) 2474
    to designate its depots and arsenals as Centers of Industrial and
    Technical Excellence (CITE) in order to encourage public-private
    partnerships (PPP) with commercial firms and other entities such as
    academia. The Army also designated the Rock Island Arsenal Joint
    Manufacturing and Technology Center (RIA-JMTC) as a Center of
    Excellence (CoE) in advanced and additive manufacturing. Additive
    manufacturing, also known as 3D printing, uses a layer-by-layer
    approach to manufacture products vice the conventional subtractive
    approach. The CoE designation at RIA-JMTC allows that facility to be
    the focal point for Army to create and implement advanced and additive
    manufacturing policy, especially in the Army Organic Industrial Base,
    thereby increasing opportunities for PPPs. The Army also uses 10 USC
    2474 in conjunction with its CITE designations and the Army
    Manufacturing Technology (ManTech) Program to generate PPPs with
    commercial firms and other entities to improve efficiencies, reduce
    costs, and increase the knowledge base in the Army Organic Industrial
    Base.
                                   __________

                   Questions Submitted by Senator Josh Hawley
                        army combat support capabilities
        74. Senator Hawley. Ms. Wormuth, Fort Leonard Wood in Missouri is
    home to the Army's Engineer, Military Police, and CBRN [chemical,
    biological, radiological and nuclear] schools. In your view, why are
    the combat support capabilities provided by the Army's engineer,
    military police, and CBRN units so important for our Nation's defense,
    especially as Department of Defense (DOD) shifts focus to China?
        Ms. Wormuth. I view these three combat support branches and Fort
    Leonard Wood as critical to the Army's mission to deter or defeat our
    Nation's adversaries in the Land Domain. As you know, Fort Leonard Wood
    is one of four Army installations within TRADOC that conducts Initial
    Military Training for every new Solder that joins the Army's ranks;
    also, nearly 80,000 service members across the Department of Defense
    train there annually. The three branch schools located on Fort Leonard
    Wood--Engineers, Military Police, and CBRN (Chemical, Biological,
    Radiological, and Nuclear)--are critical enabling capabilities for the
    Joint force. In competition and conflict, soldiers in these three
    branches deliver critical, specialized skills that deter, mitigate and
    defeat battlefield obstacles and hazards that the Joint Force would
    likely face in a conflict with a near-peer competitor. They are equally
    critical to our Homeland Defense mission, providing key skills and
    capabilities to Defense Support to Civil Authorities when called upon
    to do so.
                                     china
        75. Senator Hawley. Ms. Wormuth, we also spoke about how the Army
    can contribute to America's ability to deny a Chinese fait accompli
    against Taiwan. From a deterrence standpoint, why is it so important
    for us to be able to convince Beijing not just that taking Taiwan will
    be costly but that they simply won't be able to do it?
        Ms. Wormuth. The best way to deter aggression and prevent a future
    conflict is to convince a potential adversary that it cannot achieve
    its objectives so that it consistently assesses the costs of such an
    undertaking outweigh the benefits. To deter Chinese aggression against
    Taiwan, and in accordance with the Taiwan Relations Act, the Joint
    Force and the Army must possess the capabilities and posture to deny
    China's military objectives and maintain the capacity of the United
    States to resist any resort to force or other forms of coercion that
    would jeopardize the security of the people of Taiwan. While deterrence
    relies in part on the ability to impose costs, convincing China it will
    not be able to accomplish its objectives through deterrence by denial
    is a more appropriate strategy.

        76. Senator Hawley. Ms. Wormuth, how do you see Army long-range
    precision fires contributing to our ability to execute sea denial
    operations in the early stages of a conflict with China?
        Ms. Wormuth. Army contributions to anti-ship warfare and sea denial
    operations will free up US Navy and Air Force platforms to prioritize
    other targets and maximize their use of limited resources. The Army is
    developing and procuring several land based anti-ship missile (LBASM)
    systems. Forward postured LBASMs could contribute to deterring China
    during competition and below the level of armed conflict, and thus help
    shape the larger strategic environment to benefit the United States
    should competition escalate to crisis or conflict
                army future long range assault aircraft program
        77. Senator Hawley. Ms. Wormuth, why is speed and range so critical
    for the Future Long Range Assault Aircraft, especially as the Army
    shifts its focus to the Indo-Pacific?
        Ms. Wormuth. Speed and range are critical to Army aviation in the
    Indo-Pacific because of the rapidly increasing pace of war in the
    information age and the great distances over which a war would be
    fought, which includes vast expanses of water between hundreds of
    potential sites for bases to refuel and rearm. Army modeling has
    demonstrated the value of transformational speed, range, and endurance
    required to operate successfully across the Indo-Pacific. Recent
    experimentation at western test ranges validates Army analysis.

                                    ------

        [The nomination reference of The Honorable Christine E.
    Wormuth follows:]

    [GRAPHIC(S) NOT AVAILABLE IN TIFF FORMAT]

                                     ______

        [The biographical sketch of The Honorable Christine E.
    Wormuth, which was transmitted to the Committee at the time the
    nomination was referred, follows:]

    [GRAPHIC(S) NOT AVAILABLE IN TIFF FORMAT]

                                    ------

        [The Committee on Armed Services requires all individuals
    nominated from civilian life by the President to positions
    requiring the advice and consent of the Senate to complete a
    form that details the biographical, financial, and other
    information of the nominee. The form executed by The Honorable
    Christine E. Wormuth in connection with her nomination
    follows:]

    [GRAPHIC(S) NOT AVAILABLE IN TIFF FORMAT]

                                     ______

        [The nominee responded to Parts B-F of the Committee
    questionnaire. The text of the questionnaire is set forth in
    the Appendix to this volume. The nominee's answers to Parts B-F
    are contained in the Committee's executive files.]

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