    [Senate Hearing 117-989]
    [From the U.S. Government Publishing Office]

                                                            S. Hrg. 117-989

                      NOMINATIONS OF: HON. GABRIEL O. CAMARILLO
                        TO BE UNDER SECRETARY OF THE ARMY;
                        ANDREW P. HUNTER TO BE ASSISTANT SEC-
                        RETARY OF THE AIR FORCE FOR ACQUISITION,
                        TECHNOLOGY, AND LOGISTICS; RACHEL L.
                        JACOBSON TO BE ASSISTANT SECRETARY OF
                        THE ARMY FOR ENERGY, INSTALLATIONS, AND
                        ENVIRONMENT; ALEX WAGNER TO BE ASSIST-
                        ANT SECRETARY OF THE AIR FORCE FOR
                        MANPOWER AND RESERVE AFFAIRS
    =======================================================================

                                    HEARING

                                   BEFORE THE

                          COMMITTEE ON ARMED SERVICES
                              UNITED STATES SENATE

                        ONE HUNDRED SEVENTEENTH CONGRESS

                                 FIRST SESSION

                                   __________

                                OCTOBER 5, 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
    63-280 PDF                  WASHNGTON : 2026
    =======================================================================

                          COMMITTEE ON ARMED SERVICES

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

                                      (ii)

                             C O N T E N T S

    _________________________________________________________________

                                october 5, 2021

                                                                       Page
    Nominations of: Hon. Gabriel O. Camarillo to be Under Secretary       1
      of the Army; Andrew P. Hunter to be Assistant Secretary of the
      Air Force for Acquisition, Technology, and Logistics; Rachel L.
      Jacobson to be Assistant Secretary of the Army for Energy,
      Installations, and Environment; Alex Wagner to be Assistant
      Secretary of the Air Force for Manpower and Reserve Affairs.

                               Members Statements

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

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

                               Witness Statements

    Hunter, Andrew P., to be Assistant Secretary of the Air Force for     5
      Acquisition, Technology, and Logistics.
      Advance Policy Questions.......................................    44
      Questions for the Record.......................................    64
      Nomination Reference and Report................................    68
      Biographical Sketch............................................    69
      Committee on Armed Services Questionnaire......................    70
      Signature Page.................................................    75

    Wagner, Alex, to be Assistant Secretary of the Air Force for          7
      Manpower and Reserve Affairs.
      Advance Policy Questions.......................................    75
      Questions for the Record.......................................    89
      Nomination Reference and Report................................    92
      Biographical Sketch............................................    93
      Committee on Armed Services Questionnaire......................    95
      Signature Page.................................................   101

    Camarillo, Hon. Gabriel O., to be Under Secretary of The Army....    11
      Advance Policy Questions.......................................   101
      Questions for the Record.......................................   128
      Nomination Reference and Report................................   132
      Biographical Sketch............................................   133
      Committee on Armed Services Questionnaire......................   135
      Signature Page.................................................   141

    Jacobson, Rachel L., to be Assistant Secretary of the Army for        9
      Energy, Installations, and Environment.
      Advance Policy Questions.......................................   141
      Questions for the Record.......................................   157
      Nomination Reference and Report................................   162
      Biographical Sketch............................................   163
      Committee on Armed Services Questionnaire......................   164
      Signature Page.................................................   171

                                     (iii)

      This hearing is printed to include all available information
      requested or required to be inserted for the record.

                                      (iv)

    NOMINATIONS OF: HON. GABRIEL O. CAMARILLO TO BE UNDER SECRETARY OF THE
     ARMY; ANDREW P. HUNTER TO BE ASSISTANT SECRETARY OF THE AIR FORCE FOR
       ACQUISITION, TECHNOLOGY, AND LOGISTICS; RACHEL L. JACOBSON TO BE
        ASSISTANT SECRETARY OF THE ARMY FOR ENERGY, INSTALLATIONS, AND
    ENVIRONMENT; ALEX WAGNER TO BE ASSISTANT SECRETARY OF THE AIR FORCE FOR
                          MANPOWER AND RESERVE AFFAIRS

                                  ----------

                            TUESDAY, OCTOBER 5, 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, Fischer, Cotton,
    Rounds, Ernst, Tillis, Sullivan, Scott, Blackburn, Hawley, and
    Tuberville.

                 OPENING STATEMENT OF SENATOR JACK REED

        Chairman Reed. Let me call the hearing to order.
        The committee meets this morning to consider the
    nominations of Mr. Gabriel Camarillo to be Under Secretary of
    the Army; Ms. Rachel Jacobson to be the Assistant Secretary of
    the Army for Energy, Installations, and Environment; Mr. Alex
    Wagner to be the Assistant Secretary of the Air Force for
    Manpower and Reserve Affairs; and Mr. Andrew Hunter to be
    Assistant Secretary of the Air Force for Acquisition,
    Technology, and Logistics.
        I thank the nominees for their long careers of service to
    the United States and their willingness to assume these
    important roles. I would also like to welcome the family member
    who are with us today. Mr. Camarillo, I welcome your daughter,
    Natalie; Mr. Wagner, I welcome your parents, Larry and Randy;
    and Ms. Hunter, I welcome your daughter, Margaret.
        Mr. Camarillo, your nomination to be Under Secretary of the
    Army is welcome. In addition to your private sector experience
    you bring a strong Defense Department background in both policy
    and acquisition, having served as Assistant Secretary of the
    Air Force for Manpower and Reserve Affairs and senior positions
    within Army acquisition, logistics, and technology.
        There are a number of important duties that will require
    your attention within the Department. Among the most pressing
    is a question of the Army's push for a clean audit. The service
    has struggled in this effort, and I would your assessment of
    the process and any steps you would take to accelerate that
    progress. You will also be charged with navigating the
    perpetual tensions between end strength, modernization, and
    readiness, which tend to be exacerbated during times of
    physical constraint. Of concern to this committee is the
    potential of Army Futures Command shifting research and
    development dollars to near-term needs while neglecting longer-
    term research activities. I would ask that you share how you
    will balance these priorities.
        Ms. Jacobson, you have been nominated to serve as Assistant
    Secretary of the Army for Energy, Installations, and
    Environment. Your previous experience as an attorney at the
    Departments of Defense, the Interior, and Justice should serve
    you well in this role. If confirmed, you will be responsible
    for managing the Army's physical footprint, and I am
    particularly concerned that the Army has been slow to process
    important contracts that would increase installation resilience
    and a modernized Army infrastructure, particularly in regard to
    energy. I hope you will discuss how you would approach
    streamlining the Army's contacting processes.
        Congress has also required the Army and other services to
    update installation master plans to include measures to protect
    key off-post civilian infrastructure necessary to maintain
    mission readiness and plans to address the climate resiliency
    of military installations. To date, the committee has received
    little indication from the Army of any significant progress. I
    would ask that you share how this process can be accelerated,
    particularly for installations most vulnerable to climate risk
    like wildfires, drought, and flooding.
        Mr. Wagner, you are nominated to be Assistant Secretary of
    the Air Force for Manpower and Reserve Affairs. If confirmed,
    you will face considerable challenges as the principal overseer
    of military and civilian personnel within the Department of the
    Air Force, including the Space Force. Your understanding of
    these issues, informed by your prior leadership roles in the
    private sector and at the Department of Defense will be
    critical.
        One of Secretary Austin's priorities is to eradicate
    extremism within the ranks. While we continue to believe that
    the number of extremists in the ranks remains very small, even
    one is too many. I hope you will share your views on how you
    will approach this issue, especially as the line between
    action, thought, and speech becomes more difficult to define
    each day.
        As we know from the President's Independent Review
    Commission that studied sexual assault and harassment in the
    military, there has been a dangerous erosion of trust and faith
    within the ranks in leaders' ability to effectively address
    this issue. While reforming how we prosecute sexual assault,
    harassment, and related crimes under the UCMJ is important,
    prevention is paramount. I would ask that you share your views
    on how we can reduce the incidence of sexual assault and
    harassment across the force.
        Finally, Mr. Hunter, you have a wealth of experience
    working on acquisition issues, both in the Pentagon, Congress,
    and defense think tanks. If confirmed as Assistant Secretary of
    the Air Force for Acquisition, Technology, and Logistics, you
    will oversee Air Force activities and a workforce with an
    annual budget in excess of $60 billion for more than 550
    acquisition programs. You will also oversee the Air Force's
    efforts to develop next-generation capabilities and the
    training and education of the Air Force acquisition workforce.
    A key challenge for you will be streamlining the process of Air
    Force acquisition. In order to field new capabilities that
    match the speed of technological change and emerging threats,
    you will need to take steps to ensure the Air Force has a
    secure and reliable industrial base and a trained a qualified
    workforce.
        Further, you will be charged with maintaining the Air
    Force's ability to develop and mature these technologies of the
    future through vectors like the Air Force Research Lab, small
    businesses, major primes, and universities. Importantly, you
    will be tasked with overcoming the Pentagon's so-called
    ``valley of death,'' ensuring that research innovations turn
    into real operational capabilities, and I look forward to
    hearing how you will address these challenges.
        Thank you again to your nominees. I look forward to your
    testimonies, and now let me recognize the ranking member,
    Senator Inhofe.

                  STATEMENT OF SENATOR JAMES M. INHOFE

        Senator Inhofe. Thank you, Chairman Reed, and I thank our
    witnesses. This is one of the rare times that I am very
    supportive of all four witnesses. We are fortunate to have them
    at this time.
        The world is more dangerous and complex than at any point
    in our lifetimes. The threats from China, Russia, North Korea,
    and Iran, they have all gotten worse since 2018, which was the
    National Defense Strategy Commission year, plus the threat of
    Islamic terrorism is now certain to rise. As General McKenzie
    told us last week, quote, ``The war on terror is not over, and
    the war in Afghanistan is not over,'' unquote. We will face an
    evolving and accelerated threat from terrorists who want to
    strike our homeland. As General Milley said, quote, ``The
    Taliban sitting in Kabul significantly emboldens the radical
    jihad movement globally.''
        This committee's top priority has been ensuring that we
    effectively implement the National Defense Strategy, as we just
    now pointed out. All of these threats are not in the 2040 time
    frame. They are happening now, and we are behind. Insufficient
    and uncertain funding has hamstrung our military for years. We
    must put our money where our mouth is and resource the strategy
    with the real growth of 3 to 5 percent, as we pointed out would
    be necessary back in 2018. That is why this Committee increases
    the defense top line by $25 billion in this year's Defense
    Authorization Bill. We need to accelerate advanced technologies
    from hypersonic weapons and biotechnology and quantum
    computing. Our commanders tell us that by 2025, the Chinese
    will have more fifth-generation stealth fighters on the front
    line than we do. Our days of air power dominance will be gone.
        The nation and the Department of Defense must tackle these
    problems head on if we are to hope to defend our way of life
    from those who would do harm to us. The Department requires
    strong civilian leadership, and I hope that you will provide,
    and I am sure that you will provide that when you are
    confirmed.
        We look forward to hearing your views on these and other
    important issues. Thank you, Mr. Chairman.
        Chairman Reed. Thank you, Senator Inhofe. I must depart for
    the Banking Committee for a quorum and a vote. I have asked
    Senator Shaheen to preside in my absence. She will first ask
    the standard questions, which are required of all nominees, and
    then introduce the witnesses for their testimony. Thank you,
    Senator Shaheen.
        Senator Shaheen. [Presiding.] Thank you, Mr. Chairman. Good
    morning to all of our nominees. I would ask that each of you
    respond out loud to each of these questions, and we will start
    with Mr. Hunter. I will go right down the row.
        First, have you adhered to applicable laws and regulations
    governing conflicts of interest?
        Mr. Hunter. Yes.
        Senator Shaheen. Next. Mr. Wagner?
        Mr. Wagner. Yes, I have.
        Senator Shaheen. Next. Ms. Jacobson?
        Ms. Jacobson. Yes.
        Senator Shaheen. Mr. Camarillo.
        Mr. Camarillo. Yes.
        Senator Shaheen. Thank you. Have you assumed any duties or
    taken any actions that would appear to presume the outcome of
    the confirmation process?
        Mr. Hunter. No.
        Mr. Wagner. No, Senator.
        Ms. Jacobson. No.
        Mr. Camarillo. No.
        Senator Shaheen. Exercising our legislative and oversight
    responsibility makes it important that this committee, its
    subcommittees, and other appropriate committees of Congress
    receive testimony, briefings, reports, records, and other
    information from the Executive branch on a timely basis. Do you
    agree, if confirmed, to appear and testify before this
    committee when requested? Mr. Hunter?
        Mr. Hunter. Yes, I do.
        Mr. Wagner. Yes, Senator.
        Ms. Jacobson. Yes.
        Mr. Camarillo. Yes.
        Senator Shaheen. 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? Mr. Hunter?
        Mr. Hunter. I do.
        Mr. Wagner. Yes.
        Ms. Jacobson. Yes.
        Mr. Camarillo. Yes.
        Senator Shaheen. 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?
        Mr. Hunter. Yes.
        Mr. Wagner. Yes.
        Ms. Jacobson. Yes.
        Mr. Camarillo. Yes.
        Senator Shaheen. Will you cooperate in providing witnesses
    and briefers in response to congressional requests?
        Mr. Hunter. Yes.
        Mr. Wagner. Yes, I will.
        Ms. Jacobson. Yes.
        Mr. Camarillo. Yes.
        Senator Shaheen. Will those witnesses and briefers be
    protected from reprisal for their testimony or briefings?
        Mr. Hunter. Yes.
        Mr. Wagner. Yes.
        Ms. Jacobson. Yes.
        Mr. Camarillo. Yes.
        Senator Shaheen. Thank you all very much. We will begin now
    with your testimony. We will start with you, Mr. Hunter.

    STATEMENT OF ANDREW P. HUNTER TO BE ASSISTANT SECRETARY OF THE
          AIR FORCE FOR ACQUISITION, TECHNOLOGY, AND LOGISTICS

        Mr. Hunter. All right. Well, thank you very much, Senator
    Shaheen, and I want to thank the chairman as well, and Ranking
    Member Inhofe and all the members of the committee who are here
    today. I am honored to come before you as President Biden's
    nominee to be Assistant Secretary of the Air Force for
    Acquisition, Technology, and Logistics. I am extremely grateful
    to President Biden and Secretary Austin for their confidence in
    putting me forward for this position.
        I want to start by thanking the committee for considering
    my nomination, and more importantly for your decades of
    bipartisan support to the Department of Defense. You have set
    the example of how Congress can and should perform its critical
    role in providing for the nation's security.
        I also want to take a moment to thank some of the many
    people who have helped me to come before you today seeking your
    approval. That list begins with my family, especially my
    parents who emphasized the value of education and the need for
    a rigorous approach to problem solving, and who always
    supported my interest in public service. It includes my wife,
    Karen, and my children, Meg and Ben, who have been steadfast
    with their love and support. My daughter is extremely excited
    to join me here today.
        I have also been fortunate to have many mentors in the
    national security arena that deserve recognition, including
    Congressman John Spratt, Congressman Norm Dicks, Congressman
    Ike Skelton, Dr. Ash Carter, Secretary Frank Kendall, Dr. John
    Hamre, and Dr. Kathleen Hicks. Although my time as a committee
    staffer was with the other Armed Services Committee, I was
    privileged to observe and learn from the examples provided by
    chairmen such as Senator John Warner, Senator Carl Levin, and
    Senator John McCain.
        If confirmed, taking on the duties of Assistant Secretary
    of the Air Force for Acquisition, Technology, and Logistics
    will allow me to build on more than 25 years spent working on
    and in the defense acquisition system as a congressional
    staffer, a senior executive in the Department of Defense, and
    as an expert providing advice, support, and analysis while
    working in my current position. This experience has allowed me
    to focus on issues relating to the successful development and
    execution of acquisition programs; the structure of and policy
    surrounding the defense acquisition system; the dynamics of the
    industrial base and its supply chains; acquisition and
    financial reform; rapid acquisition; contracting policy and
    alternatives to traditional contracting; and the development,
    training and management of the acquisition workforce.
        If confirmed, I intend to use this experience to pursue a
    number of key priorities, including ensuring that we focus the
    acquisition system on delivering operational capability and
    meeting the needs, both current and future, of U.S. forces who
    are confronting rapidly evolving challenges from peer
    competitors and a fast-moving pacing threat; that we meet the
    challenge of sustaining a complex and aging Air Force fleet;
    that we improve our ability to field innovative new
    capabilities and especially to acquire software and software-
    intensive systems; and that we support and develop the skills
    of our acquisition workforce, allowing them to help our forces
    meet the challenges we face.
        I look forward to answering your questions today, and if
    confirmed, to working closely with this Committee and the
    Congress to support our Air and Space Forces.
        [The prepared statement of Mr. Hunter follows:]

                   Prepared Statement by Andrew Philip Hunter
        Good morning Chairman Reed, Ranking Member Inhofe and Members of
    the Committee. I am honored to come before you as President Biden's
    nominee to be Assistant Secretary of the Air Force for Acquisition,
    Technology, and Logistics. I'm extremely grateful to President Biden
    and Secretary Austin for their confidence in putting me forward for
    this position. I want to start by thanking the committee for
    considering my nomination and more importantly for your decades of
    bipartisan support to the Department of Defense. You've set the example
    of how Congress can and should perform its critical role in providing
    for the nation's security.
        I also want to take a moment to thank some of the many people who
    have helped me to come before you today seeking your approval. That
    list begins with my family, especially my parents who emphasized the
    value of education and the need for a rigorous approach to problem
    solving, and who always supported my interest in public service. It
    includes my wife, Karen, and my children Meg and Ben, who have been
    steadfast with their love and support. My wife and daughter are excited
    to join me here today. I have also been fortunate to have many mentors
    in the national security arena that deserve recognition including
    Congressman John Spratt, Congressman Norm Dicks, Congressman Ike
    Skelton, Dr. Ash Carter, Secretary Frank Kendall, Dr. John Hamre, and
    Dr. Kathleen Hicks. Although my time as a committee staffer was with
    the other Armed Services Committee, I was privileged to observe and
    learn from the examples provided by Chairmen such as Senator John
    Warner, Senator Carl Levin, and Senator John McCain.
        If confirmed, taking on the duties of Assistant Secretary of the
    Air Force for Acquisition, Technology, and Logistics will allow me to
    build on more than 25 years spent working on and in the defense
    acquisition system as a congressional staffer, a senior executive in
    the Department of Defense, and as an expert providing advice, support,
    and analysis while working in my current position. This experience has
    allowed me to focus on issues relating to the successful development
    and execution of acquisition programs; the structure of and policy
    surrounding the defense acquisition system; the dynamics of the
    industrial base and its supply chains; acquisition and financial
    reform; rapid acquisition; contracting policy and alternatives to
    traditional contracting; and the development, training and management
    of the acquisition workforce. If confirm, I intend to use this
    experience to pursue a number of key priorities including ensuring that
    we focus the acquisition system on delivering operational capability
    and meeting the needs, both current and future, of U.S. forces who are
    confronting rapidly evolving challenges from peer competitors and a
    fast moving pacing threat; that we meet the challenge of sustaining a
    complex and aging Air Force fleet; that we improve our ability to field
    innovative new capabilities and especially to acquire software and
    software-intensive systems; and that we support and develop the skills
    of our acquisition workforce, allowing them to help our forces meet the
    challenges we face.
        I look forward to answering your questions today, and if confirmed,
    to working closely with this Committee and the Congress to support our
    Air and Space Forces.

        Senator Shaheen. Thank you, Mr. Hunter. Mr. Wagner.

     STATEMENT OF ALEX WAGNER TO BE ASSISTANT SECRETARY OF THE AIR
                 FORCE FOR MANPOWER AND RESERVE AFFAIRS

        Mr. Wagner. Ranking Member Inhofe, Senator Shaheen, and, of
    course Chairman Reed, and distinguished members of this
    committee, it is an honor to appear before you today as you
    consider my nomination to be the Assistant Secretary of the Air
    Force for Manpower and Reserve Affairs.
        I would like to recognize my parents who are here today,
    Larry and Randy Wagner, who have always believed in me, living
    demonstrations of the integrity, selflessness, and loyalty that
    inspire my commitment to public service.
        I am humbled by the confidence that President Biden and
    Secretaries Austin and Kendall have placed in me. I also want
    to acknowledge former Army Secretary Eric Fanning, who, over
    the course of the past 12 years, has been my mentor, my friend,
    and my boss, challenging me while always providing me
    opportunities to learn, grow, and lead.
        Although both my grandfathers served during World War II,
    one in Patton's 4th Armored Division during the Battle of the
    Bulge and the other flying B-29s in the Pacific for the Army
    Air Corps, I learned most of the details of their military
    experience after they passed away. Growing up in Los Angeles, I
    really did not know, or even know of, anyone else that served.
    In fact, it was not until well into my late 20s that I
    developed close friendships with active duty servicemembers,
    airmen stationed at McChord while I was practicing law in
    Seattle.
        This somewhat atypical journey toward a career in national
    security--finding a way to contribute as an openly gay man with
    limited military ties--revealed a unique window on just what
    makes our military the greatest in the world, and a view on how
    best to reinforce that success. I am forever grateful for our
    Nation's steady progress toward a more perfect union and for
    the opportunity that now empowers so many of us to bring our
    authentic selves to this important mission.
        During previous appointments in the Pentagon I was finally
    able to work alongside, engage, and befriend women and men in
    uniform, from across the different services, understand what
    motivates them, and gain insight into the unique challenges
    military service presents for their families.
        Later on, I had occasion to experience military life from a
    different vantage point, visiting bases with Secretary Fanning
    as his chief of staff and hearing directly from junior enlisted
    soldiers. From Iraq to Alaska to Guam, sharing meals and frank
    conversations with diverse groups of young soldiers stationed
    across the world gave me insights and perspectives that I could
    never have accessed from inside the Pentagon. To this day,
    their stories motivate me to fight to expand their opportunity
    and enhance their quality of life.
        More recently, I have supported HR leaders at some of
    America's most innovative companies as they recruit, train, and
    engage talent while trying to inspire the next generation. I
    have learned that what sets apart top employers is having an
    impactful purpose and an important mission, where each employee
    is made to feel included and a part of the team.
        There is little doubt that the Air Force and Space Force
    are uniquely advantaged when it comes to purpose and mission,
    but to fully leverage the expertise and talent of every airman,
    guardian, and department civilian, there is more work to be
    done to ensure they, and their families, are supported,
    healthy, and safe.
        If confirmed, I am eager to apply my public and my private
    sector experience, my dedication to the mission, and my
    appreciation for the people that support it to build on what is
    working and to improve what is not.
        Thank you again for considering my nomination.
        [The prepared statement of Mr. Wagner follows:]

                       Prepared Statement by Alex Wagner
        Chairman Reed, Ranking Member Inhofe and distinguished members of
    the Committee, it is an honor to appear before you today as you
    consider my nomination to be the Assistant Secretary of the Air Force
    for Manpower and Reserve Affairs. I'd like to recognize my parents who
    are here today, Larry and Randy, who have always believed in me, living
    demonstrations of the integrity, selflessness, and loyalty that inspire
    my commitment to public service.
        I am humbled by the confidence that President Biden and Secretaries
    Austin and Kendall have placed in me.
        I also want to acknowledge former Army Secretary Eric Fanning, who
    over the course of the past twelve years has been my mentor, my friend,
    and my boss; challenging me while always providing me opportunities to
    learn, grow, and lead.
        Although both my grandfathers served during World War II--one in
    Patton's 4th armored division during the Battle of the Bulge and the
    other flying B-29s in the Pacific for the Army Air Corps--I learned
    most of the details of their military experience after they passed
    away. Growing up in Los Angeles, I really didn't know--or even know
    of--anyone else that served. In fact, it wasn't until well into my late
    20s that I developed close friendships with active duty
    servicemembers--airmen, stationed at McChord--when I was practicing law
    in Seattle.
        This somewhat atypical journey toward a career in national
    security--finding a way to contribute as an openly gay man with limited
    military ties--revealed a unique window on just what makes our military
    the greatest in the world, and a view on how best to reinforce that
    success. I am forever grateful for our Nation's steady progress toward
    a more perfect union and for the opportunity that now empowers so many
    of us to bring our authentic selves to this important mission.
        During previous appointments in the Pentagon, I was finally able to
    work alongside, engage, and befriend women and men in uniform, from
    across the different services, understand what motivates them, and gain
    insight into the unique challenges military service presents for their
    families.
        Later on, I had occasion to experience military life from a
    different vantage point, visiting bases with Secretary Fanning as his
    Chief of Staff and hearing directly from junior enlisted soldiers. From
    Iraq to Alaska to Guam, sharing meals--and frank conversations--with
    diverse groups of young soldiers stationed across the world gave me
    insights and perspectives that I could never have accessed from inside
    the Pentagon. To this day, their stories motivate me to fight to expand
    their opportunity and enhance their quality of life.
        More recently, I've supported HR leaders at some of America's most
    innovative companies as they recruit, train, and engage talent while
    trying to inspire the next generation. I've learned that what sets
    apart top employers is having an impactful purpose and an important
    mission, where each employee is made to feel included and a part of the
    team.
        There's little doubt that the Air Force and Space Force are
    uniquely advantaged when it comes to purpose and mission, but to fully
    leverage the expertise and talent of every airman, guardian, and
    Department civilian, there's more work to be done to ensure they--and
    their families--are supported, healthy, and safe.
        If confirmed, I am eager to apply my public and private sector
    experience, my dedication to the mission, and my appreciation for
    people that support it to build on what's working and to improve what's
    not.
        Thank you again for considering my nomination.

        Senator Shaheen. Thank you, Mr. Wagner. Ms. Jacobson.

     STATEMENT OF RACHEL L. JACOBSON TO BE ASSISTANT SECRETARY OF
          THE ARMY FOR ENERGY, INSTALLATIONS, AND ENVIRONMENT

        Ms. Jacobson. Thank you very much, Senator Shaheen, thank
    you, Ranking Member Inhofe, please express my thanks to
    Chairman Reed, and thank you to distinguished members of the
    committee. It is a privilege to appear before you today to be
    considered for the position of Assistant Secretary of the Army
    for Installations, Energy, and Environment. I am honored by the
    confidence and trust placed in me by President Biden, Vice
    President Harris, Secretary Austin, Deputy Secretary Hicks, and
    Secretary Wormuth. If confirmed, I look forward to working with
    you cooperatively and in good faith to address the pressing
    needs of the Army's soldiers and their families, and to advance
    national security interests.
        My career demonstrates my devotion to public service, which
    began at the U.S. Department of Justice. One of the first cases
    I brought was on behalf of the Army against a contractor that
    committed fraud by delivering defective tank parts. In another
    case, I sought financial contribution from an oil refinery to
    pay for cleanup of a petroleum plume that migrated through
    groundwater to a BRAC-closed Army facility. In every instance,
    the Army showed its integrity and professionalism, and in the
    environmental cases its commitment to environmental stewardship
    and protecting the public by ensuring that the cost of cleanup
    is borne by all those responsible, not just U.S. taxpayers.
        My background provides me with a deep appreciation of the
    issues and the challenges of the position for which I am being
    considered. I served previously at the Department of Defense as
    the Deputy General Counsel for Environment, Energy and
    Installations, where I was privileged to contribute to the
    Army's mission on a variety of matters, ranging from
    reconciling a solar transmission line with critical testing and
    training, to resolving a longstanding interagency dispute
    regarding creation of a national monument. In each of my roles
    in the Federal Government, it has been an honor to serve the
    public.
        If confirmed, I will be informed not only by my work at the
    Departments of Justice and Defense, but also at the Department
    of the Interior, where I gained significant policy experience.
    Based on my background, I understand how interagency
    cooperation and transparency before this Congress is necessary
    to effectively implement the Army's installation,
    environmental, and energy missions.
        If confirmed, I look forward to working with soldiers and
    Army civilians to confront emerging national security threats,
    and to ensure the readiness of the Army to deploy and fulfill
    its worldwide responsibilities. Energy and climate are directly
    related to mission and readiness. I believe that the Army must
    remain laser-focused on confronting climate change, including
    by incorporating resilience and energy security at Army
    installations. I am eager to work with the Army at all levels
    to capitalize on the dynamic efforts already underway, as well
    as to address unresolved challenges and to implement effective
    solutions.
        I am keenly mindful that the Army's people are its top
    priority. Those who call an Army installation home deserve to
    be provided quality-of-life services that honor the sacrifices
    they make each day. I am committed to ensuring that Army
    installations and surrounding communities are not threatened by
    harmful contaminants, and that proactive remediation steps will
    be taken when required. I am also committed to ensuring that
    soldiers and their families can live with dignity in safe,
    high-quality housing. We must not break trust with those who
    serve us so very well.
        I recognize the urgency required for the Army to
    effectively address these and other challenges. If confirmed, I
    will devote myself to the task of supporting the Army and the
    Department of Defense to advance our Nation's national security
    interests.
        Thank you for your time and consideration today. I look
    forward to answering your questions.
        [The prepared statement of Ms. Jacobson follows:]

                   Prepared Statement by Ms. Rachel Jacobson
        Chairman Reed, Ranking Member Inhofe, and Distinguished Members of
    the Committee, it is a privilege to appear before you today to be
    considered for the position of Assistant Secretary of the Army for
    Installations, Energy, and Environment. I am honored by the confidence
    and trust placed in me by President Biden, Vice President Harris,
    Secretary Austin, Deputy Secretary Hicks, and Secretary Wormuth. If
    confirmed, I look forward to working with you cooperatively and in good
    faith to address the pressing needs of the Army's soldiers and their
    families, and to advance national security interests.
        My career demonstrates my devotion to public service, which began
    at the U.S. Department of Justice. One of the first cases I brought was
    on behalf of the Army against a contractor that committed fraud by
    delivering defective tank parts. In another case, I sought financial
    contribution from an oil refinery to pay for cleanup of a petroleum
    plume that migrated through groundwater to a BRAC-closed Army facility.
    In every instance, the Army showed its integrity and professionalism,
    and in the environmental cases, its commitment to environmental
    stewardship and protecting the public by ensuring that the cost of
    cleanup is borne by all those responsible, not just U.S. taxpayers.
        My background provides me with a deep appreciation of the issues
    and the challenges of the position for which I am being considered. I
    served previously at the Department of Defense as the Deputy General
    Counsel for Environment, Energy and Installations, where I was
    privileged to contribute to the Army's mission on a variety of matters,
    ranging from reconciling a solar transmission line with critical
    testing and training, to resolving a long-standing interagency dispute
    regarding creation of a national monument. In each of my roles in the
    federal government, it has been an honor to serve the public.
        If confirmed, I will be informed not only by my work at the
    Departments of Justice and Defense, but also at the Department of the
    Interior, where I gained significant policy experience. Based on my
    background, I understand how interagency cooperation, and transparency
    before this Congress, is necessary to effectively implement the Army's
    installation, environmental and energy missions.
        If confirmed, I look forward to working with soldiers and Army
    civilians to confront emerging national security threats, and to ensure
    the readiness of the Army to deploy and fulfill its worldwide
    responsibilities. Energy and climate are directly related to mission
    and readiness. I believe that the Army must remain laser-focused on
    confronting climate change, including by incorporating resilience and
    energy security at Army installations. I am eager to work with the Army
    at all levels to capitalize on the dynamic efforts already underway, as
    well as to address unresolved challenges and to implement effective
    solutions.
        I am keenly mindful that the Army's People are its top priority.
    Those who call an Army installation home deserve to be provided quality
    of life services that are commensurate with their sacrifices. I am
    committed to ensuring that Army installations and surrounding
    communities are not threatened by harmful contaminants, and that
    proactive remediation steps will be taken when required. I am also
    committed to ensuring soldiers and their families can live with
    dignity, in safe, high quality housing. We must not break trust with
    those who serve us so very well.
        I recognize the urgency required for the Army to effectively
    address these challenges. If confirmed, I will devote myself to the
    task of supporting the Army and the Department of Defense to advance
    our Nation's national security interests.
        Thank you for your time and consideration today. I look forward to
    answering your questions.

        Senator Shaheen. Thank you, Ms. Jacobson. Mr. Camarillo.

    STATEMENT OF HON. GABRIEL O. CAMARILLO TO BE UNDER SECRETARY OF
                                THE ARMY

        Mr. Camarillo. Thank you, Senator Shaheen, thank you to
    Chairman Reed and Ranking Member Inhofe, and other
    distinguished members of the committee. I am grateful for the
    opportunity to appear today as the nominee for Undersecretary
    of the Army. It is a tremendous honor to be nominated by
    President Biden, and I thank Secretary Austin and Secretary
    Wormuth for the confidence they have placed in me to
    potentially serve in this very important role.
        I must begin by also thanking my family, my mother and
    siblings for their support and the opportunities they afforded
    me. I am very grateful for my two children, Ethan, who is off
    to college in London this fall, and Natalie, sitting behind me,
    my 8th-grade daughter who can no longer be counted on to wear
    the large hair bows and shiny skirts that successfully captured
    this committee's attention the last time I appeared as a
    nominee 6 years ago.
        I grew up in El Paso, Texas, a border community with an
    Army identity that stems from the presence of Ft. Bliss and
    nearby White Sands Missile Range. Growing up in this region, I
    witnessed the vitally important role that our Army plays the
    nation's defense, to include the decisive advantage shown
    during the Gulf War by Army air defense units that trained at
    Ft. Bliss, and I also learned the importance of Army
    installations to our communities, who support the talented
    soldiers and civilians that make the Army so effective at its
    missions.
        Throughout my career, I have observed that the Army is
    frequently asked to meet a wide range of new and urgent
    missions, from combat operations in the most austere
    environments in the world, to disaster relief around the world,
    to COVID response here at home. At every turn, the Army has met
    these challenges with a characteristic ``can-do'' approach that
    fosters success and that has earned the success and confidence
    and trust of the American people. It is an incredible honor to
    be considered to help lead such a vital institution.
        The Under Secretary of the Army is responsible for
    assisting the Secretary of the Army in fulfilling her Title 10
    responsibilities to man, train, equip, and lead the world's
    very best Army and to prepare it for changes necessary to
    ensure it remains unmatched. I have been privileged to
    previously help lead the Army's acquisition and modernization
    efforts for nearly 6 years as Principal Deputy Assistant
    Secretary of the Army, and I also served as Air Force Assistant
    Secretary for Manpower and Reserve Affairs. Serving in both of
    these roles has prepared me to take on this one, and if I am
    confirmed I would provide Secretary Wormuth with my candid
    advice, based on my experience.
        At its essence, the role of Under Secretary must be to
    catalyze action, especially where changes are needed to meet
    evolving threats in an increasingly complex security
    environment. The challenges posed by potential adversaries
    calls for the development of new operational concepts and the
    development of new warfighting capabilities. The emphasis on
    modernizing our weapon systems and adapting our approaches to
    developing them must continue.
        But the key to the Army's success is its people, the
    soldiers and civilians who supply the talent and expertise that
    makes the Army the envy of the rest of the world. As Secretary
    Wormuth and General McConville have stated, the ``full range of
    people issues'' are our first priority, and if confirmed, I
    would work to ensure that we make progress on translating this
    objective into action. Protecting and promoting trust among our
    people is paramount, and this includes preventing and
    addressing the scourge of sexual assault, sexual harassment,
    suicide, extremism, discrimination and other destructive
    behaviors that undermine the Army's values and cohesion.
        But overall, I would work to be a tireless advocate for
    soldiers, for the Army within the Department of Defense, and
    among external stakeholders, and I pledge that I would work
    closely with this committee and the Congress to ensure that the
    Army is transparent, ethical, and successful in meeting the
    challenges needed to fully meet our country's needs, now and
    into the future.
        I look forward to your questions and thank you for the
    opportunity to be here today.
        [The prepared statement of Mr. Camarillo follows:]

                   Prepared Statement by Gabriel O. Camarillo
        Chairman Reed, Ranking Member Inhofe and distinguished members of
    the Committee, I am grateful for the opportunity to appear today as the
    nominee for Undersecretary of the Army. It's a tremendous honor to be
    nominated by President Biden and I thank Secretary Austin and Secretary
    Wormuth for the confidence they have placed in me to potentially serve
    in this important role.
        I must begin by also thanking my family--my mother and siblings for
    their support and the opportunities they afforded me. I'm very grateful
    for my two children: Ethan who's off to college in London this fall,
    and Natalie, my 8th grade daughter who can no longer be counted on to
    wear the cupcake hair bows and shiny skirts that successfully captured
    the committee's attention the last time I appeared as a nominee six
    years ago.
        I grew up in El Paso, Texas--a border community with an Army
    identity that stems from the presence of Ft. Bliss and nearby White
    Sands Missile Range. Growing up in this region, I witnessed the vitally
    important role our Army plays the nation's defense, such as the
    decisive advantage provided during the Gulf War by Army air defense
    units that trained at Ft. Bliss. I also learned the importance of Army
    installations to our communities, who support the talented soldiers and
    civilians that make the Army so effective at its missions.
        Throughout my career, I've observed that the Army is frequently
    asked to meet a wide range of urgent missions, from combat operations
    in the most austere environments, to disaster relief around the world,
    to COVID response here at home. At every turn, the Army has met these
    challenges with a characteristic ``can-do'' approach that fosters
    success and has earned the confidence and trust of the American people.
    It's an incredible honor to be considered to help lead such a vital
    institution.
        The Under Secretary of the Army is responsible for assisting the
    Secretary of the Army in fulfilling her Title 10 responsibilities to
    man, train, equip and lead the world's best Army and to prepare it for
    changes necessary to ensure it remains unmatched. I've been privileged
    to previously help lead the Army's acquisition and modernization
    efforts for nearly 6 years as Principal Deputy Assistant Secretary of
    the Army and also served as Air Force Assistant Secretary for Manpower
    and Reserve Affairs. Serving in these roles has prepared me to take on
    this one, and if confirmed, I would provide Secretary Wormuth with my
    candid advice based on my experience. At its essence, the role of the
    Under Secretary must be to catalyze action, especially where changes
    are needed to meet evolving threats in an increasingly complex security
    environment. The challenges posed by potential adversaries calls for
    development of new operational concepts and development of new
    warfighting capabilities. The emphasis on modernizing our weapon
    systems, and adapting our approaches to developing them, must continue.
        The key to the Army's success is its people: soldiers and civilians
    who supply the talent and expertise that makes the Army the envy of the
    rest of the world. As Secretary Wormuth and General McConville have
    stated, the ``full range of people issues'' are our first priority. If
    confirmed, I would work to ensure that we make progress on translating
    this objective into action. Protecting and promoting trust among our
    people is paramount, and this includes preventing and addressing the
    scourge of sexual assault, sexual harassment, suicide, extremism,
    discrimination and other destructive behaviors that undermine the
    Army's values and cohesion.
        Overall, I would work to be a tireless advocate for soldiers and
    for the Army within the Department and among external stakeholders. I
    would work closely with this Committee and the Congress to ensure that
    the Army is transparent, ethical, and successful in meeting the
    challenges needed to fully meet our country's needs--now and in the
    future.
        I look forward to your questions and thank you for the opportunity
    to be with you today.

        Senator Shaheen. Thank you very much and congratulations to
    the panel. Each of you finished before your 5-minute deadline,
    so that is an indication you are going to be very succinct in
    your responses to questions.
        Mr. Camarillo, I would like to begin with you. One of the
    Army's modernization priorities is the enhanced night vision
    goggle binoculars. It is a next-generation capability that is
    actually manufactured in Londonderry, New Hampshire, so I have
    had the opportunity to see it. Most Americans saw those
    binoculars on Major General Donahue in that iconic picture of
    his leaving Afghanistan at the end of the evacuation. More than
    6,000 ENVG-Bs have been fielded to U.S. soldiers for
    operational use.
        So as you think about the future, what is your perspective
    on the need to balance the development of highly advanced,
    futuristic systems while also fielding operationally ready,
    next-generation technologies?
        Mr. Camarillo. Senator, I fully agree with you that we have
    to strike the optimal balance between developing systems that
    meet current operational capability gaps and current threats,
    and those that we think are going to serve the Army well into
    the future. I certainly have a lot of experience overseeing, in
    my prior experience in the Pentagon, the ENVG program. I
    understand the capabilities that it provides to our soldiers
    and how the Army has been successful in iterating that
    capability over time to continuously improve the ability of
    soldiers to train and fight in different operational
    environments. If I am confirmed, Senator, I would certainly
    work with Secretary Wormuth to strike that appropriate balance.
        Senator Shaheen. Thank you. Ms. Jacobson, obviously energy
    is going to be a big issue as you take over responsibilities,
    if you are confirmed. What do you think the biggest energy
    challenge is, as you think about the role that you will play?
        Ms. Jacobson. Senator Shaheen, I agree with you that energy
    is a critical component of readiness, and the biggest challenge
    facing installations is ensuring energy resilience,
    particularly in the face of several threats, not just climate
    but also cyber and physical attacks. It is important that
    installations maintain access to power during outages. One of
    the most important aspects of my job, if I am confirmed, is to
    make sure that installations have energy resilience, have
    energy security, and have the ability to work with communities
    surrounding them, in public-private partnership, to promote
    those goals, using a variety of methods and means.
        Senator Shaheen. You talked in your opening statement about
    efforts to do environmental remediation that you have been
    involved in. One of those areas is PFAS, a whole range of
    chemicals. One of the first places in the country that got
    notoriety for PFAS was the former Pease Air Force Base in New
    Hampshire. Obviously, it has proved to be a much bigger issue
    than just Pease.
        So as you think about the challenges of cleaning up PFAS,
    can you talk about what your approach would be to that?
        Ms. Jacobson. Senator, I believe that those who live, work,
    or recreate on or near military installations should not be
    exposed to toxic chemicals that emanate from those bases. PFAS,
    true, has become what is known as an emerging contaminant
    because the understanding of its harmful effects are becoming
    more evident, because EPA has now focused on more--
    significantly focused on the potential health issues associated
    with PFAS, especially in drinking water.
        This Congress has been taking a leadership in addressing
    PFAS in the last several defense bills, by increasing budget to
    address PFAS, both in terms of testing and remediation, and for
    understanding the health effects. So I continue to--I hope to
    continue to work with this Congress and with the Army and with
    EPA and with local communities, in particular, to make sure
    that we are addressing PFAS cooperatively and keeping families,
    soldiers, civilians who work on or near installations free from
    toxic effects of any contaminant that emanates from those
    installations.
        Senator Shaheen. Well, thank you, and I am pleased to hear
    you mention testing and remediation, because obviously testing
    is a big piece of this, and it is this committee that has
    funded the first health study on PFAS that hopefully we will
    see results from in the next year or so.
        I am almost out of time, but I just do want to raise a
    concern, Mr. Wagner, about the Space Force and your view of how
    National Guard and Reserves should fit into the new Space
    Force. I am out of time so I will ask you to think about that
    until the next round.
        Senator Inhofe.
        Senator Inhofe. Thank you very much. Well, first of all,
    let me thank Mr. Camarillo for the time you gave me in my
    office. It was very rewarding. I do not know of anyone we have
    had as a witness who is more familiar and had more years'
    experience in every aspect of the Army. What would you single
    out, because we will be limited for time, but just one crisis--
    what is among the most serious problems that we have right now
    in our Army?
        Mr. Camarillo. Thank you, Senator Inhofe, for that
    introduction. Certainly the Army faces a number of challenges,
    but top of mind for me, if I am confirmed, is to address the
    challenge of sexual assault in the Army and the Department of
    Defense writ large. As we have seen, this continues to be a
    problem. What the services and the Department have attempted to
    do in response to this challenge clearly has not worked as
    effectively as we would like, and I support what the Department
    has issued in terms of the Independent Review Commission and
    what the Secretary of the Army, Senator Wormuth, has stated
    regarding changes made within the Army, particularly in
    response to what we saw at Fort Hood, to be able to begin to
    address this challenge differently.
        If I am confirmed, Senator, I would work with her to, first
    and foremost, work on ways to prevent this from happening at
    our installations and within our units, and certainly would
    partner with this committee as well.
        Senator Inhofe. Yeah. Very good, and for Mr. Hunter--again,
    thanks for the time that you spent with me yesterday--I want to
    bring up my favorite subject, and that is the F-35, the most
    capable and cost-effective fighter available today. It has not
    been without problems. We watched the autonomic logistics
    information system as an example. But there is no other
    aircraft available today that offers the capability of the F-
    35, and that is what we will hear from not all the smart guys
    at the top but also the men and women who fly them.
        So do you agree, Mr. Hunter, with Secretary Kendall that
    the best way to decrease the operating costs of the F-35 is to
    buy more?
        Mr. Hunter. Senator, the F-35 is an absolutely vital, in my
    view an absolutely vital system for the nation, the challenges
    that we confront with peer competitors, and particularly in the
    Indo-Pacific region. The cost of sustaining the F-35 has been
    something that has stressed the services, particularly the Air
    Force, which has the largest number of aircraft. If confirmed,
    it will be a top priority to work on lowering that cost.
        It is true that there are fixed costs associated with all
    of the Air Force's platforms, and the more aircraft that you
    have, it does lower the operating cost per aircraft, as you are
    able to spread this cost over a larger number of assets. I
    think there are other avenues that we can and should take to
    lower the sustainment cost for the F-35, and if confirmed, I
    look forward to working with this committee to that end.
        Senator Inhofe. Yeah, and for the record, why don't you
    give us a lot of information on that? There is not time to do
    that here, but that is very significant. I am saving one for
    Ms. Jacobson that is kind of usual, because of all of your
    extensive background and time that you have spent you have not
    had a lot of in the military privatized housing end. I think
    that makes you the perfect person to be doing what you are
    going to be doing, because we have been saturated with people
    with all the background and experience.
        I can remember when that first happened. I was assuming
    that the privatized housing problem that we had was only in my
    state of Oklahoma. Then I found out later on, as we had our
    hearings--we have had five hearings so far on this, and we know
    that this problem is a serious problem all throughout our
    system.
        So coming from a background of not too much in the military
    privatized housing end of it, what do you think, from the
    outside looking in, what is your first effort going to be?
    Because I know you are going to be spending time. You even said
    that in your opening statement.
        Ms. Jacobson. Senator Inhofe, I believe that soldiers and
    families deserve to live with dignity in safe, affordable,
    high-quality housing that is free from hazards such as mold and
    lead paint. I very much appreciate the steps this Congress has
    taken to be proactive, to address this issue by holding
    accountable those who are in charge of privatized housing,
    particularly the companies who provide that housing.
        If confirmed, I will make it a top priority to address
    conditions in housing--and barracks, by the way, and I come
    from an enforcement background. While I do not have a specific
    background in privatized housing, I spent the majority of my
    career at the Department of Justice enforcing environmental and
    other laws, and I am going to bring that enforcement mentality
    to oversight of the privatized housing program, so that we get
    it right, if I am confirmed.
        Senator Inhofe. We will be looking forward to that. Thank
    you.
        Ms. Jacobson. Thank you.
        Chairman Reed. [Presiding.] Thank you, Senator Inhofe. Let
    me first thank Senator Shaheen and Senator Inhofe for keeping
    the fort secure while I had to go run and vote in the Banking
    Committee. So thank you both.
        Mr. Camarillo, what modernization efforts do you see as
    most critical, given the current and projected threat,
    particularly the shift to the pacific?
        Mr. Camarillo. Mr. Chairman, certainly the Army has
    established six key priorities and 31 plus 4 top programs, and
    my understanding is those were developed really to address
    capability gaps and anticipated needs in conjunction with the
    National Defense Strategy. So certainly if I am confirmed, my
    goal would be to work with Secretary Wormuth and the
    acquisition community in the Army to make sure that we get
    those capabilities developed and that we can field them to give
    our soldiers the decisive advantage that they need. Certainly I
    would share the view that those remain the priorities, and
    would continue to work with the Army leadership on that issue.
        Chairman Reed. Thank you. Ms. Jacobson, as I mentioned in
    my opening statement, the Army has been lagging when it comes
    to getting off the grid, signing innovative contracts with
    local energy providers. In fact, my sense is that for strategic
    reasons, as well as cost efficiency, we should be trying to get
    off the grid at every location in the Department of Defense.
        But can you give us an idea and commitment as to what you
    are going to do to get this process moving?
        Ms. Jacobson. Senator, I share your concern that it is
    important for installations to be energy independent, energy
    secure, and energy resilient, because as we have seen, the
    fence line is now the front line, and it is not acceptable for
    Army installations, or any military installations, to be
    without power, whether it is from natural causes, physical
    causes, or cyber causes.
        I have been told that there has been some stalling with
    respect to contracting, particularly for public-private
    partnerships, to enhance these efforts, and if confirmed, I
    will make it one of my top priorities to examine what is
    causing that slowness in contracting, are those real obstacles
    or perceived obstacles, how quickly can they be removed, and to
    make sure that contracts are seamless, that have model language
    in them, so to speak, and can easily be entered into without
    too much of the delay that I understand has been experienced
    until now.
        Chairman Reed. Thank you, and Mr. Wagner, in your role one
    of your major challenges will be implement the changes to the
    sexual assault and harassment policy so that we have effective
    prevention and appropriate jurisdiction and adjudication, in
    addition to what has recently become apparent is the increased
    number of suicides within the military, and these are critical
    manpower issues. In fact, they might indicate something more
    than just the individual incident but a feeling of distrust
    among the troops or other, more profound issues that could
    impact their efficiency and effectiveness.
        Can you commit to us that you will follow through
    aggressively on both these fronts?
        Mr. Wagner. Absolutely. Yes, I will, Senator.
        Chairman Reed. Is there any particular area or issue that
    you want to pursue in this regard?
        Mr. Wagner. Senator, I believe the American people deserve
    a military justice system worthy of the sacrifice that service
    men and women make every single day. So like Mr. Camarillo,
    with a laser focus I want to stamp out the scourge of sexual
    assault, sexual violence, including domestic violence, as well
    as child abuse, and look for solutions for the precursor of
    those, which is sexual harassment. So that would be one of my
    top priorities, if confirmed.
        Chairman Reed. Thank you very much, sir.
        Mr. Hunter, getting back to Senator Inhofe's questions
    about the F-35, this goes well beyond the F-35, and that is the
    issue of sustainment costs. I must confess, we usually look at
    the sticker price of something, and that is it, and then we
    discover down the road, my God, this is hugely expensive to
    maintain, and the lifecycle cost is the right one to look at.
        But what can you do to better estimate, plan for, and
    reduce sustainment costs, which will be a key challenge?
        Mr. Hunter. Senator, I agree 100 percent that sustainment
    is a vital issue. The Air Force has an aging fleet, and that
    has been driving up sustainment costs. As you rightly note,
    sustainment costs are the largest share for the vast majority
    of our weapons systems, of their total lifecycle cost.
        My goal, if confirmed, would be to work at learning those
    costs. I think there are a number of opportunities that we can
    explore for how to do that. We have to make sure that we bake
    in sustainability on the front end, so for the systems that we
    have in development we will look to make sure that
    sustainability is considered early in the design, to lower
    those costs over the long term. We can also take systematic
    approaches, like modular open systems approaches, to make it
    easier to replace obsolete parts and systems as they age out
    with replacements that are both cheaper to maintain and also
    can give us additional capability upgrades over time.
        So I look forward to working with Air Force Materiel
    Command, with the appropriate authorities, and the Space Force
    as well, to tackle these challenges.
        Chairman Reed. Thank you very much. Thank you all for your
    testimony, and I look forward to supporting your nominations.
        With that let me recognize Senator Rounds.
        Senator Rounds. Thank you, Mr. Chairman. First, good
    morning and thank you to all of you for coming before us today
    and offering your services to our country.
        Mr. Hunter, I am glad to see the progress of the B-21
    program and the diligent work by the Air Force to keep this one
    on time and on budget. As the ranking member of the
    Subcommittee on Cybersecurity, I believe appropriate
    cybersecurity controls should seamlessly integrate into the
    design and development process, and more importantly, that
    throughout product development those controls are significantly
    stress-tested before delivery.
        With your extensive experience in acquisition processes and
    technology modernization, what are your thoughts on baking in
    cybersecurity controls and developing new technology, and if
    confirmed, I would like your commitment to conduct an in-depth
    review of cybersecurity risk management within the acquisition
    process, and perhaps within a couple of months report back to
    us with regard to your analysis, including an assessment on the
    B-21 program. Mr. Hunter?
        Mr. Hunter. Senator, if confirmed, I would be glad to do
    that. The nuclear deterrent is the top priority of the
    military. It supports our highest priority national security
    objectives. The Air Force has two legs of the triad that it is
    currently in the process of modernizing with critical
    modernization needs on both of those systems. That includes the
    B-21 aircraft, which is a program of deep personal interest and
    an absolutely vital system.
        I agree with you that cybersecurity works best when we make
    it part of the design and think about it as we design the
    architecture for these system, and it requires constant
    vigilance, and it requires us to have the ability to respond
    and upgrade to threats that emerge over time, and be nimble and
    agile in our ability to incorporate software updates.
        So these will be priorities for me, if confirmed, and I
    look forward to working with the committee on this issue.
        Senator Rounds. As you have indicated earlier, with regard
    to Chairman Reed's question with regard to sustainment, it
    seems to me that if we bake in the opportunities for
    sustainment as we are developing these systems, the cost of
    sustainment, long term, is less. But there is always a cost to
    that, and there has to be an understanding of how critical it
    is.
        The recent resignation of the first-ever chief software
    officer highlighted a growing concern and frustration over the
    lack of investment in new technologies to enable joint command
    and control. More importantly, it highlighted the challenge of
    recruiting and retaining talent at critical positions needed to
    compete with growing global threats across every domain. I
    would like to hear your perspective on how, if confirmed, you
    would address this growing concern and what steps you would
    take to eliminate bureaucratic red tape within the acquisitions
    process, which is limiting innovation today.
        Mr. Hunter. Well, Senator, I am a firm believer that we
    need to approach the acquisition of software and software-
    intensive systems, which are providing most of, many of the
    cutting-edge new capabilities for our military, from a
    different vantage point, with alternative approaches and
    alternative tools, which the Congress has been generous in
    working with us to provide.
        It is simply the case that when you are doing software
    acquisition, with the pace of change in that technology, our
    systems that were designed for a more industrial-type
    development approach really struggle with doing that. It will
    be a top priority for me, if confirmed, to find the enablers,
    many which have been demonstrated and piloted, and bring those
    to bear on this problem of acquiring software and ensuring we
    have cybersecure systems.
        I agree with you that the workforce, making sure that we
    have the right skills in the acquisition workforce to do that
    work is also a top priority.
        Senator Rounds. Thank you. I am getting close on time, but
    Mr. Wagner, the Armed Services Committee has received numerous
    briefings on the breadth and severity of the threats we face in
    space from both Russia and China. In a future conflict between
    great powers I believe the winner could very well be the
    country that best uses and protects its space assets, assets
    which serve as the eyes and ears of our armed forces.
        How would you assess the current readiness in Space Force
    with regards to material, equipment, personnel, and training?
        Mr. Wagner. Senator, as I understand, the Space Force was
    created by Congress to address some of these near-peer threats
    like China and Russia, as well as defending our critical space
    assets that enable both our way of life here as well as our
    military connectivity.
        While I am not yet familiar with some of the data with
    regard to Space Force readiness, if confirmed, I would work to
    ensure the Space Force has the right leadership, the right
    talent, and the right training in order to maintain a high
    degree of readiness in order to fight and win in the digital
    age.
        Senator Rounds. Thank you. My time has expired. Thank you,
    Mr. Chairman.
        Chairman Reed. Thank you, Senator Rounds. Now let me
    recognize, via Webex, Senator Gillibrand.
        Senator Gillibrand. Thank you, Mr. Chairman. Mr. Camarillo,
    I appreciate your remarks that you said regarding the Fort Hood
    report and sexual violence within the military. We know that we
    have made hundreds of legislative changes over the last several
    Congresses, over the last decade, and it has done very little
    to improve the command climate and the abilities of the
    military to handle these complex crimes, like murder,
    especially the murder of Vanessa Guillen.
        So I was hearted to see that the Army has followed some of
    the recommendations that President Biden's Independent Review
    Commission has made, including civilianizing the leadership of
    the Army Criminal Investigation Division. If confirmed, you
    will supervise Mr. Ford, who has been made Director of CID.
    Correct?
        Mr. Camarillo. Yes, Senator, that is my understanding.
        Senator Gillibrand. CID investigates sexual assault and
    other serious crimes such as murder. Correct?
        Mr. Camarillo. Yes, Senator, that is my understand.
        Senator Gillibrand. Do you think that this change will
    improve the investigation process in the Army?
        Mr. Camarillo. Senator, I would turn back to the Fort Hood
    report, which noted that a number of changes have to come about
    in order to address the underlying findings, one of which is
    having civilian leadership that would have some continuity to
    ensure that the Army's Criminal Investigation Division can, you
    know, promote expertise that is required, to recruit and to
    train, you know, highly qualified workforce to be able to
    investigate these types of crimes.
        Certainly if I am confirmed, Senator, my goal would be to
    further the overarching objectives identified in the report to
    be able to better prepare the Army to respond and hopefully
    prevent these crimes from occurring.
        Senator Gillibrand. Well, I appreciate that, because prior
    to those changes CID was led by an Army general, and now that
    the Army has seen the wisdom of removing authority of the
    commander for these kinds of investigations and put a civilian
    such as Mr. Ford, who is an attorney, in charge, I think that
    is a reform that will make a difference. I think that this will
    create more objectivity, it will create a professionalization
    of how these reviews are done, and it is why we have fought so
    hard in the Senate to remove all serious crimes from the chain
    of command so that they can be reviewed by independent military
    prosecutors.
        So I appreciate your effort in doing that, and I appreciate
    your commitment to trying to solve the scourge of sexual
    violence.
        Mr. Wagner, similarly, in April of last year, President-
    elect Biden was asked directly by a group of advocates whether
    he would remove serious crimes from the chain of command, not
    military crimes, such as, quote, ``rape, murder, and child
    abuse,'' end of quote, and President-elect Biden, in response,
    quoted, ``Yes, yes, yes.''
        Mr. Wagner, what is your view and your commitment to moving
    prosecutorial decisions outside the chain of command to trained
    independent military prosecutors?
        Mr. Wagner. Senator, there is clearly significant value
    towards moving crimes out of the chain of command with respect
    to sexual violence. I support Secretary Austin and Secretary
    Kendall's focus on those issues. I will have to look into the
    data regarding some of these other crimes, but as you have
    pointed out previously. I am aware, the prosecutions of some of
    these crimes had disproportionate impacts based on race, and
    earlier this year the Air Force came out with its first Racial
    Disparity Review. Last month there was an update as well as a
    progress report.
        I take disparities and racial prosecutions extrermely
    seriously, and if confirmed, I would really look forward to
    working with you and the committee to making sure that all
    prosecutions for crimes were done free of bias in a way fair,
    that respects both the victims first as well as those who have
    been charged.
        Senator Gillibrand. I appreciate that very much, Mr.
    Wagner, and one of the reasons why the bright line at serious
    crimes is so important is also because of Vanessa Guillen's
    case, specifically. There was no record of her reporting
    harassment or assault, but she was indeed murdered. That case
    may never have been investigated as a sexual assault and murder
    crime because at first they did not investigate it. They said
    it is an AWOL and we have no concerns about sexual violence.
        That is why we want not only independence in the
    prosecution but we also want the civilian leadership in the
    investigation to have that highly trained eye towards solving
    these very difficult crimes.
        Let me see if I have any time left. I do not, so I will
    submit for the record a question with regard to PFAS that is
    very much similar to what Senator Shaheen asked to Ms.
    Jacobson.
        Thank you so much, Mr. Chairman.
        Chairman Reed. Thank you, Senator Gillibrand. Now let me
    recognize, via Webex, Senator Fischer.
        Senator Fischer. Thank you, Mr. Chairman.
        Mr. Hunter, I appreciated our conversation last week and
    your interest in modernization the Air Force's portion of our
    nuclear forces. I look forward to working with you on programs
    like GBSD and LRSO as well as associated command and control
    systems such as the E-4B. As we discussed, these programs are
    absolutely vital, and there is no room for any additional delay
    in the modernization schedule.
        Mr. Hunter, do I have your commitment that you will make
    these programs a priority, if confirmed?
        Mr. Hunter. Senator, the range of programs that the Air
    Force is engaged in for modernizing our nuclear deterrent are
    definitely at the top of my list of priorities. Among the many
    Air Force programs that are ongoing they are at the top of the
    list. I would commit to working with you on these programs, if
    confirmed, to ensure that we deliver the capabilities that our
    warfighters need, when they need them. You are correct that the
    timelines for delivering these new systems are very tight.
    Therefore, we will be pursuing, if I am confirmed, be pursuing
    these programs with urgency.
        Senator Fischer. Thank you very much, and Mr. Hunter and
    Mr. Camarillo, I am sure you both know there are some who argue
    that investments being made by the Army and the Air Force in
    long-range weapons, hypersonics in particular, are duplicative.
    On the other hand, people like General Hiten have argued that
    these investments are complementary and that there is value in
    having multiple ways to hold adversary targets at risk. What
    are your views on this challenge?
        Mr. Camarillo. Senator, if it okay I will start. Certainly
    what we see in the National Defense Strategy and responding to
    the pacing threat of China in the INDOPACOM region, as well as
    in Europe, is the need for those long-range fires that will be
    able to degrade the anti-access integrated air defenses that we
    are likely to face. So having the ability to defeat these
    targets, from a range of different capabilities to include
    those that the Army is developing in my view are absolutely
    important to our national security.
        Senator Fischer. Thank you.
        Mr. Hunter. I concur with Mr. Camarillo, and just add that
    one of my main areas of focus will be working with our
    operational commanders to really dig into their specific
    operational needs and how the acquisition system can deliver
    capabilities to meet those needs. I think we can kind of sort
    the wheat from the chaff if we work closely with commanders to
    identify what are the true urgent needs and the most important,
    significant needs, understanding that we still have to work
    with the Joint Chiefs of Staff to adjudicate when there may be
    possible duplication, because there are limited resources. We
    will have to look at that carefully. But I think if we focus on
    operational needs, we will be able to discriminate the wants
    from the true needs.
        Senator Fischer. This has been an area that both services
    have prioritized in recent years. Do you both agree with that
    focus?
        Mr. Camarillo. Yes, Senator.
        Senator Fischer. Just a yes or no.
        Mr. Hunter. Yes, Senator.
        Senator Fischer. Thank you, and also, gentlemen, as we
    discussed in our earlier conversations, with China modernizing
    its military at a speed and scale unlike anything we have seen
    since the Cold War, I remain deeply troubled that the
    Department of Defense is not moving forward quickly enough with
    our own modernization efforts. If confirmed, how will you
    navigate that tension between effectively using scarce
    resources and also tolerating the amount of risk that is
    required for innovation to take place? That is a balancing act,
    at best.
        We had these conversations on the phone, but if you could
    articulate them publicly, and also how we could move forward
    faster on research.
        Mr. Camarillo. Thank you, Senator. I will start. I
    certainly agree with you, and in our conversation, that there
    is a need to carefully balance the technical and programmatic
    risks in developing new warfighting capabilities. But certainly
    I think that the Army has done a very good job recently of
    taking advantage of the new rapid acquisition and prototyping
    authorities that this committee and the Congress have provided.
    Those tools enable the Army to go a little bit faster than they
    otherwise would, and at the same time be able to identify,
    manage, and mitigate those program risks in order to make sure
    that we deliver effective and safe capabilities to our
    soldiers.
        Mr. Hunter. Mr. Camarillo has said that well. I would just
    add that, again, as he said, the authorities Congress has
    provided are very helpful in letting us start programs quickly
    and also to use prototyping effectively to reduce risk. By
    reducing risk we can allow ourselves to be more aggressive in
    fielding capabilities when the upfront risk has been reduced
    through our prototyping efforts. If confirmed, that is an
    approach I look forward to pursuing.
        Senator Fischer. Thank you very much. Thank you, Mr.
    Chairman.
        Chairman Reed. Thank you, Senator Fischer. Let me recognize
    Senator Hirono, please.
        Senator Hirono. Thank you, Mr. Chairman.
        I will start with the following two initial questions that
    I ask of all nominees who appear before any of the committees
    on which I sit.
        Since you became a legal adult, have any of you ever made
    unwanted requests for sexual favors or committed any verbal or
    physical harassment or assault of a sexual nature?
        Mr. Hunter. No.
        Mr. Wagner. No, Senator.
        Ms. Jacobson. No.
        Mr. Camarillo. No.
        Senator Hirono. Have any of you ever faced discipline or
    entered into a settlement related to this kind of conduct?
        Mr. Hunter. No, Senator.
        Mr. Wagner. No, Senator.
        Ms. Jacobson. No.
        Mr. Camarillo. No, Senator.
        Senator Hirono. Ms. Jacobson, I appreciate your testimony
    and your commitment to confront climate change, which is very
    much tied to our national security. I do have a number of
    questions for Mr. Camarillo.
        Earlier this year, General McConville released the
    Multidomain Transformation Strategy, outlining how the
    military, or how the Army plans to transform itself to support
    the Joint Forces in the Indo-Pacific. While the Army's number
    one modernization priority is long-range precision fires, the
    Marine Corps is also investing heavily in this area. What steps
    do you plan to take, if confirmed, to ensure that the Army and
    Marine Corps efforts to support operations in the Indo-Pacific
    area are complementary and not redundant, to avoid wasting
    taxpayer dollars?
        Mr. Camarillo. Senator, let me first say that I agree with
    you that we need to look at it from a joint perspective and
    ensure that we have an effective deterrent capability in that
    region and that we are prepared, as a joint force, to be able
    to respond to conflict, if it should arise.
        Certainly if I am confirmed, Senator, my role would be to
    continue to support Secretary of the Army and General
    McConville, in their efforts to pursue experimentation, and
    hopefully that experimentation would continue to work with the
    other services.
        You mentioned the multidomain task forces, the three that
    the Army is currently looking at establishing to help address
    threats in that region and in other AORs. Certainly I would
    work to make sure that those efforts reflect a joint consensus,
    and work with Army leadership to address your concerns.
        Senator Hirono. I say that the Marine Corps, in particular,
    is making some pretty major changes to how it will be operating
    in this AOR.
        A focus of the Multidomain Transformation Strategy is
    leveraging the Army's unique ability to strengthen our
    alliances and our work with our allies in that area. I assume
    that if you are confirmed you will commit to maintaining those
    kinds of strengthening of alliances.
        Mr. Camarillo. Yes, I would, Senator. I would note that
    even in the INDOPACOM region, 23 of the 33 senior officers are
    Army land officers, and our ability to engage in security
    cooperation activities with those partners and allies is
    absolutely critical to our ability to project power in the
    region and to have a very strong deterrent presence.
        Senator Hirono. I think it is also very important to be
    very aware of our commitments to our compact nation allies.
        Mr. Camarillo. Yes, Senator.
        Senator Hirono. For you once again. In 2019, the Army noted
    that 45 percent of its infrastructure in Hawaii was in failing
    condition. This was a much higher percentage than in other
    installations. That is why Congress directed the Army to
    establish the Hawaii Infrastructure Readiness Initiative to
    address readiness and infrastructure challenges in Hawaii. I
    was disappointed to learn that the Army has recently decided to
    terminate HIRI by folding Hawaii infrastructure projects into
    its Facilities Investment Plan.
        If confirmed, what steps would you take to ensure the Army
    addresses these pressing infrastructure challenges in Hawaii
    that, you know, was noted that we have major infrastructure
    issues?
        Mr. Camarillo. Well, Senator, there is no question that
    installations are critical to our readiness and also critical
    to quality of life, retention of our soldiers, and certainly
    the well-being of Army families. I am not familiar with the
    retention initiative, but certainly if I am confirmed, Senator,
    I would love to work with you and this committee to ensure that
    partnering with the Secretary of the Army, that we address
    those challenges in Hawaii.
        Senator Hirono. Thank you. I really appreciate that, and
    one more thing, Mr. Camarillo. You have a commitment to
    addressing the issue of sexual harassment and the scourge of
    sexual assault in the military, and there is a plan to go
    forward. I have a concern that there is a pretty long
    implementation period for that plan, 5 years. I hope that you
    will address yourself to that plan and why it should take that
    long, and I am hopeful that we can implement the
    recommendations made by Secretary Austin's group to implement
    the changes much sooner.
        Mr. Camarillo. Senator, I certainly share the view that,
    you know, this is an urgent, pressing problem for the Army and
    for the Department as a whole, and if I am confirmed I would
    certainly work with leaders in the Department, and with
    Secretary Wormuth, to ensure that we make the changes that are
    appropriate as quickly as we possibly can to tackle this tough
    problem.
        Senator Hirono. Thank you. Thank you, Mr. Chairman.
        Chairman Reed. Thank you, Senator Hirono. Let me recognize
    Senator Scott, please.
        Senator Scott. Thank you, Chairman. I am very concerned
    about where Communist China, the actions of Communist China. If
    you just look over decade after decade, what administration
    after administration has done is watch as they have stolen our
    jobs, they have stolen our technology, they have put the
    Uyghurs in prison, they lied to us about the South China Sea,
    completely lied to us about not militarizing the South China
    Sea. Then, in the last couple of years, they just, like that,
    took all the basic rights away from the Hong Kong citizens.
        The United States and the international community has
    basically done nothing really to stop the actions of Communist
    China, and now the latest is Taiwan. So over 50 years Taiwan
    has been a growing democracy. They have been a great partner to
    the United States. They have operated outside the control of
    the Communist Party of China. They have been a significant
    contributor to peace and prosperity and stability around the
    world. As you know, they were treated horribly by the WHO.
        What we have seen, over the weekend, is we saw the
    government of Communist China fly more than 93 different
    military aircraft near Taiwan air space. On Monday, the
    People's Liberation Army of Communist China flew 56 aircraft,
    including more than a dozen bombers, near Taiwan, which is the
    largest single show of force by Beijing against Taipei.
        So, I mean, this has to alarm all of us, and we are not
    just talking about whether Communist China tries to take over
    Taiwan, but this is just, you know, first they demilitarized
    the South China Sea, then they take away the basic rights of
    Hong Kong. Now it is Taiwan.
        So, Mr. Camarillo, do you believe, and do you agree that
    Communist China is bent on world domination and likely to
    increase its aggression against Taiwan?
        Mr. Camarillo. Senator, there is no question that as
    Secretary Austin has stated that China is the pacing threat for
    our national security. Certainly I am concerned about ensuring
    that the Army and the Department of Defense as a whole can
    maintain a very strong and effective deterrent capability in
    the region, and that we are prepared to respond to conflict and
    aggression, should it arise. Certainly I can assure you,
    Senator, that if I am confirmed, that will be a very top
    priority for me, in working with Army leadership.
        Senator Scott. For decades, the United States has had a
    policy of ambiguity with regard to our relationship with Taiwan
    and our willingness to support their democracy. I have a bill
    called the Taiwan Invasion Protection Act, which would end our
    policy of strategic ambiguity with Taiwan. Do you believe that
    the existing policy of ambiguity has worked, and should we have
    a new policy of making it clear, we will defend, with Japan,
    Taiwan?
        Mr. Camarillo. Senator, if I am confirmed, what I would
    first do is make sure that these issues are addressed in the
    ongoing National Defense Strategy review that the Department is
    currently undertaking, and certainly would want to work with
    you, as part of that effort, to ensure that your concerns
    regarding our relationship, vis-`-vis Taiwan, and the clarity
    of that relationship is addressed.
        Senator Scott. Do you think that ambiguity has worked?
        Mr. Camarillo. Senator, I think certainly we need to make
    sure that we maintain a very strong commitment to having a
    deterrent capability in that region, and that would be my area
    of focus if I am confirmed into this position.
        Senator Scott. Do you believe if had made clear to
    Communist China clear that we will defend Taiwan they would be
    doing these sorties all over Taiwan?
        Mr. Camarillo. Senator, I have not seen the intelligence
    assessments or been privy to that analysis to be able to give
    you an accurate assessment, but certainly if I am confirmed, I
    would be happy to work with you on this to address this concern
    and make sure that we are responding appropriately.
        Senator Scott. What is the Army's role in the strategic
    competition with Communist China?
        Mr. Camarillo. Well, Senator, as it has been stated before,
    you know, the Army plays a very important role as part of the
    joint force, to include the ability to have long-range fires
    that will help degrade the anti-access area of denial defenses
    that we see in the region, to providing tactical, assured
    communications upon which the joint force will rely, and then
    in addition to that, supporting logistics, which will present
    some really significant challenges to us in that region, just
    given the tremendous geographic distances there. But I would
    also note that in the area of security cooperation, as I noted
    to Senator Hirono earlier, it is very important that the Army
    develop partnerships and alliances and help support the United
    States in doing so, and certainly if I am confirmed, I would
    help the Secretary and Army leadership accomplish these goals.
        Senator Scott. So we have got quite a few adversaries. I do
    not know what you want to call them, whether it is Communist
    China, the government of Communist China, whether it is Russia,
    Iran, North Korea, you can name them. Do you think Army has the
    ability to successfully confront our adversaries?
        Mr. Camarillo. Senator, what I have noticed is that every
    time the Army gets called to perform and to meet mission
    requirements in support of our national security, it has done
    so admirably and with success. I am incredibly proud of the men
    and women that support our Army and what they have been able to
    do.
        I know we continue to ask them to take on new missions, and
    certainly if I am confirmed my role would be to support
    Secretary Wormuth, partner with her to ensure that we can meet
    all of our combatant commanders' requirements across the globe.
        Senator Scott. Thank you. Thank you, Chairman Reed.
        Chairman Reed. Thank you, Senator Scott. Senator Kaine,
    please.
        Senator Kaine. Thank you, Mr. Chair, Ranking Member Inhofe,
    and congratulations to the nominees. You are well qualified for
    the positions for which the President has nominated you.
        Mr. Camarillo, there have been different pronunciations of
    your name today. Do you pronounce it Cama-rillo or Cama-reyo?
        Mr. Camarillo. It is Cama-reyo, with a Y sound.
        Senator Kaine. Okay. So the Spanish pronunciation. Mr.
    Camarillo and Ms. Jacobson, this question is for you.
        Senator Inhofe asked a question about military housing, and
    Ms. Jacobson, you talked about your enforcement background, and
    that is great. I will say my disappointment on the military
    housing issue has been even greater internally with the
    Pentagon than it has been with the private providers, and I am
    very disappointed in the private providers.
        But basically, you know, our troops did not sign up to be
    somebody's tenant. They signed up to be in the U.S. military,
    and it is the U.S. military that owes them housing that is
    decent, and the U.S. military was asleep at the switch. They
    were not enforcing contracts. Base commanders were giving out
    end-of-the-year bonus money, just handing it all out without
    even checking to see whether the housing companies had provided
    quality service. On many bases, people, when they complained
    about the quality of housing were being told, ``We cannot do
    anything about it. It is a private contract now,'' which was
    false. They always had the ability to do something about it.
        So I guess what I want to ask you, Mr. Camarillo and Ms.
    Jacobson, is what will be your approach to kind of the internal
    aspect of managing this important housing function, whether it
    is privatized housing or barracks, and putting, you know, real
    accountability on the shoulders of base commanders and others
    to make sure that these contracts are supervised?
        Mr. Camarillo. Senator Kaine, I will start. Certainly I
    start with the premise that it is unacceptable for us to put
    soldiers and their families in substandard housing. It is
    absolutely critical to our readiness, it is part of the compact
    that we have with the men and women who serve, and it affects
    our retention, our ability to retain talent that we definitely
    need in the Army. So it would be a top priority of mine,
    Senator, if I am confirmed, to make sure that I work with Army
    leaders, including Ms. Jacobson, if she is confirmed, and the
    Secretary of the Army, to deal with it.
        What I have seen is that the Army has reorganized to tackle
    the problem, placing it, as she said, under the purview of the
    Army Materiel commander, four-star commander. But beyond that,
    my understanding is the Army has also revised the metrics by
    which they evaluate these privatized housing companies, you
    know, things from how long it takes to get a maintenance work
    order processed, what is the quality of life, how quickly are
    improvements done at each particular facility?
        Certainly if I am confirmed, I would work with Army
    leadership to ensure that these metrics accurately address the
    concerns. My understanding is also that there are regular
    monthly town halls at each installation, at privatized housing
    units, to be able to address those concerns. I would want to
    see what the results are of those efforts and fine-tune them
    and adjust as needed and work with Army leadership to do that.
        Senator Kaine. Ms. Jacobson, do you have anything to add to
    that?
        Ms. Jacobson. Senator, the reforms directed by Congress
    have been transformative with leadership from this committee,
    to bring to light these important issues, and Secretary Wormuth
    has acknowledged that this affects recruitment, retention, and
    readiness. Housing is imperative.
        In addition to the reforms that Mr. Camarillo described,
    such as placing leadership in Army Material Command and making
    sure installation commanders have accountability, the NDA also
    creates a position of Chief Housing Officer within DoD, which
    is also important, so there is departmental-wide oversight of
    this issue. But also because there is the Tenant Bill of
    Rights, that gives much more voice and participation to
    soldiers and their families and gives them rights to dispute
    and so forth, to make sure that issues are being addressed.
    Plus there will perhaps be more flexibility in these contracts
    going forward, so that we can really bring accountability,
    rigorous enforcement of accountability on these issues. I look
    forward to working with Mr. Camarillo and the rest of the DoD-
    wide on these important issues, if confirmed.
        Senator Kaine. Excellent. Here is something that I would
    like your advice about, should you be confirmed and have a
    chance to work in this area. I think the committee could be
    helped if you would provide advice on this topic. Some of the
    housing providers talk about the fact that they financed their
    capital improvements in military housing through issuance of
    bonds, pursuant to a Treasury regulation. The bonds that were
    issued back in the '90s, they cannot refinance them without
    either a change in the regulation or some action by Congress.
    The interest rates of those bonds are dramatically higher than
    what they would be if they were seeking financing now. Many of
    them have said if they could refinance, just like I could
    refinance my mortgage, to today's rate, they could free up
    enormous money that they could put back into more capital
    improvements in military housing.
        I would like for you, at an appropriate time, should you be
    confirmed, to report back to the committee if there is action
    that we should take that would facilitate the refinancing of
    these bonds and free up more dollars that could be utilized to
    do capital improvements in housing, and should you be confirmed
    I will look forward to reaching out and hopefully getting your
    advice about that.
        Ms. Jacobson. If confirmed, Senator, absolutely, I will
    look into this issue and report back to the committee.
        Senator Kaine. Great. Thank you so much. Thank you, Mr.
    Chair.
        Chairman Reed. Thank you, Senator Kaine. Senator Hawley,
    please.
        Senator Hawley. Thank you very much, Mr. Chairman, and
    thanks to the witnesses for being here. Good to see all of you.
        Mr. Camarillo, let me start with you, if I could. I spoke
    with Secretary Wormuth and General McConville earlier this year
    about the need to replace some of the housing at Fort Leonard
    Wood, in my home state. They assured me that this was the top
    priority and that the Army Materiel Command has done the same.
        Here is my question, though. As I have looked into it I
    have learned that the Army has not yet set a timeline for the
    replacement of these housing units. So if confirmed, can you
    commit to ensuring that funds are set aside in a timely manner
    so that we make sure that these housing units get replaced and
    that all the members, all of the servicemembers at Fort Leonard
    Wood are able to continue to access high-quality housing?
        Mr. Camarillo. Senator Hawley, it is absolutely important
    that we make sure that we have quality housing for our soldiers
    at Fort Leonard Wood and at all Army installations. I am not
    familiar with the particular prioritization that you referenced
    but I would be happy to work with you, if I am confirmed, to
    ensure that any needs at that installation get addressed.
        Senator Hawley. Very good. Ms. Jacobson, can I have your
    commitment to do the same?
        Ms. Jacobson. Absolutely, Senator.
        Senator Hawley. Very good. Thank you.
        Mr. Camarillo, Fort Leonard Wood is also home to the
    Maneuver Support Center for Excellence, which, as you know,
    includes the Army's Engineer, Military Police, and CBRN
    Schools. Now it is my view, and you and I have discussed this a
    little bit, that the units that are trained and the
    capabilities that are developed there at the Maneuver Support
    Center will play a very essential role as the Army pursues
    modernization for the future.
        Let me just ask you if you agree with that, and if you do,
    how you see these forces contributing to the Army's mission as
    it shifts back towards great power, near-peer competition?
        Mr. Camarillo. Senator, as we discussed earlier,
    absolutely, I would be happy to work with you on these issues.
    Clearly, in order to be able to project power, there is a need
    to make sure that we are addressing enabling capabilities, such
    as those that are trained at Fort Leonard Wood, to include our
    CBRNE capabilities, would absolutely be critical for us in the
    future, and if I am confirmed, I would be happy to work with
    you to ensure that their needs are addressed.
        Senator Hawley. Very good. Could you just give me a sense,
    if you are confirmed, how you will commit to making sure that
    the Army fully leverages all of the training opportunities that
    are available at Fort Leonard Wood? Talk to me a little bit
    about that.
        Mr. Camarillo. Senator Hawley, if I am confirmed, the first
    thing I would do is conduct an assessment with the Secretary of
    how we are utilizing our facilities and our training
    capabilities across the Army. If there are gaps in which
    certain areas are underutilized and we can make more efficient
    and effective use of them, I would certainly work with Army
    leaders to ensure that we address those gaps.
        Senator Hawley. Very good. Mr. Camarillo, Secretary Austin
    and Deputy Secretary Hicks have testified that the Indo-Pacific
    is the Department's pacing theater, and more specifically
    still, China is the pacing threat. I just want to get you on
    the record on this. Do you agree with those assessments?
        Mr. Camarillo. Yes, Senator, I do. I certainly do, and I
    feel that the Army has a very important role to play in that
    INDOPACOM region.
        Senator Hawley. Let me ask you a little bit more about
    that. TRADOC's December 2018 publication, which was called
    ``The Army Multidomain Operations in 2028,'' stated that the
    Army needs to demonstrate the ability to immediately deny a
    fait accompli in order to deter an adversary like China.
        I have asked General McConville about this earlier this
    year. He stated that that assessment was still accurate and one
    that he agreed with. Do you agree with that assessment that the
    Army needs to be able to maintain the ability to deny a fait
    accompli against China?
        Mr. Camarillo. Senator, there is no question I would agree
    that the ability to have a strong deterrent capability in that
    region is absolutely critical to our national security.
        Senator Hawley. Let me ask you about something the
    Secretary has testified to with regard to a Chinese fait
    accompli against Taiwan. She said, and I am going to quote
    here, ``My own view is that we want to develop the kinds of
    capabilities required to present a sufficiently strong
    deterrent force, to make the Chinese continue to think twice
    about whether they actually want to undertake that amphibious
    landing.''
        Do you agree with the Secretary that the Army should
    continue to prioritize development of the forces and
    capabilities that are required to deter a Chinese fait accompli
    against Taiwan?
        Mr. Camarillo. I do agree with her, Senator.
        Senator Hawley. Okay. Very good.
        Mr. Hunter, let me just come to you. If you are confirmed
    you will be responsible for overseeing many of the Air Force's
    most ambitious programs. Here is my question, which is rooted
    in a concern. The concern is that many of those programs will
    not mature until the 2030s, if I am not mistaken. Meanwhile,
    Admiral Davidson and others have testified to this committee
    that the Chinese threat in PACOM, particularly as it relates to
    Taiwan, could mature as soon as the 2020s, as early, as Admiral
    Davidson testified, as 2027.
        Give me a sense of what you will do, if you are confirmed,
    to accelerate as many of those key programs as possible so that
    we can both deter China in the 2030s--we all agree that that is
    vitally important--but also so that we can meet this threat in
    the latter part of this decade.
        Mr. Hunter. Well, Senator, in my previous service in the
    Department of Defense I was able to work as Director of the
    Joint Rapid Acquisition Cell, working specifically on urgent
    operational needs. At the time that was very much focused on
    Afghanistan. But I bring that mindset, as well, to my next job,
    if confirmed. My approach would be to work closely with our
    operational commanders, to understand what makes a difference
    in the near term, what makes a difference in the long term, and
    to ensure that the Air Force elements of the acquisition system
    are working to deliver those capabilities in a timely manner.
        I am very thankful that the Congress has given the
    Department a number of authorities to accelerate the delivery
    of capability, and if confirmed, would look to utilize those
    authorities to deliver timely capability.
        Senator Hawley. Thank you all. Thank you, Mr. Chairman.
        Chairman Reed. Thank you, Senator. Senator King, please.
        Senator King. Thank you, Mr. Chairman. A question or a
    comment to Mr. Camarillo and Mr. Wagner.
        In 2018, the Pentagon commissioned a study by the Institute
    on Defense Analysis on geographic diversity within the
    military, and they made some rather startling findings. In
    1975, 48 percent of those serving in the military were from the
    South and the West, and at that same time, 47 percent were from
    the Midwest and the Northeast. Today it is 67 percent from the
    South and the West and only 30 percent from the Midwest and the
    Northeast.
        Mr. Camarillo, I have a concern about that, that we do not
    want our professional standing Army, if you will, to reflect
    only one or two regions of the country. What can we do to
    strengthen the diversity, the geographic diversity as well as
    other areas of diversity, but I am interested particularly in
    geography? Do we need additional recruiting effort, change of
    strategy? I do not think it is healthy for the country to have
    a regional standing army.
        Mr. Camarillo. Senator, I agree with you on the need to
    pursue more geographic diversity in our recruiting efforts, and
    it is a view that I believe is shared by the Army leadership
    right now. As you noted, and we discussed this before, the
    number of youths in this country that are propensed to serve in
    the military has declined over the last couple of decades,
    which makes it very hard to be able to attract the talent that
    we need for our all-volunteer force. Certainly the ability to
    cast a wide net, geographically, across the United States and
    all the talent that it has to offer is an absolute imperative.
        Now, Senator, my understanding is that the Army has taken
    steps in this direction by looking at major urban centers in
    different population areas in the country, other than those
    where it typically recruits, to be able to establish different
    recruiting efforts, to be able to attract talent into the Army
    in those regions. If I am confirmed, Senator, I would work with
    Army leaders and with Secretary Wormuth and with you to be able
    to address that issue as it relates to the Northeast.
        Senator King. I think one of the other things that has
    contributed to this, it is an unintended consequence of the way
    base distribution has been changed over the last 40 or 50
    years. There are no substantial military bases in the
    Northeast. My hometown was home, for 50 years, to a naval air
    station. It was BRAC'ed at the beginning of this century, and
    so we lost those Navy people that the young people saw and
    would look up to. This report, in fact, refers to that as one
    of the major factors, is do the young people growing up in a
    community have some contact with, or familiarization with, the
    military? So we have changed that, fundamentally, because of
    decisions that I do not think all of which were well founded.
    But I think this is a serious problem.
        Mr. Wagner, Manpower and Reserve Affairs, same question.
        Mr. Wagner. Senator, clearly diversity is one of America's
    greatest strengths, and it is not only the right thing to do
    but it also provides strategic advances, as you have pointed
    out. That includes geographic diversity.
        When I served previously in the Department of the Army we
    were aware of the problem that you point out, what we called
    ``the smile'' that goes through the southern half of the United
    States. As I noted in my opening statement, I am an example of
    exactly what you point out. Growing up in Los Angeles, going to
    college in Rhode Island, and living in Seattle, I had scarce
    ability to interact with people who served, to see them every
    day, to socialize with peers and to have people to look up to.
    I was not until later on in my life that I actually engaged
    anyone in the military.
        Senator King. I do not mean to interrupt but I am running
    out of time. But I just hope that both of you, in your
    positions, will make a conscious effort to address this
    problem, not just, oh, we are having additional recruiting
    office in Boston or something, but to really think about this,
    because those numbers are pretty startling, to have gone from
    an even distribution in 1975, to a two-thirds/one-third today.
    That is a shocking change to me.
        Final question, in a few minutes, to Mr. Hunter. More of a
    statement, and this goes to the sustainment cost. When you are
    buying platforms, I hope that you will insist--in fact, I will
    insist that you insist--that you buy the intellectual property
    along with the platform, so that we can 3D print parts, that we
    are not subject to supply chain of OEM and the rest of the
    supply chain. The intellectual property is part of what we
    should be paying billions of dollars to acquire. Do you agree?
        Mr. Hunter. Senator, I do agree. I commit to you that, if
    confirmed, I will work on the intellectual property to ensure
    that we are acquiring the intellectual property the services
    need to sustain their systems, and to promote competition over
    the long term.
        Senator King. Thank you. Thank you, Mr. Chairman.
        Chairman Reed. Thank you, Senator King. Senator Tillis,
    please.
        Senator Tillis. Thank you, Mr. Chairman. Thank you all for
    being here. Congratulations on your nominations.
        Mr. Camarillo, the INF, the United States followed the
    agreement. China never signed it. Russia cheated, and now we
    believe, with respect to long-range precision fires they have a
    discernable advantage in terms of where they are in
    development. Many believe that at this point U.S. forces could
    be outranged and outgunned.
        So one question. How important are investments in long-
    range precision fires for the Army, and what investments are
    they making, and do you agree that that should be a priority? I
    am also kind of curious to see your thoughts on the deterrent
    value for land-based, long-range precision fires position in
    Indo-Pacific.
        Mr. Camarillo. Senator, thank you for the question. I agree
    that those are very top priorities for the Army, and I am
    encouraged by the investments that they have been making in
    this area, to include, of course, the development of long-range
    hypersonic weapons, a precision strike missile that can exceed
    500 kilometers in terms of its range and accuracy and
    lethality. These and other investments, I think are very
    critical to address the threats and the gaps that you just
    identified, and certainly, as you referenced, Senator, in the
    INDOPACOM region the Army will play a very important role in
    terms of providing that land-based, long-range fire capability
    to help degrade any A2/AD defenses that we encounter in the
    region.
        Senator Tillis. Thank you. Ms. Jacobson, for several years,
    first as chair of the Personnel Subcommittee and now as ranking
    member, Senator Gillibrand and I have worked on the issue of
    military family housing. Between Fort Bragg and Camp Lejeune,
    we have a lot of families in housing that I have observed
    first-hand that are simply unacceptable.
        So do you have any sense--and I assume that you have at
    least tracked it, it was very much in the public view over the
    past couple of years--do you have any sense of what we need to
    do to, first, restore the trust of the families in there, but
    also work with the vendors to have a continuous improvement
    over the current situation?
        Ms. Jacobson. Senator, I very much share your concern about
    the condition of housing. As described by Secretary Wormuth,
    housing is imperative for retention, readiness, and
    recruitment. This Congress, particularly with the leadership of
    this committee, has made transformative changes in the way
    housing oversight will be conducted, Department-level wide.
        As far as the Army is concerned, there is a new chain of
    command to oversee the provision of housing that will be led by
    Army Materiel Command with the involvement of base commanders.
    But also, significantly and importantly, the Tenant Bill of
    Rights, which gives soldiers and families a seat at the table,
    which gives them meaningful participation to make sure that
    their concerns are addressed, gives them a right for conflict
    resolution, and so forth, will also help in this regard.
        Also to the extent that the contractors have had certain
    impediments, as discussed previously by Senator Kaine, such as
    lack of ability to refinance to make these improvements and so
    forth, it is also important to work cooperatively with them to
    find solutions. Sometimes it might have to be voluntary because
    of the contract's long-term effect, but if they are willing to
    step up and make some voluntary improvements then I am also
    going to be willing to work with them in that regard, if
    confirmed.
        Senator Tillis. Yeah, and I think a part of working on the
    problem, to Senator Kaine's point, is to go back and rethink. I
    do know that these are long-term, bonded investments, so there
    are all kinds of complexities in it, but there seems to me some
    constraint that may have made sense at the time. But now you
    have, I think, almost 80 different contracts governing military
    installations in stovepipes, instead of looking at the
    portfolio across any one of the private contractors has to be
    looked at. It has to be fair.
        I am not going to go further, except to say I will be
    talking with you once you are confirmed about some of the
    health implications, because this military housing is not only
    unsafe or unclean housing, but there are a number of
    incidences, particularly with children and others, with
    respiratory conditions, mold, a number of other things, that we
    need to make sure that we are taking care of them after they
    have occupied what I consider to be unsafe housing.
        Mr. Hunter, I am running out of time, but I did want to ask
    you a question about going into the role. You know, how would
    you describe the current industrial base that supports the Air
    Force and Space Force right now in the United States?
        Mr. Hunter. Well, Senator, it is a relatively strong
    industrial base. I think we have world-leading companies across
    most of the major areas of the defense industry that you would
    look to. At the same time, it is an industrial base under
    challenge, because of COVID, because of other vulnerabilities
    in supply chain, gaps in our modernization approach which have
    led to fragility in the industrial base, particularly among
    small suppliers.
        So I think there is a real challenge there, and
    unquestionably the industrial base is critical to our national
    security, and so it is an area of focus and it will be a
    priority for me, if confirmed.
        Senator Tillis. Thank you, Mr. Wagner. I will submit a
    question for military family considerations, particularly
    something that I have seen where the Air Force is surprisingly
    behind some of the other service lines with respect to
    providing high-quality childcare. But I will submit that for
    the record.
        Thank you, Mr. Chair.
        Chairman Reed. Thank you, Senator Tillis. Let me now
    recognize, via Webex, Senator Manchin.
        Senator Manchin. Hello.
        Chairman Reed. We can hear you, Senator. We can see you
    now.
        Senator Manchin. Okay. Thank you. Thank you, Mr. Chairman,
    and for Ms. Jacobson, one of the technologies that I have
    advocated for developing to combat climate change are
    micronuclear reactors, and the Department of Defense has an
    unparalleled record for safety in operating nuclear reactors.
        One particular program I am following closely, from the
    Strategic Capabilities Office and the Department of Defense is
    Project, they call it Pele. It is spelled ``pele'' but it
    called, which will begin constructing prototype mobile
    microreactors next year. I have also included language within
    this year's NDAA to authorize level funding and incorporate on
    the National Guard and the reactors testing an evaluation,
    which the Army will be overseeing at the Ames National
    Laboratory in Iowa.
        So my question would be, how and where do you see a
    technology like this being used by the Army to offset
    greenhouse gas and ensure stable, reliable power and austere
    environments or after natural disasters?
        Ms. Jacobson. Senator, I think it is absolutely critical
    that we look at these sorts of technologies to promote energy
    security, energy resilience, and especially also operationally,
    in the field, not just on installations. The kind of technology
    you are talking about with microreactors and other technology
    that can promote grid independence and grid security on
    military bases, so that bases are not subject to power outages
    from either natural, physical, or cyber events is absolutely
    critical.
        Senator Manchin. If I may--and I am sure when you are
    confirmed, and you will be, if you could just commit that
    within 30 or 60 days, no later than that, that you will be
    brought up to speed on, if you have not already, be brought up
    to speed on this tremendous opportunity we have, and not just
    for the bases that we currently have, but basically as we are
    moving around the world, this is a very mobile type operation,
    mobile type of technologies that can present the reliable power
    that we need and not reliant on the areas that we may be in, in
    parts of the world. We just need you up to speed as quickly as
    we can, and we will come back and visit this again.
        Ms. Jacobson. If confirmed, I will get up to speed as
    quickly as possible and come back and discuss this with you. I
    would like to do that. Thank you.
        Senator Manchin. I would love to. Okay. Thank you.
        Also, to Mr. Camarillo and Mr. Hunter, the force for
    tomorrow's fight against a near-peer adversary requires
    significant investment in manpower, recruitment, training, and
    systems acquisition. I am a firm believer that the
    interoperability amongst the services lacks as much in systems
    as it does in the process of acquisition of assets.
        My question is, I would like to hear from each of you on
    your views of joint programs versus service-specific programs
    and how we can ensure every asset across the service is
    compatible to the other. The redundancy is sometimes just mind-
    boggling.
        Mr. Camarillo. Senator Manchin, I appreciate the basis for
    the question. I would share your view that we ought to pursue
    joint programs, where possible, certainly where they achieve
    similar requirements and make more effective and efficient use
    of taxpayer dollars. If I am confirmed, Senator, I commit to
    you that I would work within the Department to ensure that we
    are addressing that concern.
        Senator Manchin. How do we change the industrial base,
    basically, and get them to understand the need to change, so we
    can support interoperability? I understand the process. I have
    been around long enough to understand what goes on. The
    industrial base is quite strong and much needed, but they are
    not being responsible as far as with our taxpayers' resources,
    and also with our ability to have interoperability, no matter
    what the service, whether it is the Army or the Marines, the
    Air Force, the Navy, whoever. We are all one big military
    might, to defend our country.
        Anybody else want to speak on this? Guys, we need your help
    on this.
        Mr. Hunter. Senator, I would like to address that as well,
    and thank you for the question. You know, jointness is critical
    to the way that we operate, and we need to understand that as
    we acquire systems. There are a number of efforts that have
    sought to solve this problem or sought to at least mitigate and
    remove the chance for redundancy or for systems that cannot
    talk to one another. Famously, there are Air Force systems that
    were built by the same manufacturer that do not talk to one
    another, although that problem is being addressed.
        Senator Manchin. I know that very well, what you are
    talking about.
        Mr. Hunter. You know, I am aware the Air Force, you know,
    is taking a lead with its Advanced Battle Management Systems
    towards sort of joint, all-domain command and control, which is
    one effort to help us bring things together and to work
    jointly. If confirmed, I can pledge to you that I will work
    very carefully with my other service counterparts to address
    that need.
        Senator Manchin. Well, I also pledge to all of you that we
    will not let this fall by the wayside, because this is so
    important for our country but also for us to be able to defend
    ourselves in do it in a most prudent way possible, responsible
    way.
        Thank you all. Thank you, Mr. Chairman.
        Chairman Reed. Thank you, Senator Manchin, and Senator
    Sullivan, you are recognized, please.
        Senator Sullivan. Thank you, Mr. Chairman. Thank you to our
    witnesses for your willingness to serve our country, and your
    families' willingness to sacrifice, along with you.
        Let me get a commitment from each of you to come visit the
    great state of Alaska, maybe even in February or January? Can I
    get a commitment?
        Mr. Camarillo. Yes, Senator. Absolutely.
        Ms. Jacobson. Absolutely. I love Alaska, even in the
    winter.
        Mr. Wagner. Yes, sir. I am looking forward to coming back.
        Mr. Hunter. Yes, Senator.
        Senator Sullivan. Great. You know, the father of the Air
    Force, Billy Mitchell, called it ``the most strategic place in
    the world.'' Secretary Austin was recently in Alaska, visiting
    our troops. He pretty much said the same thing. I do not want
    to paraphrase him but it was pretty much close. Take a look at
    his press conference in Alaska.
        You know, on the Air Force side we will have, by the end of
    the year, over 100 fifth-generation fighters stationed in
    Alaska. You can get to the Taiwan Strait, Russia, Ukraine,
    anywhere, real fast--100. There is no place on the Planet Earth
    that has over 100 fifth-gen fighters but in my state. So very
    important in terms of the Air Force but also in terms of the
    Army.
        Mr. Camarillo and Ms. Jacobson, I recently was briefed by
    the Secretary of the Army and the Chief of Staff of the Army on
    the Army's Arctic strategy. It plans to establish a new, two-
    star headquarters, an operational headquarters, specially
    trained and equipped combat brigades, improved material
    readiness for extended operations all the Arctic, better-
    trained regional forces, and importantly, quality of life
    improvement for personnel. Can I get your commitment to work
    with me and the Secretary, your Secretary, and the Chief of
    Staff to fully implement that robust Arctic strategy that the
    Army put out?
        Mr. Camarillo. Yes, Senator. I definitely commit, and I
    want to thank you and congratulate you for calling attention to
    this important area of strategic competition.
        Senator Sullivan. Great. Thank you. Ms. Jacobson?
        Ms. Jacobson. Absolutely. I will provide whatever --
        Senator Sullivan. Have either of you read that Army Arctic
    strategy?
        Mr. Camarillo. Senator, I have.
        Senator Sullivan. Good. Have you?
        Ms. Jacobson. I saw a summary of it, Senator.
        Senator Sullivan. Good. Thank you. I look forward to
    working with you on that.
        Let me mention a related topic. Again, this has gone all
    the way to the chairman, the Secretary of Defense, not just
    Secretary of the Army. We had this amazing training, strategic
    location, although we have had problems, and one big one is a
    real troubling topic. Over the past 5 years, U.S. Army Alaska
    has experienced 32 suicides. Think about that. In the same
    period, 2016 to 2021, we lost 41 military members in
    Afghanistan in combat deaths due to hostile actions. So almost
    as many deaths by suicide, just in Alaska, in garrison, as we
    had in terms of combat deaths in Afghanistan.
        Can I get a commitment from all of you to again continue
    the focus--and this is from the Secretary of Defense on down,
    and the Secretary of the Army, the Chief of Staff of the Army--
    they are very focused on addressing this. I have a lot of
    appreciation for that. It is military installation. It is more
    morale welfare aspects. In Alaska they have a plan, they are
    implementing it, but I want to get your commitment that you
    will strongly support your leadership in the Army and DoD on
    the implementation of this. Literally lives are at stake. Too
    many good young men and women, the best, in my view, that our
    country has to offer, are taking their lives, a lot of them in
    my state, and it is very tragic.
        Mr. Camarillo. Yes, Senator, you have my commitment. It is
    deeply troubling.
        Ms. Jacobson. You have my commitment as well, Senator.
        Senator Sullivan. Thank you. Let me turn to our Air Force
    friends, Mr. Wagner and Mr. Hunter. Do you have any views on
    the E-3 AWACS replacement? Let me give you a quick anecdote.
    You know, the strategic competition, great-power competition is
    happening in the Arctic all the time--China, Russia. Last year
    you may have read about the Russians sent five different
    sorties at the same time to Alaska. They have never done
    anything that aggressive, and we had to go intercept these--our
    great men and women in the Air Force do this--five at the same
    time. Unbelievable, right? All the way up to Utqiagvik, down to
    Kodiak. Like they were essentially attacking our country, our
    state.
        The great men and women--and, by the way, women, too,
    flying these F-22s--went and intercepted these Russians. It is
    a dangerous mission, at night. We had no AWACS at the time to
    quarterback these missions. Very, very dangerous, because these
    AWACS break all the time. I think one was down in the Lower 48.
    Normally we have AWACS stationed in Alaska.
        Do you have a view on AWACS replacements, the E-3, maybe
    with the E-7 or other elements of this important aircraft that
    is old, and yet we need it, and this was a good example where
    we did not have it. Our great pilots did their job. Any views
    on that?
        Mr. Hunter. Senator, I think what you have described is
    certainly part of the challenge that we have with the Air Force
    of an aging fleet and the challenge of sustaining it, keeping
    our current fleet operating and also modernizing it, and
    enhancing our capabilities and ensuring that we can share
    information with all of our assets in the field.
        So, if confirmed, I would look forward to working with you
    on this and making sure that we have those command and control
    assets for both our tactical operations and also our strategic
    forces, and that those capabilities are meeting the need.
        Senator Sullivan. Great. Mr. Wagner?
        Mr. Wagner. Senator, I understand that having a sufficient
    number of pilots ready to fly these planes is critical to our
    readiness and our mission accomplishment, and if confirmed, I
    will look forward to working with you and the rest of the
    committee to make sure that we have the right pilots able to
    accomplish this incredibly important mission.
        Senator Peters. Thank you. Thank you, Mr. Chairman. I have
    a few more questions for the record that I will submit to the
    committee. Thank you.
        Chairman Reed. Thank you, Senator Sullivan. Senator Peters,
    please.
        Senator Peters. Thank you, Mr. Chairman, and to each of you
    congratulations on your nomination and thank you for being here
    today.
        Mr. Camarillo, you will be assuming the number two position
    at the Army at a time when the service is attempting to
    transform itself into a force capable of dominating 21st
    century warfare. That includes setting up a futures command,
    embracing multidomain operations, and, of course, bolstering
    our presence in the INDOPACOM.
        In Michigan, we have been proud to host the Detroit Arsenal
    for more than 80 years. The Ground Vehicle System Center in
    Detroit Arsenal is right now conducting groundbreaking research
    in how military vehicles of the future are going to be
    developed, how they are going to be operated, how they are
    going to be powered.
        So my question for you is, if confirmed, what will be your
    vision for developing an Army vehicle fleet that is autonomous,
    electric, and resilient?
        Mr. Camarillo. Senator, I am very familiar with the
    capabilities at the Ground Vehicle System Center and in the
    broader Detroit Arsenal, and certainly appreciate the role that
    combat vehicle modernization plays in our ability to meet
    threats in the future. As many know and have noted, our current
    combat fleet is extremely capable, but there are areas in which
    we need to invest in modernization to be able to have the next-
    generation capabilities.
        If I am confirmed, Senator, I would certainly work with the
    Secretary of the Army, certainly with other leaders in the
    Army, to ensure that these modernization programs and these
    efforts continue to move forward.
        Senator Peters. Great. Thank you.
        Mr. Hunter, the Air Force is eager to divest legacy systems
    from its inventory to free up funding and personnel for
    missions that are clearly aligned with the future direction of
    the services, you have articulated, and others. Yet the Air
    Force has struggled to bring online airframes into service,
    such as the F-35 and the KC-46.
        So my question for you is, if confirmed, you are going to
    be serving under an Air Force Secretary who is well versed in
    DoD acquisition policy and I know is eager for divestment, and
    you will be serving as the principal official driving that
    acquisition process. So my question for you is, how will the
    Air Force manage its desire to divest legacy systems, such as
    the KC-135, and the A-10, while also grappling with the, I
    should say, extensive acquisition issues related to the newer
    airframes, like the KC-46 and F-35, which are designed to
    replace the KC-135 and the A-10?
        Mr. Hunter. Well, Senator, excellent question. The
    challenge the Air Force has of engaging in strategic
    competition, competing with peer competitors, meeting the
    pacing threat, the requirement that that imposes on the Air
    Force to invest in modernization, combined with our challenge
    of sustaining an aging fleet, has created this dynamic,
    requiring Air Force leadership to think actively about how to
    allocate resources, how to achieve that balance.
        I know that the Chief and the Secretary have talked about
    identifying the core assets that the Air Force intends to
    leverage going forward to achieve its missions, and the 4+1
    approach, and if confirmed, I would look forward to engaging
    with them, to understand that strategy and to look at how the
    acquisition system can implement it.
        At the same time, I do believe strongly, as I have
    referenced earlier today that we need to make sure that we are
    providing the capabilities that our operational commanders
    need, and that does mean supporting the current force and
    enhancing its capabilities, where appropriate, so that it can
    meet mission needs. That is true for assets that we are
    bringing into the force, like the KC-46, to get that an
    operational aircraft to meet our operational needs as soon as
    possible, and for the aircraft that we are sustaining, and I
    will stop there.
        Senator Peters. Well, as the Air Force does move to
    consolidate the number of airframes, many installations in the
    Air Force may find themselves obsolete in that plan. So how can
    the Air Force modernize while also ensuring that we are not
    going to leave communities behind?
        Mr. Hunter. Well, Senator, some of my colleagues earlier
    talked about the strength of having community involvement and
    having engagement across the geographic range and the strength
    that diversity brings to that. I share those sentiments. When
    it comes to the acquisition system, we are typically somewhat
    agnostic as to where the ultimate operational location will be.
    But I would look forward to working with Secretary Kendall and
    the Chiefs within the Air Force and the Space Force on those
    issues, if confirmed.
        Senator Peters. Thank you, Mr. Chairman.
        Chairman Reed. Thank you very much, Senator Peters. Now let
    me recognize, via Webex, Senator Duckworth.
        Senator Duckworth. Thank you, Mr. Chairman. Mr. Camarillo,
    I wanted follow up on our conversation from last week. As chair
    of the Airland Subcommittee I am closely monitoring the Army's
    future vertical lift program. A modular systems approach, or
    MOSA, modernization effort within the future vertical lift
    cross-functional team's portfolio is a potential game-changer,
    not only for future vertical lift but other programs currently
    in development.
        Mr. Camarillo, given your background in acquisitions,
    logistics, and technology, can you talk a little bit about the
    importance of MOSA, and how can we leverage the lessons learned
    from future vertical lift to ensure that other modernization
    programs can benefit from this approach?
        Mr. Camarillo. Senator Duckworth, as we discussed before,
    certainly the ability to employ a modular open systems approach
    has two distinct advantages for the Army and for the Department
    writ large. First, it allows there to be greater competition in
    terms of the individual components that go into a larger
    platform or weapons system, and certainly it also allows the
    Army, in this case, to do technology insertion, so that we have
    the latest generation capabilities within those platforms.
        Certainly I would agree with you. The approach taken by the
    Army in future vertical lift has been a great example of what
    can work, because it really started from the bottom up. Before,
    you know, there were prototypes flying and being evaluated
    there were significant efforts to define a systems architecture
    that would allow everybody within the industrial base to
    understand what are the capabilities and what are the
    interfaces, et cetera, that need to be employed in order to
    develop these systems.
        That effort to define the architecture was one done with
    academia, with industry. It was very collaborative, and
    certainly if I am confirmed, I would work to make sure that we
    follow that example.
        Senator Duckworth. Thank you, and I would like to apply
    that to the broader DoD efforts. Do you see opportunities for
    the future vertical lift cross-functional teams experience in
    doing this, on implementing MOSA to not only inform, as you
    said, future Army programs but broader DoD efforts as well?
        Mr. Camarillo. Yes, Senator, I do, and I would certainly
    work with my colleagues in the other services to make sure that
    those lessons learned are distributed.
        Senator Duckworth. Can you think of any programs, any other
    opportunities do you see within the Army modernization
    priorities that we could apply these new practices? How do we
    improve our program management practices and build on lessons
    learned from FVL?
        Mr. Camarillo. Well, Senator, I think any of the portfolios
    of Army modernization in which we are looking to upgrade
    capability continuously over time and that we have the ability
    to do that technology insertion I referred to, whether it is in
    our ground combat vehicle portfolio, our other air missile
    defense portfolios, the same principle would apply in terms of
    the ability to do that and achieve capability improvements and
    cost savings over time.
        Senator Duckworth. Thank you. I think it is absolutely
    critical that the Army leverage best practices to run its major
    programs efficiently and deliver high-quality systems to
    soldiers on time and on budget. I think we owe it both to the
    warfighter and the American taxpayer.
        Shifting gears a little bit, Ms. Jacobson, I want to
    address another program intended to improve efficiency and
    deliver better value for our taxpayer dollars. Last year, I
    helped secure authorization to pilot the Army real property
    online tool to significantly improve the Army's unit stationing
    process and meet new or evolving mission requirements at lower
    cost.
        I appreciate that Rock Island Arsenal in Illinois is
    leading the first case study, developing and deploying this new
    capability through the online real property space availability
    application--we have got to come up with a good acronym for
    this. This tool is going to help installation officials at Rock
    Island Arsenal match the supply of available facilities and
    installation space with the demand from units and organizations
    all around the globe.
        Ms. Jacobson, how can the Army leverage tools such as the
    real property space availability application to make better use
    of existing inventory and reduce or avoid installation costs?
        Ms. Jacobson. Senator, I am a firm believer in efficiencies
    anywhere across government to save taxpayer dollars, and
    especially when there is a duplication of assets and
    facilities, and so forth, it is important to take stock of
    where the highest and best use for resources and assets can be
    deployed. If confirmed, I will look into this issue
    expeditiously and get back with you, and talk with Secretary
    Wormuth about recommendations, and then come back and report to
    you about how we can best accomplish this.
        Senator Duckworth. Thank you. I look forward to working
    with you. I think it is a real opportunity. You know, we have
    all these empty buildings with some of these installations and
    yet we have units going out and renting space across
    government, when we could actually be locating them on vacant
    installation properties.
        Thank you very much. I yield back, Mr. Chairman.
        Chairman Reed. Thank you very much, Senator Duckworth. Let
    me recognize, via Webex, Senator Rosen.
        Senator Rosen. Well, thank you, Chairman Reed, and, of
    course, Ranking Member Inhofe. I really appreciate you holding
    this hearing, and I want to thank the nominees for testifying
    here today and for your willingness to serve. It is really
    important.
        I want to talk a little bit about cyber readiness, because
    as our nation grapples with the aftermath of recent
    unprecedented cyberattacks, the U.S. is expected to face a
    shortage of 3.4 million--over 3 million skilled technical
    workers by next year. It is not sometime way in the future, but
    by next year.
        There are particularly large gaps in cybersecurity. DoD
    continues to face challenges addressing requirements for
    certain key skill areas, such as those in the cyber and STEM
    fields. To help address this shortfall, inspire future
    generations of talent, last year's NDAA included a bipartisan
    bill I introduced with Senators Rounds, Peters, and Blackburn,
    which authorized the Secretary of Defense to carry out a
    program to enhance the preparation of students in Junior ROTC
    for their training and education in the fields of STEM.
        This year's NDAA, as reported out of committee, included
    bipartisan legislation I introduced with Senator Blackburn to
    create a civilian cyber reserve, which will also help address
    cyber defense personnel needs.
        So Mr. Wagner, if confirmed, how would you recruit and
    train personnel in cybersecurity and, of course, all the other
    STEM fields that we need to ensure that the Air Force maintains
    its technological superiority?
        Mr. Wagner. Senator, thank you for that important question
    and for your work highlighting all of those key pieces of
    legislation. I understand that this committee has long worked
    hard to expand the authorities available to the Air Force to
    fight and win in the digital age, and I truly believe in now
    this golden age of space that the Air Force and the Space Force
    are uniquely positioned to attract and retain high-quality
    cyber talent.
        If confirmed, I will work closely to build military and
    civilian talent in software engineering, in cybersecurity, in
    coding, and related disciplines so that the U.S. can continue
    to maintain its technological edge, as well as leverage my
    private sector experience working with some of America's most
    innovative companies who face many of these same challenges.
        Senator Rosen. Well, thank you. I appreciate that. I want
    to just follow up a little bit, because how do you envision
    training the high-skilled airmen when NCOs, warrants, and even
    officers, they can oftentimes find more lucrative, more
    balanced work-life opportunities in the private sector? So how
    are you going to navigate that?
        Mr. Wagner. Senator, there is no mission like there is
    defending this nation and our national security, and some of
    the roles that airmen and guardians will play in the cyber
    field are unique. You cannot do that in private industry. You
    certainly cannot do that in Silicon Valley.
        So making sure we have the right amount of training, making
    sure it is effective will help both increase our ability to
    recruit the best America has to offer and retain them. Because
    what I have learned consistently is that mission matters, and
    if confirmed, I really look forward to engaging further with
    you and the rest of this committee to maintain that important
    mission, so critical to our readiness.
        Senator Rosen. Thank you. I want to move over to you, Mr.
    Hunter, because I am worried about some of the risks to our
    defense industrial base, because DoD's fiscal year 2020, the
    Annual Industrial Capabilities Report, it highlighted a number
    of risks affecting the defense industrial base, including the
    presence of foreign suppliers and critical supply chains,
    again, addressing what we just had talked about, poor
    cybersecurity, constrained domestic production capacity,
    workforce challenges, among other things.
        So Mr. Hunter, what are the highest-priority defense
    industrial base risks you believe are facing the Air Force
    today, and what steps would you take to pursue to mitigate
    these risks, if confirmed?
        Mr. Hunter. Well, Senator, I agree with you that there is a
    huge challenge facing the supply chain. There are a number of
    vulnerabilities that have been identified by the Department,
    and by the companies that work for the Department, and those
    are things that require us to take a significant focus. That is
    a commitment that I know several leaders in the Department
    today--Secretary Kendall, Secretary Austin, and others--have
    made. If confirmed, I would look forward to working with them
    on that.
        I would highlight, you know, I mentioned that some of our
    top priority programs are those associated with nuclear
    modernization. We certainly have supply chain issues associated
    with those programs. In addition, when you look at emerging
    technology that is an area where some of our peer competitors
    have been very actively working to take technology from U.S.
    suppliers and also to gain leverage over companies in the
    United States. So that will be another primary focus, if
    confirmed.
        Senator Rosen. Thank you, Mr. Chairman. I see my time is
    up. I will submit the rest of my questions for the other
    nominees for the record. Thank you.
        Chairman Reed. Thank you, Senator Rosen. Let me recognize
    Senator Kelly, please.
        Senator Kelly. Thank you, Mr. Chairman, and congratulations
    on each of the nominees, and thank you for your willingness to
    continue to serve our nation.
        If confirmed, I hope you will all spend some time in the
    great state of Arizona and meet the dedicated men and women
    serving in the many military installations in our state.
        Ms. Jacobson, I have got a few questions about combatting
    climate change on our Army installations, in Arizona,
    specifically. The Army has greatly benefited from the Readiness
    and Environmental Protection Integration, or REPI, program,
    which aims to protect the military's vital test and training
    missions. Likewise, Sentinel Landscapes, a partnership between
    the Departments of Agriculture, Defense, and Interior, along
    with state and local agencies in the private sector have been
    successful in reducing encroachment and protecting natural
    resources and wildlife habitat.
        In the West, where installations often rely, in part, on
    groundwater, and the program's ability to protect water
    resources during historic drought, it is especially valuable.
        So if confirmed, will you continue to support the Army's
    participation in both the REPI and Sentinel Landscapes
    programs?
        Ms. Jacobson. Senator, thank you for that question that is
    something very near and dear to me. I think I was the signatory
    on the MOU for the Sentinel Landscapes program while I was at
    Department of Interior.
        So having said that, these are vitally important programs.
    They are innovative. They demonstrate public-private
    partnerships because these programs involve, by necessity, land
    trusts, states, counties, willing landowners, tribes, and other
    Federal agencies, in cooperation, in recognition that these
    resources are important for conservation purposes, but not only
    conservation purpose, for military readiness and training and
    also resiliency.
        If confirmed, I will absolutely make it a priority that
    these programs continue as successfully as they have in the
    past. Thank you.
        Senator Kelly. Thank you. Do you support using these
    programs for protecting ranges from encroachment, including
    electronic ranges, like the Electronic Proving Ground at Fort
    Huachuca?
        Ms. Jacobson. Absolutely, Senator. This committee
    leadership in successive defense bills has expanded the
    authorities, particularly of the REPI program, so that it can
    be used to mitigate all sorts of potential threats, including
    the threats you described today.
        Senator Kelly. Well, thank you. As required by Section 335
    of the fiscal year 2018 NDAA, the Army submitted a list of the
    10 U.S. installations most at risk from recurring flooding,
    drought, desertification, wildlife, thawing, permafrost, and
    rising sea levels. This list included two Army installations in
    Arizona--Yuma Proving Grounds and Fort Huachuca--and listed
    what they called desertification as the primary concern.
    Desertification is actually a fairly widespread challenge and
    was identified as the primary climate driver for 9 of the 10
    listed Army installations.
        It is important that we ensure responses are tailored for
    the specific needs of each of these 9 installations. So I am
    concerned that the Army treated both Arizona installations the
    same, despite the differences in the Koppen climate
    classification for the two bases. Fort Huachuca is a cooler,
    semi-arid climate while Yuma is valued by the Army for testing
    work specifically because of the hot desert climate. So they
    are a little different. There are also significant differences
    in annual rainfall between the two installations.
        I further note that the Army's ranking did not appear to
    take into account the significant steps taken by installations
    in Arizona to ensure sustainable operations, including reducing
    water usage and preserving habitat. These same efforts have
    been acknowledged in our committee's fiscal year 2021 NDAA
    report.
        So if confirmed, will you agree to carefully review the
    Army's analysis of installations where the primary driver of
    climate change is desertification?
        Ms. Jacobson. Absolutely, Senator. The Army does have in
    place a number of tools that should take into account those
    kinds of distinctions in planning and addressing specific
    threats from climate change, and if confirmed, I will look
    specifically at the desertification questions, and I am happy
    to report back to you, if confirmed.
        Senator Kelly. Well, thank you, and in that review I would
    ask you to do a couple of things. One is recognize the impact
    of successful programs undertaken by Army installations, like
    Fort Huachuca to reduce water usage, and take steps to avoid
    categorizing challenges by state or region and ensure that the
    Army properly differentiates between bases by considering the
    unique circumstances of each installation.
        Ms. Jacobson. Absolutely, I will take those considerations
    into account in examining these issues, if confirmed.
        Senator Kelly. Well, thank you, and I encourage you, after
    you are confirmed, to work with regional and Federal
    stakeholders to continually strengthen collaborative efforts to
    address these critical issues. So thank you very much.
        Ms. Jacobson. Absolutely.
        Chairman Reed. Thank you, Senator Kelly. Let me thank the
    witnesses for their very, very informative testimony, and also
    thank you for your service previously and your expected
    service. I look forward to your confirmation.
        Thank you very much. With that I will adjourn the hearing.
        [Whereupon, at 11:39 a.m., the Committee adjourned.]
                                    ------

        [Prepared questions submitted to Mr. Andrew P. Hunter by
    Chairman Reed prior to the hearing with answers supplied
    follow:]

                            Questions and Responses
                                     duties
        Question. Section 8016 of title 10, United States Code, provides
    that the Assistant Secretaries of the Air Force shall perform such
    duties and exercise such powers as the Secretary of the Air Force may
    prescribe, and that the principal duty of the Assistant Secretary of
    the Air Force for Acquisition, Technology, and Logistics (ASAF(AQ))
    shall be the overall supervision of acquisition, technology, and
    logistics matters of the Air Force.
        What is your understanding of the duties and functions of the
    ASAF(AQ)?
        Answer. My understanding is that the Assistant Secretary of the Air
    Force for Acquisition, Technology and Logistics serves as the Service
    Acquisition Executive (SAE) and the Senior Procurement Executive (SPE)
    for the Department of the Air Force. The position serves as the SAE for
    the U.S. Air Force and the U.S. Space Force until such time as a
    separate SAE is confirmed for the U.S. Space Force, per the direction
    in the Fiscal Year 2020 National Defense Authorization Act. It is the
    senior position authorized to exercise, on behalf of the Secretary,
    overall responsibility for acquisition functions within the Department
    of the Air Force to include enforcing all relevant acquisition
    regulations, policies, and procedures; serving as the Milestone
    Decision Authority for programs delegated to the SAE; and managing the
    Department of the Air Force science and technology program.
    Additionally, the Assistant Secretary for Acquisition, Technology and
    Logistics is responsible for leading the acquisition workforce.
        Question. What recommendations, if any, do you have for changes in
    the duties and functions of the ASAF(AQ) as set forth in section 8016
    of title 10, United States Code, or in Department of Defense
    regulations pertaining to functions of the ASAF(AQ)?
        Answer. I have no recommendations for changes in the duties and
    functions of the position at this time; however, if confirmed, I will
    continually evaluate the need for any modifications to the duties and
    functions of the position and will keep Congress apprised of my
    findings.
        Question. If confirmed, what additional duties, if any, do you
    expect the Secretary of the Air Force to prescribe for you?
        Answer. I am not aware of any additional duties likely to be
    assigned to the position at this time. If confirmed, I will diligently
    perform the duties of the ASAF(AT&L) and I will be ready to execute any
    additional duties as directed by the Secretary of the Air Force.
                        major challenges and priorities
        Question. In your view, what are the major challenges that you
    would confront if confirmed as ASAF(AQ)?
        Answer. If confirmed, I anticipate confronting several major
    challenges in this position. The
        Department of the Air Force is a critical part of the United States
    efforts, along with our allies, to promote and maintain open and free
    political and economic systems in a strategic competition with peer
    competitors. Success in this competition requires making and managing a
    range of key investments which will serve as major challenges for the
    ASAF(AT&L) position. Modernizing the capabilities of the U.S. Air Force
    and the U.S. Space Force are national priorities, particularly the core
    elements of the U.S. nuclear deterrent. In addition to managing
    individual modernization programs, the Department must structure and
    manage its acquisition processes to enable sustained innovation, which
    requires improvements in the acquisition of software and software-
    intensive systems as well as related enabling investments in the
    acquisition workforce. In addition, the Department is a leading element
    of the U.S. research and development enterprise which must invest
    wisely to ensure that it continues to underpin U.S national security
    and economic vitality over the long term.
        Question. If confirmed, what plans do you have for addressing each
    of these challenges?
        Answer. If confirmed, I will work closely with the Department's
    leadership and the Congress to ensure sound management of Department of
    the Air Force acquisition programs by actively managing programmatic
    risks and working closely with the operational community to focus on
    addressing key warfighters requirements and fielding capability at pace
    with operational needs. To enable sustained innovation, I would work to
    leverage the tools Congress has provided to accelerate the fielding of
    new capabilities from both traditional and non-traditional partners and
    ensure effective acquisition of software through adapting acquisition
    processes to enable best practices in software development and
    cybersecurity, along with developing related skill sets in the
    acquisition workforce. To ensure effective investment in research and
    development, I would work closely with Department leadership to
    resource this area and extend and enhance ongoing Air Force efforts to
    align this investment with national and Departmental priorities,
    effectively leveraging related private sector investment and
    encouraging the development of innovative firms.
        Question. If confirmed, what management actions and timelines would
    you establish to address each of these challenges?
        Answer. If confirmed, I will engage immediately in assessing the
    current acquisition programs of the Department of the Air Force, the
    state of the Department's efforts to adapt its processes and workforce
    for sustained innovation, and the Department's management of its
    research and development investment. I will focus on ensuring that the
    SAF/AQ and SAF/SQ organizations are actively engaged with the Air and
    Space Staff organizations to ensure efforts critical to our national
    security are correctly prioritized and delivering needed capabilities.
    I will work with industry to ensure effective and accountable
    relationships that leverage and develop world leading capabilities with
    secure and resilient supply chains, and also work with Congress to
    understand and align our efforts according to our common priorities.
    Once I have completed these assessments, I would work closely with
    Departmental leadership to direct efforts to address the plans I've
    articulated as well as effectively implement direction from the
    Congress, the President, and the Secretary.
        Question. If confirmed, what broad priorities would you establish
    and how would you measure progress in achieving these priorities?
        Answer. If confirmed, I will establish my priorities in alignment
    with the plans and initiatives outlined in the previous questions as
    well as those of the Office of the Secretary of Defense and the
    Secretary of the Air Force. I will ensure these priorities are
    communicated to the acquisition community to ensure its efforts align
    with my objectives. If confirmed, I will work with Department
    leadership and the Congress to measure progress from clear, objective,
    and realistic metrics that emphasize the delivery of operational
    improvements and new capabilities along with demonstrated process
    improvement. The effectiveness of government research and development
    investments is very evident over longer time frames, but is often hard
    to measure in the short term. If confirmed, I would work with
    Department leadership and Congress to identify and monitor useful
    metrics for this investment.
                            relations with congress
        Question. If confirmed, what actions would you take to sustain a
    productive and mutually beneficial relationship between Congress and
    the Office of the ASAF(AQ)?
        Answer. If confirmed, first and foremost, I will establish and
    maintain open lines of communication with members of the Congressional
    Defense Committees and their staff. Frequent and timely updates on the
    Department of the Air Force programs are paramount to executing the
    acquisition mission and ensuring proper oversight. If confirmed, I look
    forward to working closely with Congress on all matters of
    acquisitions.
                                     budget
        Question. If confirmed, by what standards would you measure the
    adequacy of the Air Force funding for the programs under your purview?
        Answer. If confirmed, I will routinely assess the programs under my
    purview to ensure they are appropriately funded to deliver needed
    capabilities and manage programmatic risk. I will work closely with the
    Air Force and Space Force system commands to ensure that we are
    investing appropriately in the workforce to deliver the near term and
    long-term capabilities that nation requires. And, for overall
    acquisition funding, I will ensure appropriate balance across near term
    investments that can sustain and transform the current force and
    longer-term advancements for the future force.
                                  acquisition
        Question. If confirmed, what would be your plan for improving Air
    Force acquisition activities?
        Answer. If confirmed, improving Department of the Air Force
    acquisition will be my central priority. I will approach all working
    relationships with Department leadership, the USD(A&S), the USD(R&E),
    the Joint Chiefs of Staff, Chief of Staff of the Air Force, Chief of
    Staff of the Space Force, and the Air Force acquisition workforce with
    the `one team, one fight' mindset. Establishing strong working
    relationships with these organizations is an important first step. From
    there, if confirmed, I will work with to adapt our acquisition process
    to identify, support, and enable best practices in the acquisition
    enterprise, including relevant best practices from the private sector.
    There is a clear need today to adapt our processes to enable better
    software acquisition and cybersecurity. There is also a need to work
    with industry to ensure secure and resilient supply chains for our key
    capabilities. If confirmed, these areas would be among my top initial
    priorities.
        Question. What do you perceive to be the recent successes and
    shortfalls in Air Force acquisition activities?
        Answer. I believe that the Department of the Air Force has a number
    of major acquisition programs that are built on solid foundations of
    good analysis, prudent planning, and effective risk management,
    especially those which are currently modernizing the nation's nuclear
    deterrent. There are many newer programs which are seeking to leverage
    rapid prototyping and new approaches to rapidly demonstrate capability
    and aggressively identify and address programmatic risks. If confirmed,
    I will assess these programs to ensure that they are being effectively
    managed to deliver needed capabilities. I am encouraged to see the
    Department embracing digital acquisition principles and taking steps to
    develop adaptable systems with the ability to evolve capabilities at
    the speed of relevance. I see effective sustainment of existing Air
    Force and Space Force capabilities as a clear area of challenge. As
    part of this, effective management of contracts and contractors is
    needed to improve the outcomes the acquisition system is providing to
    warfighters.
        Question. If confirmed, what steps would you take specifically to
    improve oversight in the requirements determination, resource
    allocation, and acquisition management processes?
        Answer. If confirmed, I will work with the Chief of Staff of the
    Air Force and the Chief of Space Operations to establish cost effective
    and achievable requirements for future programs with a focus on meeting
    current operational needs and preparing for future operational needs as
    part of a sound concept of operations. A key part of this effort will
    require being able to articulate and effectively engage over time with
    clearly identifiable units and organizations that represent the user
    community. I will team with Air Force financial management and
    strategic planning leaders to ensure the budget is allocated and
    managed to deliver the right solutions to Department of the Air Force
    requirements. I will work closely with the Program Executive Officers
    and the System Commands to ensure effective acquisition management by
    improving the skills of the acquisition workforce and providing sound,
    consistent, and appropriate acquisition policy direction. The
    Department also needs to work with industry, academia, and our
    warfighters to develop solutions to problems using careful problem
    definition that informs requirements. If confirmed, I will ensure the
    requirements are achievable on a reasonable timeline and I will
    advocate for and use improved modeling and simulation capabilities,
    digital tools, and experimentation/ prototyping to reduce risk and
    inform concept development.
        Question. How can the Department of Defense and the Air Force
    better access and integrate commercial and military technology to
    remain ahead of potential adversaries?
        Answer. If confirmed, I will work closely with the Secretary and
    military leadership to identify technologies that can make a difference
    in the Department of the Air Forces performance of its missions and
    enable effective concepts of operations. When relevant technologies are
    identified, I will work to enable their acquisition. For many
    commercial and military technologies, especially those that are
    software-intensive, timely acquisition will require the development of
    new business models that enable more rapid development and adaptation
    of technologies while effectively aligning industry's incentives with
    meeting the Department's needs. It is my understanding that AFWERX,
    along with several of the Department's other elements and offices such
    as the Defense Innovation Unit, have pioneered several promising new
    business models designed for this purpose. If confirmed, I will work
    closely with the leaders of these organizations to further foster and
    develop these efforts.
        Question. What roles do you see for developmental planning,
    prototyping, and experimentation in the fielding of future Air Force
    capabilities?
        Answer. I believe that both commercial and military technology must
    be understood as key enablers for military missions that are carried
    out to advance the national defense strategy and must integrate into
    concepts of operations designed to meet challenges from a wide range of
    potential adversaries. The most stressing of these potential
    adversaries are peer competitors with aggressive modernization
    programs. The United States is challenged to effectively integrate and
    adapt the technologies needed to address advances made by these
    competitors. If confirmed, I would look to accelerate technology
    maturation and demonstration through prototyping and experimentation to
    allow the Air Force to take advantage of innovations from the
    commercial realm, defense industry, or academia at a faster pace.
        Question. How would you propose the Air Force better plan and
    prepare for weapon system sustainment as part of its acquisition
    activities?
        Answer. Effective sustainment requires good planning and it is one
    of the Department of the Air Force's key challenges. If confirmed, I
    will work with the Air Force sustainment community, industry, and other
    services to review the current methods for sustainment planning and
    ensure data-driven updates to sustainment methods. I believe
    sustainment is an area where digital engineering can play a large role
    in improving outcomes.
        The National Defense Authorization Act (NDAA) for fiscal year 2020
    created the Senate-confirmed position of Assistant Secretary of the Air
    Force for Space Acquisition and Integration. Under that provision,
    beginning in fiscal year 2022, this new Assistant Secretary will assume
    responsibilities of the Service Acquisition Executive (SAE) for the
    Space Force.
        Question. What is your vision for the transition of appropriate SAE
    responsibilities to the newly established Assistant Secretary of the
    Air Force for Space Acquisition and Integration?
        Answer. If confirmed, I would serve as the Service Acquisition
    Executive for the Department of the Air Force and support work to
    stand-up the new office. Once a Space Service Acquisition Executive is
    confirmed, I will ensure a seamless transition of responsibility and
    applicable authorities.
        Question. If confirmed, what role would you play in Space Force
    acquisition activities until such transition occurs?
        Answer. If confirmed, I will perform the responsibilities of the
    Service Acquisition Executive for space programs within the Department
    of the Air Force until there is a confirmed Assistant Secretary of the
    Air Force for Space Acquisition and Integration.
                          cost and schedule estimates
        Question. The Government Accountability Office (GAO) has reported
    that the Air Force's use of unrealistically optimistic cost and
    schedule estimates is a major contributor to cost growth and program
    failure.
        What do you perceive to be the adverse effects of the Air Force's
    use of unrealistically optimistic cost and schedule estimates?
        Answer. Historically, poor cost and schedule estimation has
    resulted in damaging churn in the Air Force's modernization portfolio
    and has sometimes led to shortfalls in operational capability and
    waste. If confirmed, I would assess the Department of the Air Force's
    cost and schedule estimates for its acquisition programs, including
    GAO's review of these programs, and make necessary and/or appropriate
    adjustments.
        Question. If confirmed, how would you propose to counter or
    mitigate these adverse effects?
        Answer. I understand that unrealistically optimistic cost and
    schedule estimates lead to unachievable expectations, as well as
    eventual program performance issues. If confirmed, I would ensure
    appropriate cost and schedule analysis is being conducted and that
    programs that are off course are reevaluated.
        Question. What steps do you believe the Air Force can and should
    take to ensure that cost and schedule estimates are fair and
    independent, and that such estimates provide a sound basis for
    decision-making on Air Force programs?
        Answer. If confirmed, I would abide by the policies adopted by the
    Department of Defense for Major Defense Acquisition Programs, which
    require the development of an Independent Cost Estimate by a cost
    agency external to the Service to be considered as part of program
    milestone reviews and when establishing program baselines. For other
    programs, I will ensure program managers are providing the Milestone
    Decision Authority (MDA) cost estimates at the necessary confidence
    level at decision reviews, pulling in Air Force Cost Analysis Agency
    for estimates, where needed. These cost estimates must identify the
    total ownership cost and major cost drivers so the MDA can make an
    informed decision before proceeding.
       software activities and acquisition of information technology (it)
        Question. What is your understanding of the role of the ASAF(AT&L)
    with respect to IT acquisition and software activities of the Air
    Force?
        Answer. If confirmed, I will be the Service Acquisition Executive
    for all Department of the Air Force IT acquisition programs and I will
    play a key role in transforming the software activities of the
    Department. I would work to enable adoption of innovative software best
    practices, cyber security solutions, artificial intelligence and
    machine learning technologies across programs, while lowering barriers
    to agile software development and
                                 it innovation.
        Question. If confirmed, how would you plan to address systemic and
    persistent cultural, process, and technical barriers to improving the
    Air Force's treatment of software activities and IT acquisition?
        Answer. If confirmed, I will make it a priority to understand where
    the Department of the Air Force stands in terms of software activities
    and IT acquisition. I will work across the acquisition and IT
    communities to address cultural, process, and technical barriers to IT
    innovation, as this is integral to providing warfighting capability.
        Question. If confirmed, how would you work with the research and
    testing community, the Air Force's Chief Information Officer, and with
    the other Military Services--including their Chief Information
    Officers--in the development and deployment of Air Force business IT
    systems?
        Answer. Development and deployment of IT systems is of great
    importance to every Service and Department and there is much to be
    learned from and leveraged by each other. If confirmed, I will work
    with the Department of the Air Force Chief Information Officer, and
    those of the other Services, to collaborate on ways to harness software
    development innovation, including institutionalizing DevSecOps to
    address security issues early on in the development life cycle of our
    systems.
        Question. If confirmed, what major improvements would you make in
    the Air Force's development and deployment of major IT systems?
        Answer. If confirmed I will quickly seek to understand the current
    Department of the Air Force practices for development and deployment of
    IT systems, with the intent to optimize efficiency and to meet the
    changing needs of its mission and objectives. If confirmed, I will
    encourage the continued use of modern business methods, as they apply
    in a Department of the Air Force context, to better leverage both
    Government and industry best practices to help the Department reduce
    cost, exceed performance expectations, and meet schedule goals.
        Question. If confirmed, what would be your highest priority IT and
    software-related initiatives?
        Answer. Working to adapt the Department of the Air Force's policies
    and practices to enable better acquisition of software and IT would be
    one of my highest priorities, if confirmed. The Department of the Air
    Force's approach to the acquisition of software and software-intensive
    systems must enable the regular upgrade of these systems in weeks and
    months, not years. I would carefully assess the status of the
    Department's the IT and software-related initiatives so I have a full
    understanding of the landscape. Where there are potential gaps or there
    is a lag in progress I would make it a priority to address that
    challenge.
        Question. In your view, what is the appropriate relationship
    between the Air Force's efforts to implement enterprise IT programs and
    supporting computing services and infrastructure to support Air Force
    missions, and the efforts being undertaken by the Defense Information
    Systems Agency?
        Answer. I understand the Defense Information Systems Agency (DISA)
    conducts Defense Information Network operations for the joint
    warfighter to enable lethality across all warfighting domains. If
    confirmed, I will learn more about the touch points and synergistic
    work between DISA and the Department so I can make an assessment on the
    appropriate relationship between the Department and DISA.
        Question. If confirmed, how would you ensure that appropriate
    business process reengineering is undertaken and accomplished before
    initiating new business systems, IT program development, and
    deployment?
        Answer. During an age in which technology disruption is the norm
    and business models must constantly change to adapt, business process
    reengineering is a journey of continuous reinvention. If confirmed, I
    would partner with the DAF CIO and Chief Management Officer to ensure
    that business models are adaptable and support continuous business
    transformation.
        Question. If confirmed, how would you coordinate the development or
    procurement of cloud computing services within the Air Force with other
    Department of Defense and federal government cloud computing
    initiatives?
        Answer. If confirmed, I would assess the Department of the Air
    Force's cloud computing initiatives as well as related initiatives
    across DOD to ensure that the Department of the Air Force is
    appropriately coordinated and leveraging the work of other entities.
        Question. In your view, what is the appropriate role for cloud
    computing capabilities in Air Force acquisition, research, testing, and
    logistics programs and activities?
        Answer. I expect that cloud computing will be a key enabler for
    Department of the Air Force acquisition, research, testing, and
    logistics program and activities. Acquisition is a highly complex
    undertaking and cloud computing offers access to scalable processing
    power, massive data storage and information sharing, and access to
    innovative algorithmic capabilities. These attributes are necessary for
    digital engineering and sophisticated modeling and simulation. If
    confirmed, I will examine this area and determine the appropriate role
    for cloud computing capabilities in the Department of the Air Force.
        Question. Where do you believe the best opportunities for
    collaboration and joint execution between the Air Force and Defense
    Digital Service (DDS) might exist?
        Answer. I understand the Defense Digital Service (DDS) team
    includes software developers, engineers, data scientists, designers,
    product managers, and digital experts from the private sector and
    within Government. If confirmed, I look forward to learning more about
    the work of DDS and finding opportunities for collaboration and joint
    execution.
                                  contracting
        Question. What are the major challenges facing the Air Force with
    respect to contracting activities?
        Answer. I understand that the Air Force has a robust contracting
    capability, one that was leveraged by the nation to great benefit to
    acquire life-saving vaccines, medicines, and PPE to combat COVID-19. At
    the same time, I understand that there have been challenges with
        Air Force contract management, including with long-term fixed price
    contracts that have sometimes delivered subpar performance and hindered
    solving warfighter problems. If confirmed, I look forward to working
    with the Department's leadership, including the Deputy Assistant
    Secretary for Contracting, to analyze the challenges, develop options,
    and execute solutions.
        Question. If confirmed, how would you drive greater use of flexible
    contracting authorities while also ensuring appropriate oversight of
    such use?
        Answer. If confirmed, I will engage with the Heads of Contracting
    (HCA) for the Air Force and Space Force to assess current use of
    flexible contracting authorities available and identify opportunities
    for improved use. Additionally, I would work with the Committee to
    identify and scope additional authorities that may enhance the
    effectiveness of acquisition.
        Question. What additional flexible contracting authorities might
    you recommend the Congress enact?
        Answer. At this time, I do not have any recommendations regarding
    additional authorities. However, if confirmed, I will engage with
    Program Executive Officers and the HCA for the Air Force and the HCA
    for US Space Force to assess any additional authorities that may be
    needed in the future to enhance the effectiveness of acquisition.
    Additionally, I would work with the Committee to identify and scope
    additional authorities that may be of benefit.
        Question. In what instances do you believe the Air Force should use
    fixed price contracts for development programs?
        Answer. If confirmed, I will assess the maturity of a program,
    technology risk within a program, and other factors to determine the
    appropriate contract type for that program. This is a decision that is
    unique for each program. A fixed-price development contract should only
    be used if there is appropriate program maturity and risk, which is
    rare.
        Question. Do you perceive that the Air Force is making appropriate
    use of non-FAR-based contracting approaches, such as Other Transaction
    Authority (OTA)? If confirmed, how might you modify the Air Force's
    efforts to and processes for the use of these approaches?
        Answer. In addition to a solid policy foundation for using these
    instruments, which I believe the Department of the Air Force has
    established, success with these contracting approaches depends
    critically on a skilled workforce with experience using these non-
    traditional instruments. If confirmed, I will continue to encourage the
    development of the necessary capacity to use these approaches to
    bolster business agility across a broader DOD and economic spectrum.
        Question. If confirmed, how would you ensure that Air Force
    personnel are properly trained in the use of non-FAR-based contracting
    methodologies?
        Answer. If confirmed, I will ensure Department personnel are
    properly trained in non-FAR-based contracting methods through organic
    training programs for organizations likely to benefit most, leverage
    use of Defense Acquisition University to provide training on Other
    Transactions, and leverage other tools like the Periodic Table of
    Acquisition Innovations that provides examples of use.
        Question. In your view, what are the general advantages and
    disadvantages of FAR and non-FAR based contracting approaches,
    respectively?
        Answer. Other Transactions can offer less barriers for non-
    traditional vendors and small businesses, as well as providing
    flexibilities necessary to adopt and incorporate business practices
    that reflect the broader commercial industry standards, best practices,
    and norms. It also allows for sole source follow-ons to enable
    continuity and reduce time for production contracts following
    prototyping.
                        multiyear procurement contracts
        Question. Section 2306b of title 10, United States Code,
    establishes the criteria that are prerequisite to a Military
    Department's exercise of multiyear contract authority.
        What types of programs are appropriate for the use of multiyear
    contracts, in your view?
        Answer. When a present value analysis shows that a multiyear
    contract will result in a significant savings to the Government over
    annual contracts and the program promotes the national security of the
    United States, exercising this authority is appropriate. When the
    criteria at 10 U.S. Code Sec.  2306b(a) are met, multiyear contracts
    have the potential to generate not only savings to the Government but
    they can present strong incentives to industry to reduce negotiated
    amounts through long-term agreements with suppliers, enhance facilities
    investment, increase production capacity, and reduce risk through
    production process improvements.
        Question. If confirmed, how would you ensure that the Air Force
    fully complies with the requirements of section 2306b?
        Answer. If confirmed, I will ensure the Air Force fully complies
    with the requirements of section 2306b.
        Question. What is your understanding of the requirement that a
    multiyear contract result in ``significant savings,'' as compared to
    the cost of carrying out a program through annual contracts?
        Answer. Although section 2306b and the Federal Acquisition
    Regulation do not quantify ``significant savings,'' the Government must
    seek maximum savings when pursuing multiyear procurements. As outlined
    in House Conference Report 114-270, a 10 percent savings over the cost
    of an annual contract is a key evaluation threshold. However, each
    program must stand on its own merits and the present value analysis
    should be evaluated based on the circumstances surrounding the
    immediate acquisition to determine the benefits to the Government and
    industry.
        Question. What is your understanding of the requirements regarding
    the timing of a Department of Defense request for legislative
    authorization of a multiyear procurement contract for a particular
    program?
        Answer. Proposed multiyear contract costs must be provided with the
    President's budget submission or as a budget amendment. A multiyear
    procurement contract may not be initiated if the contract would exceed
    $750 million unless authority for the contract is specifically provided
    in an appropriations act and also authorized. The Department of Air
    Force and Congress must be committed to ensuring sufficient funds are
    provided to complete the multi-year contract at planned production
    rates.
        The Navy budget request for fiscal year 2022 included insufficient
    funding to avoid breaking a multiyear contract for the DDG-51 destroyer
    program. The committee views this action as breaking a moral commitment
    from the Department to fully fund multiyear procurement programs for
    the duration of the contract. Such an action should only be taken in
    the direst of circumstances. The Air Force is also managing a number of
    multiyear contracts.
        Question. Can you assure the committee that you intend to fully
    fund all multiyear contracts within the purview of the Air Force in
    future budget request and that you would only recommend a budget
    request that fails to do so in a dire emergency?
        Answer. Yes, if confirmed, my intent is to work with Department of
    the Air Force leadership to fully funding multiyear contracts in budget
    requests.
                            middle tier acquisition
        Question. Section 804 of the Fiscal Year 2016 NDAA authorized DOD
    to employ an acquisition approach (``Middle Tier Acquisition'') that
    was intended to support the rapid delivery of new capability to meet
    emerging operational needs.
        In your view, what benefit has the Department of the Air Force
    derived from its use of Section 804 authorities?
        Answer. In my view, Section 804 authorities have provided a toolset
    that has enabled a wide variety of rapid prototyping efforts with the
    potential to meaningfully reduce risk and establish new pathways toward
    the fielding of needed capabilities. Like any powerful tool, the key
    determinant of Section 804's utility is how this toolset is used. If
    confirmed, I would anticipate leveraging Section 804, working with
    Department leadership and the Congress, to ensure we deliver
    capabilities to the warfighter at the speed of relevance.
        Question. What risks have accrued and been accepted by the Air
    Force as a consequence of the use of these authorities?
        Answer. If confirmed, I will ascertain how these authorities are
    being used and ensure programs are properly mitigating associated
    risks.
        Question. If confirmed, what processes would you put in place to
    ensure appropriate oversight of the Department's use of 804
    authorities? Please explain your answer.
        Answer. If confirmed, I will assess the oversight applied to these
    authorities and work with Department leadership and the Congress to
    implement any needed changes.
        Question. What best practices can the Air Force employ to generate
    realistic and technically achievable specifications, particularly in
    sophisticated, rapidly-evolving technical areas such as cybersecurity,
    hypersonics, and artificial intelligence?
        Answer. The areas identified are all areas where the work of the
    acquisition community must be tightly coupled with the operational
    community to ensure we are correctly prioritizing our efforts and
    solving the most acute operational problems. I believe that digital
    acquisition practices such as digital engineering, open systems
    architecture, and agile software development are best practices in
    these areas. They enable acquisition agility and adaptation in rapidly-
    evolving technical areas such as cybersecurity, hypersonics, and
    artificial intelligence. If confirmed, I will ensure the acquisition
    community is closely engaged with operators in pursuing technology and
    continues to employ best practices as we develop capability to meet
    evolving threats.
                              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,
    and operationally suitable?
        Answer. Rigorous independent test and evaluation is one of the
    Department's most critical capabilities. It is essential that the
    Department's leaders have access to the findings and recommendations of
    the test community to use in making key operational and investment
    decisions. It is also important that this information is shared with
    Congress. If confirmed, I would work closely with the test and
    evaluation community to ensure this vital capability is maintained and
    resourced, and that the work of the test and evaluation community is
    shared with all the relevant stakeholders.
        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 streamlined acquisition
    processes?
        Answer. Developmental and operational test and evaluation
    communities play a crucial role in streamlined acquisition processes.
    These communities serve as the bridge between ideation and fielding of
    capabilities to the warfighter. They also can signal when it is time to
    consider off ramps for programs that are unable to meet requirements
    and, therefore, ensure the best use of taxpayer dollars.
        Question. In your view, does the Department of the Air Force have
    adequate test and evaluation capabilities? In which areas, if any, do
    you feel the Air Force should be developing new test and evaluation
    capabilities?
        Answer. Ensuring that the test and evaluation community is able to
    provide the capability that the Department of the Air Force and the
    nation needs will require continuous investment. I believe that
    additional investment in test and evaluation capability may soon be
    required to foster the development of artificial intelligence and
    autonomous systems. If confirmed, I will review the test and evaluation
    capabilities of the Department of the Air Force and work with
    Department leadership and the Congress to make any necessary changes.
                             technology transition
        Question. The Department of Defense continues to struggle with the
    transition of new technologies into existing programs of record and
    major weapons systems and platforms. Further, the Department also has
    struggled with moving technologies from the Department's programs
    rapidly into the hands of operational users.
        What impediments to technology transition do you perceive to exist
    within the Air Force?
        Answer. It has been historically challenging to overcome the
    proverbial ``valley of death'' between emerging technology solutions
    and acquisition programs of record. Recent attention and increased
    emphasis on prototyping and experimentation, as well as digital
    engineering and open architecture designs, have provided opportunities
    to improve technology transition. One of the challenges the DOD faces
    is a lengthy budgetary process. The Department of the Air Force needs
    resources, an adaptable planning process, and authorities to take
    immediate advantage of emerging technological advances or initiate a
    rapid acquisition in response to an emerging threat.
        Question. To what extent could and should the Air Force Research
    Laboratory and other Air Force systems engineering commands play a
    greater role in enabling the transition of promising technologies from
    a successful initial demonstration to a program-of-record, which may
    include working with industry and the desired program executive officer
    (PEO) to develop and assist with a systems engineering plan necessary
    to achieve transition to the PEO?
        Answer. If confirmed, I will assess the Air Force's recent efforts
    to hasten technology transition and work to identify opportunities for
    collaboration between the Department of the Air Force and industry
    stakeholders to address and overcome barriers.
        Question. If confirmed, what steps, if any, would you take to
    enhance the effectiveness of technology transition efforts?
        Answer. The Department of the Air Force must define as early as
    possible those technologies that will provide the greatest advantage
    against our peer competitors. If confirmed, I will employ prototyping
    and experimentation to identify technologies from multiple sources,
    including the Air Force Research Laboratory, academia, industry, and
    DOD and agency partners. This approach supports the requirements
    process, getting operationally relevant capability to the field faster,
    while reducing acquisition risk and costs.
        Question. In your view, what can be done from a budget, policy, and
    organizational standpoint to facilitate the transition of technologies
    from science and technology programs and other sources, including small
    businesses, venture capital-funded companies, and other non-traditional
    defense contractors, into acquisition programs?
        Answer. It is my understanding that ensuring access to technologies
    from small businesses, venture backed companies, and non-traditional
    contractors was the impetus behind the Department of the Air Force's
    decision to established AFWERX with its AFVentures division, focused on
    technology capture and connection with warfighter needs. I confirmed, I
    will assess AFWERX's efforts and work with the Department's leadership
    and the Congress to implement any needed changes. Further flexibility
    in acquisition programming and budgeting could accelerate technology
    transition.
                   air force-related defense industrial base
        Question. What is your understanding and assessment of the systems
    and processes for identifying, evaluating, and managing risk among the
    entities that form the Air Force industrial base and supply chain?
        Answer. The industrial base is a critical national asset and
    ensuring that supply chains for Department of the Air Force systems are
    secure and resilient is a top priority. Executive Order 14017, the
    supply chain work carried out by the Congressional Defense Committees,
    and the recent announcement of a supply chain resiliency working group
    DOD should further the Department's understanding of the risks and
    provide mechanisms to address identified issues. If confirmed, I look
    forward to engaging with the Department's leadership and Congress in
    that effort.
        Question. What is your view of the current health of the industrial
    base that supports the Air Force?
        Answer. I have seen great resiliency from the industrial base as it
    has recovered from and adjusted to the impacts of COVID-19. At the same
    time, there are significant warning signs that indicate we cannot take
    the health of the industrial base for granted. There has been a long-
    term decline in the dynamism of the defense industry base as measured
    by the entrance and advancement of new suppliers who bring added
    innovation to solve national security problems. There is fragility
    among some key DOD suppliers that must be effectively managed. And
    there is a significant and growing risk to the industrial base from
    cyber threats. If confirmed, I will work with acquisition leaders to
    consider impacts on--and continue to grow--the industrial base to meet
    growing warfighter readiness requirements, reduce sustainment costs,
    increase supply chain resiliency, address cyber threats, and posture
    for the future.
        Question. How should Air Force acquisition leaders consider impacts
    on the industrial base when addressing requirements for
    recapitalization or modernization of major end items such as aircraft,
    munitions, or key repair parts?
        Answer. Impacts on the industrial base must be understood and
    considered in making key investment decisions for recapitalization and
    modernization as well as in making investments in science and
    technology. If confirmed, I would work closely with Department
    leadership so that they understand and carefully consider the
    industrial base implications of their decisions. If confirmed, the
    industrial base would also be a key consideration for me and those I
    would supervise in making important acquisition decisions.
        Question. If confirmed, what changes, if any, would you pursue in
    systems and processes to improve identification, monitoring, and
    assessment of actions to ensure that risk in Air Force-relevant sectors
    of the defense industrial base is adequately managed?
        Answer. If confirmed, I look forward to assessing the Department of
    the Air Force's systems and processes for evaluating the industrial
    base to determine where improvements may be made in reducing risk to
    the Department of the Air Force-relevant sectors of the defense
    industrial base. I would work with the Department's leadership and
    Congress to address any needed improvements.
        Question. In your view, what actions should the Air Force take to
    maintain access to critical elements of the defense industrial base?
        Answer. The Department of the Air Force should continue to assess
    risks to the industrial base and pursue mitigations collaboratively
    with the other Military Departments and OSD. I believe additional steps
    may be needed to prevent stagnation or sole source vendors, such as
    providing opportunities to and supporting innovation from new entrants
    and non-traditional suppliers. Additionally, the Department needs to
    engage carefully and constructively with traditional suppliers to
    ensure key industrial capabilities are maintained and innovation in
    core defense systems continues. The Department of the Air Force has a
    particularly important role to play in advancing market shaping
    capabilities such as digital engineering in the industrial base which
    provide a foundation for future innovation and economic
    competitiveness. If confirmed, I will work with Department leadership
    and Congress to pursue these actions.
        Question. If confirmed, what would you see as your office's role in
    working with or supporting efforts of the Air Force Office of Small
    Business Programs?
        Answer. I believe in the power of small businesses as part of the
    U.S. defense industrial base and programs like the Small Business
    Innovation Research/Small Business Technology Transfer (SBIR/STTR)
    programs are especially important. If confirmed, I look forward to
    working with and supporting the efforts of the Air Force Office of
    Small Business Programs to strategize together how to leverage the
    innovation resident in U.S. small businesses.
        Question. If confirmed, what would you see as the relationship
    between your office and DIU?
        Answer. I understand DIU and AFWERX have a very close relationship,
    as well as with other innovation organizations. I am supportive of
    continued collaboration, and believe AFWERX provides complementary
    scale and organic warfighter engagement to transition technologies that
    DIU might identify. I understand this has been the case with the AFWERX
    Agility Prime program as a transition partner from DIU.
                             science and technology
        Question. What is your understanding and assessment of the role
    that science and technology programs have played and will play in
    developing capabilities for current and future Air Force systems?
        Answer. The Department of the Air Force has historically been an
    avid developer and integrator of advanced technology for military
    advantage with significant benefits also flowing to the U.S. economy.
    If confirmed, I look forward to identifying and investing in a
    portfolio of emerging and transformational technologies to enhance Air
    Force and Space Force systems and ensure U.S. technological leadership.
        Question. If confirmed, how would you ensure that successful Air
    Force science and technology programs will transition to operational
    warfighting capabilities?
        Answer. The Department of the Air Force must define as early as
    possible those technologies that will provide the greatest advantage
    against our peer competitors. If confirmed, I will employ analysis,
    experimentation, and prototyping to identify technologies from multiple
    sources, including the Air Force Research Laboratory, academia,
    industry, and DOD and agency partners. This approach reduces risk,
    shortens the requirements process, and transitions operationally
    relevant capability to the field faster.
                         laboratories and test centers
        Question. What experience do you have in working with the Air
    Force's labs and test centers?
        Answer. I have had limited opportunity to work directly with the
    Air Force Research Laboratory and Test Centers, but I am familiar with
    these organizations from my time working in the Department of Defense,
    in the private sector, and on the staff of the House Armed Services
    Committee. If confirmed, I look forward to engaging more deeply with
    the labs and test centers to ensure they continue to provide the
    military and economic edge the nation requires.
        Question. If confirmed, what steps would you take to assess and
    enhance the interaction between Air Force labs and test centers and
    with the acquisition community?
        Answer. Cooperation and collaboration across technology,
    requirements, and acquisition organizations is key to the modernization
    of our Department of the Air Force. If confirmed, I will ensure these
    activities are aligned to strategic priorities and outcomes, and look
    to enhance the relationships between these key sectors of the
    acquisition ecosystem.
        Question. If confirmed, what steps would you take to ensure that
    the Air Force's labs and test centers can attract and retain a
    technical workforce with the necessary skills and capabilities?
        Answer. If confirmed, I will work with Department of the Air Force
    acquisition and talent management leaders to better understand and
    address the challenges to recruiting and retaining a highly-skilled
    technical workforce as well as resourcing necessary education and
    training to ensure critical skills development.
        Question. If confirmed, what steps would you take to ensure that
    the Air Force's labs and test centers have the resources they need to
    acquire and maintain research and testing infrastructure and equipment?
        Answer. If confirmed, I will conduct a full assessment of the Air
    Force's labs and work with test and evaluation leaders to best support
    the vital work of the research labs and testing centers.
                  senior military and civilian accountability
        Question. If confirmed, what steps would you take to improve
    individual and organizational accountability in acquisition management?
        Answer. Accountability must be directly tied to authority and
    resources. If confirmed, I will continue to improve accountability and
    discipline in acquisitions by first ensuring program managers have the
    appropriate authorities to execute their missions, and second, to
    ensure transparency in how they execute those authorities.
        Question. If confirmed, how would you propose to hold acquisition
    officers accountable for failing to follow acquisition laws and
    regulations?
        Answer. Delegation of responsibility for performance and execution
    is paramount to the successful development of the next generation Air
    Force and Space Force. If confirmed, I will keep my Senior Military and
    Civilian Leaders accountable for their programs and emphasize the
    importance of training to ensure the acquisition workforce is equipped
    to make decisions in accordance with Federal Acquisition Regulations.
        Question. What are your views regarding the appropriate standard of
    accountability for senior civilian and military leaders of the Air
    Force with regard to acquisition program failures?
        Answer. Senior leaders expect to be held accountable for their
    decisions and actions and it is appropriate that they are so treated.
    Acquisition often presents the challenge that the full implications of
    decisions become apparent only after several years, at which point
    decision makers may have moved to other programs and/or duties.
    However, it is still important for accountability to identify and
    address bad or improper decisions that lead to program failures. If
    confirmed, I will work with the Department's leadership to ensure
    effective accountability in the acquisition system.
        Question. If confirmed, what steps would you take to ensure that
    senior leaders of the Air Force under your supervision and oversight
    are properly held accountable for their actions and performance?
        Answer. Accountability begins with setting clear performance
    expectations, ensuring open communication for managing issues as they
    arise, and then addressing performance that does not meet expected
    standards. If confirmed, I will work closely with the leaders under my
    supervision to ensure that expectations are clear and channels of
    communication are open. I would also hold myself accountable for
    setting realistic expectations and for enabling those under my
    supervision in the effective performance of their jobs. I would remain
    in close communication with the Defense Committees on what programs
    have been effective and ineffective, as well as corrective actions
    taken.
       management and development of the air force acquisition workforce
        Question. The transformation of the armed forces has brought with
    it an increasing realization of the importance of efficient and
    forward-thinking management of the acquisition workforce.
        What is your vision for the management and development of the Air
    Force acquisition workforce, including the scientific and technical
    fields?
        Answer. A highly-skilled acquisition workforce is critical for
    managing swift-moving technology and highly technical warfighting
    system portfolios. If confirmed, I will work with the acquisition
    workforce leadership to continue emphasizing the pivot to digital
    engineering and modern software development by leveraging commercial
    practices and standards.
        Question. Do you believe that the Air Force has an appropriately
    sized acquisition workforce, with the proper skills, to manage into the
    future? If not, please describe the gaps you perceive to exist and how
    you would address them.
        Answer. If confirmed, I will review the current Department's
    acquisition workforce, including both size and skill composition. A
    properly sized workforce of appropriately trained and capable civilian
    and military acquisition professionals is essential to effective
    acquisition execution.
        Question. If confirmed, would you recommend any changes to the
    statutes, regulations, or policies regarding the Air Force's
    acquisition workforce? If so, what changes would you recommend?
        Answer. The key to successful acquisition, technology development,
    and delivery of capability to the warfighter is ensuring the ability to
    attract, hire, and retain the best people, particularly highly-skilled
    technical and acquisition experts. If confirmed, I will ensure the
    Department of the Air Force takes full advantage of the multiple
    workforce authorities it has been afforded through legislation to date.
    I understand many of these authorities are temporary or considered
    pilot programs, and I will work with Congress to extend those which
    prove their value.
        Question. If confirmed, how would you work with the Defense
    Acquisition University and other educational institutions to improve
    the education and training of all members of the Air Force acquisition
    workforce?
        Answer. If confirmed, I plan to work closely with the Offices of
    the Secretary of Defense for Acquisition and Sustainment, the Defense
    Acquisition University, and the Department of the Air Force acquisition
    leadership to continue to improve the training and development provided
    to the acquisition workforce at all levels. If confirmed, I will work
    closely with the Department's Director, Acquisition Career Management,
    who manages the Air Force Acquisition Professional Development Program,
    to ensure the Department of the Air Force's training resources are
    fully leveraged.
        Question. In your judgment, how should decision-makers determine
    which acquisition tasks are best accomplished by government employees,
    military personnel, and support contractors?
        Answer. Government civilians, military personnel, and support
    contractors all bring different expertise and advantages to the fight.
    The Department relies heavily on the diversity of perspectives and
    acumen of the total acquisition workforce. If confirmed, I will ensure
    that responsibilities and tasks are appropriately assigned based on
    authorities required and subject matter expertise.
                         air force defense capabilities
        Question. What is your opinion of the necessity of modernizing Air
    Force weapons systems in light of current and emerging threats?
        Answer. I believe the Department must continue to prioritize
    modernization of capabilities to ensure we as a country keep pace with
    technological developments and maintain the advantage over potential
    adversaries, especially peer competitors. If confirmed, I will ensure
    all modernization efforts are aligned with our strategy and executed in
    a cost-effective manner.
        Question. If confirmed, how would you plan to balance Air Force
    readiness for today's conflicts and modernization for future conflicts?
        Answer. Readiness and modernization are both compelling priorities
    that place significant demands on Department of the Air Force
    resources. It is my understanding that the Air Force has worked to
    balance its force structure and properly resource these priorities by
    identifying its core platforms along with a plan to consolidate around
    them. If confirmed, I will work to understand the Department's plans to
    balance its force structure and resource modernization as well as the
    acquisition system's role in executing these plans. In the role of
    ASAF(AT&L), if confirmed, I would be an advocate for the modernization
    resources needed to compete with potential adversaries including peer
    competitors.
        Question. What are the most critical capabilities the Air Force
    needs to prioritize over the next 10 years in your view?
        Answer. Nuclear modernization stands out as an essential priority
    for Air Force acquisition over the next ten years, but there are a wide
    range of other critical needs. If confirmed, I look forward to taking
    stock of the core functions the Nation expects of its Air Force and
    Space Force, relative to threat assessments provided by the
    intelligence community, and focus efforts on the programs that close
    the capability gaps. I believe that improving the Department's ability
    to acquire software and software-intensive systems is a major
    imperative.
        Question. If confirmed, how would you contribute to keeping Air
    Force acquisition costs under control and schedules on time to ensure
    the U.S. taxpayer receives the best defense capabilities for their
    precious and scarce defense dollars?
        Answer. Program performance is greatly shaped by the key decisions
    made at the initiation of system development. If confirmed, I would
    exercise milestone decision authority to ensure that acquisition
    programs are built upon solid technical and programmatic foundations.
    If confirmed, I would also work closely with the Program Executive
    Officers to ensure all acquisition programs are on track to meet cost,
    schedule, and performance criteria, and take appropriate actions where
    needed when this is not the case.
        Question. If confirmed, how would you plan to meet both Air Force
    capability and capacity requirements consistent with the Defense
    Planning Guidance?
        Answer. I share Secretary Kendall's `one team, one fight' mindset.
    If confirmed, I will work with Department of the Air Force leaders to
    ensure the work of my office is consistent with the National Security
    Strategic Guidance and National Defense Strategy when issued by the
    Secretary of Defense.
                               nuclear enterprise
        Question. The Air Force is responsible for maintaining and
    operating two legs of the Nation's strategic nuclear Triad, as well as
    most U.S. tactical nuclear capabilities and much of the global command,
    control, and communications architecture needed to direct these forces.
    The two previous Administrations recognized the importance of
    modernizing aging U.S. nuclear capabilities, and prioritized
    investments to support the replacement and recapitalization of Air
    Force nuclear capabilities.
        What is your understanding of the condition of existing Air Force
    nuclear deterrence capabilities, including delivery systems, command,
    control, and communications systems, and infrastructure?
        Answer. It is my understanding that several systems, including the
    current ground-based leg of the nuclear triad, the Minuteman III
    Intercontinental Ballistic Missile, are operating decades beyond their
    initial design life. If confirmed, I will thoroughly review all legacy
    systems as well as the recapitalization and modernization efforts to
    replace them.
        Question. Do you agree that modernizing all aspects of the nation's
    nuclear forces is a critical national security priority?
        Answer. Yes. As Secretary Austin, Secretary Kendall, and Admiral
    Richard have noted, it is critically important to modernize our nuclear
    deterrent to ensure it remains credible and secure. In order to
    properly maintain a nuclear deterrent posture, the United States must
    continue its efforts to modernize and maintain all the critical
    elements of the nuclear enterprise. In addition to the issues created
    by the aging of U.S. systems, the significant investments of potential
    adversaries in nuclear modernization also drive the needs for
    modernization of the Department of the Air Force's nuclear
    capabilities.
        Question. Do you believe that the current program of record is
    sufficient to support the full modernization of Air Force nuclear
    capabilities?
        Answer. If confirmed, I will review all of the nuclear
    modernization programs and work with the Combatant Commands to ensure
    all efforts are in accordance with national priorities.
        Question. Do you support the current program of record for the
    Ground Based Strategic Deterrent?
        Answer. I support the Ground Based Strategic Deterrent (GBSD)
    program. If confirmed, I will carefully review the status of the GBSD
    program to ensure that it is postured to deliver the deterrence
    capability that the nation needs on schedule and at affordable cost.
        Question. Do you support the current program of record for the Long
    Range Standoff Weapon?
        Answer. I support the Long Range Standoff (LRSO) weapon program. If
    confirmed, I will carefully review the status of the LRSO program to
    ensure that it is postured to deliver the deterrence capability that
    the nation needs on schedule and at affordable cost.
        Question. Do you support the current program of record for
    integrating nuclear dual-capability into the F-35A fighter?
        Answer. I support the plan to integrate nuclear dual-capability
    into the F-35A fighter. If confirmed, I will carefully review the
    status of this effort to ensure that it is postured to deliver the
    deterrence capability that the nation needs on schedule and at
    affordable cost.
        Question. Do you support the current programs of record for
    modernizing the full range of Air Force nuclear command, control, and
    communications systems, including the Survivable Airborne Operations
    Center?
        Answer. Nuclear Command, Control, and Communication (NC3) is the
    essential nervous system that connects the nuclear triad. I support
    modernizing the nation's NC3 system and if confirmed, I will carefully
    review the NC3 portfolio and status, to include the Survivable Airborne
    Operations Center, to ensure that we are postured to deliver the NC3
    capability that the nation needs on schedule and at affordable cost.
        Question. Do you support the current programs of record for
    modernizing Air Force nuclear force enabling capabilities and
    supporting infrastructure, such as replacing the Vietnam War Era
    intercontinental ballistic missile security helicopters and Weapons
    Generation Facility construction?
        Answer. I support modernizing the Air Force's Intercontinental
    Ballistic Missile (ICBM) security helicopters and other support
    facilities. If confirmed, I will carefully review the ICBM security
    helicopter replacement program to ensure that it is postured to deliver
    the security capability that the nation needs on schedule and at
    affordable cost.
        Question. If confirmed, would you continue to prioritize resources
    for these programs in a manner consistent with importance of the
    nuclear deterrence mission, which Secretary Austin has stated is ``the
    Department of Defense's highest priority''?
        Answer. Overhauling the nuclear forces is critical for our national
    security. As the Secretary Austin and Secretary Kendall have stated,
    maintaining a safe, secure, and effective nuclear deterrent is a top
    Department of Defense priority. If confirmed, I will continue to
    prioritize resources for these programs in line with the priorities and
    guidance of Department leaders.
        Question. What do you view as the most appropriate contracting
    strategy for the Ground Based Strategic Deterrent and the Long Range
    Standoff Weapon?
        Answer. If confirmed, I will review the contracting strategies for
    these efforts and share my findings with Department leadership and
    Congress when requested.
                           f-35 joint strike fighter
        Question. If confirmed, you may be the SAE responsible for the
    Joint Strike Fighter (JSF) program.
        In your view, does the current management structure of the JSF
    program provide the optimal alignment of accountability and
    responsibility? Why or why not?
        Answer. I am aware Congress has directed the Secretary of Defense
    to submit a report on potential alternative management structures for
    the F-35 program. If confirmed, I look forward to reviewing the
    analysis conducted in support of this report.
        Question. What changes, if any, would you recommend to the current
    management structure?
        Answer. If confirmed, I look forward to reviewing the pros and cons
    of any potential changes to the F-35 Program Office management
    structure and would share my views on this matter with Department
    leadership and with Congress when requested.
        Question. What is your view of the proposed strategy for Follow-On
    Modernization (FOM), dubbed Continuous Capability Development and
    Delivery (C2D2)? In your view, is the strategy achievable and
    affordable? Why or why not?
        Answer. I believe the F-35, as with most other defense systems,
    will need to be continually adapted to meet emerging threats and
    evolving operational requirements over its lifecycle. If confirmed, I
    will work closely with OSD, Air Force, Navy, and F-35 Program Office
    leaders to determine the best overall strategy for improving the
    capabilities of the F-35 fleet at affordable cost.
        Question. In your view, how will the Air Force afford the
    sustainment of its planned fleet of 1,763 F-35As?
        Answer. Sustainment costs are a significant challenge across the
    Air Force and are particularly important for a relatively new platform
    like the F-35 where key operational data is only now becoming robust
    and operations routine. I am aware the Air Force is currently reviewing
    the estimated sustainment costs of the projected F-35A fleet and, if
    confirmed, I will emphasize the need, and work hard, to reduce the
    sustainment costs of the program.
        Question. The F-35 is one of the most inexpensive aircraft in the
    current inventory to operate, but the Air Force continues to publicly
    question its ability to operate and sustain the planned fleet.
        If confirmed, how would you balance Operating and Sustainment costs
    with the required capability needed to meet the requirements of the
    National Defense Strategy?
        Answer. Achieving a balance between capability and cost is
    important as the Department looks at the threats the U.S. faces today
    and in the future. If confirmed, I will actively engage with Air Force
    pilots, maintainers, and commanders to understand the key drivers of F-
    35 Operating and Sustainment costs and the Department's plans for
    managing these costs. If confirmed, I look forward to reviewing the
    current and proposed F-35 sustainment strategy to ensure the Department
    is striking the appropriate balance.
        Question. What changes would you recommend to the current JSF
    sustainment strategy to ensure the F-35 is affordable to operate and
    sustain?
        Answer. I do not have recommendations regarding the F-35
    sustainment strategy at this time. If confirmed, I look forward to
    reviewing the current and proposed F-35 sustainment strategy with OSD,
    industry, and other Services to ensure that the Air Force employs best
    practices in operating and sustaining the Air Force's F-35 fleet.
                         b-21 long range strike bomber
        Question. In June 2021, the Acting Secretary of the Air Force
    reported that the B-21 bomber was an exemplary acquisition program.
        If confirmed, what would be your role in the management of the B-21
    bomber program to ensure cost, schedule, and performance remain on
    track?
        Answer. If confirmed, I will perform active and close oversight of
    the B-21 program, a critical capability in the Department's nuclear
    modernization effort, to ensure the B-21 program cost, schedule, and
    performance stays on track. Also, as the Air Force Service Acquisition
    Executive and a member on the Department of the Air Force Rapid
    Capabilities Office Board of Directors, I would support the B-21's
    Milestone Decision Authority, the Under Secretary of Defense for
    Acquisition and Sustainment, in all major decisions and milestone
    reviews pertaining to the B-21 Raider program.
        Question. The NDAA for fiscal year 2017 directed enhanced reporting
    of B-21 program cost, schedule, and performance data to GAO for more
    frequent assessments and focused oversight.
        If confirmed, specifically what would you do to assess and
    implement proactive approaches to increase the transparency of the B-21
    program to the American public?
        Answer. If confirmed, I will ensure the Air Force and the
    Department of the Air Force Rapid Capabilities Office continue to work
    closely with the intelligence community to appropriately balance
    protecting national security information with providing as much
    transparency as possible to the American public, understanding that the
    B-21 program classification was established to protect vital
    technologies and capabilities. If confirmed, I would commit to
    communicating program progress to Congress and the American public.
                    presidential aircraft replacement (par)
        Question. The Air Force's total cost estimate for PAR program
    development is $4.8 billion in fiscal year 2021 dollars. After
    President Trump stated, ``[PAR] costs are out of control, more than $4
    billion,'' the Boeing CEO stated his company will, ``get it done for
    less than that... we're going to make sure that he gets the best
    capability and that it's done affordably.''
        If confirmed, how would you ensure the Air Force keeps PAR
    development costs ``less than that,'' especially as the Air Force
    signed a development contract with a cost-plus reimbursement structure?
        Answer. If confirmed, I will review the PAR program in detail, to
    include its contract and cost structure, working closely with the
    Defense Acquisition Executive and Air Force leadership, to ensure the
    program is, and remains, on track to meet cost, schedule, and
    performance criteria.
                       advanced battle management system
        Question. The Air Force is currently developing its Advanced Battle
    Management System through a number of short-term efforts to rapidly
    field capabilities.
        What is your view on the approach the Air Force is taking to the
    development of this essential system?
        Answer. I understand the importance the Department of the Air Force
    has placed on leveraging emerging technology to enable significant
    advances in command and control. I support the ABMS program's objective
    to lead the way in developing the Department's push toward Joint All-
    Domain Command and Control (JADC2) in coordination with programs in the
    other services. I believe it makes sense to leverage the rapid
    prototyping tools that Congress has provided as part of this effort. I
    concur with the comments that Secretary Kendall has made about focusing
    the ABMS program on providing significant capability to operational
    commanders. There can be no system where it is more essential to serve
    the needs of operational forces than a command-and-control focused
    system such as ABMS. If confirmed, I will assess the progress that the
    ABMS program has made to date and work with Secretary Kendall, the
    Department's military leadership, and Congress to ensure the program is
    appropriately focused, resourced, and managed.
        Question. In your view, does the Air Force approach properly
    balance the need for rapid development with the key elements of a
    business case?
        Answer. If confirmed, I will assess the ABMS program and evaluate
    the program's acquisition approach and business case. I would inform
    the Congress of my conclusions and work with Congress in ensuring the
    program is well executed.
        Question. What changes, if any, would you recommend to the program,
    if confirmed?
        Answer. At this time, I do not have recommendations to make on the
    ABMS program but if confirmed, would keep Congress regularly informed
    on the program's plans and progress.
        Question. If confirmed, how would you ensure integration of the
    program with the efforts of the other Military Services and Joint Staff
    efforts to further Joint All Domain Command and Control?
        Answer. I understand the importance and challenge of integration in
    any effort across other Military Services and the Joint Staff to
    fielding warfighting capability. If confirmed, I would work closely
    with colleagues in the other services to ensure the necessary
    integration.
       replacement of the e-4b national airborne operations center (naoc)
        Question. The E-4B will be reaching end of life in the late 2020s.
    This is a unique asset for performing the full range of the Secretary
    of Defense's title 10 responsibilities, including nuclear command,
    control, and communications. There is concern that a possible split of
    the missions of the NAOC among separate future aircraft could cause a
    loss of functionality in the E-4B's current mission sets.
        What are your views on the current approach to the E-4B replacement
    program?
        Answer. It is essential that we continuously modernize and upgrade
    our nuclear command and control capabilities even as we modernize the
    other elements of our nuclear deterrent. I understand E-4B serves as
    the National Airborne Operations Center and is a key component of the
    National Military Command System for the President, the Secretary of
    Defense, and the Joint Chiefs of Staff. If confirmed, I will assess
    plans to replace this system and work with Department leadership and
    the Congress to ensure we field all needed command and control
    capabilities.
        Question. If confirmed, how would you ensure that any replacement
    program retains the capability to perform the full E-4B mission set,
    now and in the future?
        Answer. I understand the importance of these nuclear command,
    control, and communications capabilities, and if confirmed, I will
    ensure they are modernized and upgraded.
        Question. Will you commit that, if confirmed, should you determine
    at any time that the acquisition of the E-4B replacement will not meet
    all combatant commander requirements, you would promptly inform the
    congressional defense committees of your determination?
        Answer. If confirmed, I will do the required capability analysis of
    the replacement plan and will inform the Congressional Defense
    Committees accordingly.
                                   munitions
        Question. Air Force munitions inventories, particularly those of
    precision guided munitions, have declined significantly due to high
    operational usage, insufficient procurement, and a requirements system
    that does not adequately account for the ongoing need to transfer
    munitions to our allies and for operations short of major combat.
        If confirmed, what steps would you take to ensure the Air Force has
    sufficient inventories of munitions to meet combatant commanders'
    needs?
        Answer. If confirmed, I will work to ensure our Combatant
    Commanders are supported and equipped to meet both current and future
    threats. I will work with the Secretary and military leadership to
    ensure that the Department has a robust requirements process for
    munitions that supports both national interests and those of close
    international partners.
        Question. How would you accelerate the development and production
    of 5th Generation Weapons to meet the requirements of the National
    Defense Strategy?
        Answer. If confirmed, I would work with Congress and Department of
    the Air Force leadership to ensure the acquisition of the weapons
    capabilities needed to support the Department's mission including
    leveraging allied technology contributions where possible. To keep pace
    with near peer adversaries, I would also support effective management
    techniques to accelerate acquisition including the use of consolidated
    program elements where it makes sense to do so.
        Question. If confirmed, what steps would you recommend to bolster
    the munitions industrial base's depth and surge capacity?
        Answer. The ability to effectively and affordably develop and
    produce munitions is a core capability of the U.S. industrial base. It
    is often the case that munitions procurement is cyclical, rising during
    periods of intense conflict and decreasing when operational tempo
    slows. If confirmed, I will work to mitigate the impacts such cycles
    have on industry and develop working solutions that sustain the
    industrial base while increasing the nation's ability to field
    innovative new weapon capabilities.
                                     space
        Question. What is your view on the desirability and efficacy of
    greater competition for the launch of Department of Defense payloads?
        Answer. I believe competition is critical for affordability and
    encourages innovation in industry. If confirmed, I expect to continue
    the DOD's strategy of fostering competition as appropriate, which
    includes within the launch industrial base.
        Question. The NDAA for Fiscal Year 2017 prohibits the use of
    Russian rocket engines after December 31, 2022. In your view, how soon
    could U.S. dependence on the use of Russian rocket engines be ended?
    Could this dependency be ended even before December 31, 2022, in your
    view?
        Answer. It is my understanding that the DOD has already procured
    its last Atlas V launch service using the Russian RD-180 engine. If
    confirmed, I will assess launch requirements in order to ensure our
    dependency ends on time or before, if possible.
        Question. In your view, how should the two SAEs in the Department
    of the Air Force acquisition structure function so as to promote
    efficacy, while minimizing duplication of effort?
        Answer. It will be essential for the two SAEs in the Department of
    the Air Force to work in close partnership to ensure effective
    acquisition and integration of needed warfighter capabilities. It is my
    understanding that current planning for the two organizations is
    postured to promote a close partnership that leverages common
    functional capabilities to promote efficiency. If confirmed, I will
    ensure the ASAF(AT&L) organization supports the Space SAE and its
    organizational construct.
                          cyber and electronic warfare
        Question. Cyber operations cut across many departments and agencies
    of the Federal Government, from the intelligence community to the
    Department of Defense, the FBI, Homeland Security, the State
    Department, the Justice Department, and so on. The cross-cutting nature
    of these operations, coupled with the complexities associated with the
    cyber domain, severely challenge the ability of the interagency effort
    to integrate and collaborate effectively.
        Do you believe the Air Force is organized and postured
    appropriately to address the full spectrum of cyber threats to the Air
    Force's air, space, and cyberspace operations?
        Answer. In general, I believe the Department of Defense needs
    improvement in its ability to effectively acquire cyber capabilities
    along with other software-intensive capabilities. If confirmed, I will
    assess the current posture of the Air Force to address cyber threats
    and carryout cyber operations, and the effectiveness of the acquisition
    system in supporting these efforts. I would work with Department
    leadership and the Congress to implement needed improvements.
        Question. What are your recommendations for improving Air Force
    acquisition of offensive and defense cyber capabilities?
        Answer. Central to improving the acquisition of cyber capabilities
    is the ability to work closely with cyber operators to understand their
    needs and continuously update acquisition efforts to keep pace with
    those needs. If confirmed, I will review current efforts and work with
    cyber leaders across the Department to ensure warfighters are armed
    with the cyber capabilities necessary to compete in this dynamic and
    ever evolving threat environment.
        Question. The Defense Department recently released its electronic
    warfare (EW) strategy. The Air Force has relied more heavily on Navy
    and Marine Corps EW capabilities since retiring the EF-111 Raven
    aircraft in 1998.
        In your view, what should be the appropriate Air Force contribution
    to U.S. EW capabilities?
        Answer. EW is a vital mission area for U.S. operations and a clear
    area of focus for potential adversaries. If confirmed, I will assess
    the Air Force's EW capabilities to ensure they are adapting to meet
    adversary threats and enable U.S. forces to effectively operate across
    the electromagnetic spectrum. I would work with colleagues across the
    Department to integrate Air Force and Space Force EW capabilities to
    enable joint operations. I would work with the Congress to implement
    any needed changes in the Air Force's EW capabilities.
                           future tanker requirements
        Question. A high-intensity conflict in INDOPACOM would severely tax
    the existing Air Force tanking capacity, given the need to maintain
    simultaneous support to nuclear deterrence operations. In addition to
    requiring more capacity, pacing threats imply the need for greater
    survivability of tanker aircraft than converted commercial airliners
    can readily provide.
        What are your views on the priority and affordability of increasing
    the capacity and survivability of the strategic tanker force?
        Answer. The tanker force enables the United States to project
    power, particularly in the Indo-Pacific theater. I understand that
    recapitalizing the aging tanker fleet has been a priority for the
    Department of the Air Force to enable continued force projection in an
    increasingly demanding operational environment. If confirmed, I will
    work with the Secretary and the Air Force Chief of Staff to deliver the
    tanker capabilities needed by the warfighter to operate in a complex
    anti-access/area denial threat environment demanded by the pacing
    threat.
        Question. Are there other missions requiring heavy lift aircraft,
    such as cargo transportation, that would benefit from a modernized and
    more survivable platform?
        Answer. I believe emerging capabilities pose a risk to logistics
    efforts, including to cargo aircraft. Modern and survivable aircraft
    are important to maintaining a credible military deterrent. If
    confirmed, I will work with the Secretary and the Air Force Chief of
    Staff to deliver the airlift capabilities needed by the warfighter to
    operate in a complex anti-access/area denial threat environment.
      sustaining air power and logistics support in great power conflicts
        Question. The People's Republic of China's (PRC) anti-access/area
    denial strategy includes deploying massive numbers of long-range ground
    attack missiles and formidable long-range air defense systems and
    capabilities. The PRC's ground-attack missiles are intended to threaten
    the airfields and carriers from which fixed-wing aircraft are launched
    and recovered, and thereby limit the effectiveness of U.S. 5th
    generation fighters and limit our ability to conduct re-supply
    operations using existing transport aircraft.
        Broadly speaking, what technical and operational approaches do you
    think are viable to operate from locations that are within PRC missile
    ranges?
        Answer. At this time, I do not have the access required to assess
    the Department's analysis of potential technical and operational
    approaches to these challenges. If confirmed, I will work with Air
    Force leadership and the Combatant Commands on the required
    capabilities to ensure the effectiveness of military forces operating
    within range of adversary forces.
        Question. What relative priority and importance do you ascribe to
    these approaches?
        Answer. If confirmed, I will work to assess the Department's
    approach to these operational challenges and properly prioritize
    responses.
        Question. In your view, should the Air Force examine the potential
    of runway-independent vertical take-off and landing (VTOL) approaches
    to resupplying forward forces along the island chains in INDOPACOM?
        Answer. It is my understanding the Air Force is collaborating with
    technology start-ups and investing to develop electric vertical takeoff
    and landing aircraft through AFWERX Agility Prime. If confirmed, I look
    forward to learning more about this effort and commit to providing
    information to the Committee on possible applications of this emerging
    technology.
                             energy and acquisition
        Question. How can our acquisition systems better incorporate the
    use of energy in military platforms, and how, if at all, are
    assessments of future requirements taking into account energy needs as
    a key performance parameter?
        Answer. The Department of the Air Force of the future must lean on
    commercial industry and emerging technologies to maximize energy in new
    platforms. I understand existing platforms have historically looked at
    performance as a parameter and not energy efficiency. If confirmed, I
    will ensure energy efficiency is considered as a Key Performance
    Parameter. This not only ensures maximum performance of systems but
    also reduces the operating costs of our systems. Therefore, this is a
    critical item when evaluating systems.
                               sexual harassment
        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.
        What is your assessment of the current climate regarding sexual
    harassment and gender discrimination in the office of the ASAF(AQ)?
        Answer. I find the results of the 2018 survey, and other related
    surveys of the Department's workforce on these issues that I have seen
    discussed in the media, troubling. If confirmed, I will make it a
    priority to review the organization's most recent climate survey and
    develop an informed assessment of the current climate. I also will ask
    for an overview of policies and practices in place to foster a safe,
    inclusive, and professional work environment. If confirmed, I will work
    closely with Secretary Austin and other relevant members of Department
    leadership to ensure that our efforts are fully engaged in all efforts
    to combat sexual harassment and gender discrimination. I can assure you
    there will be no tolerance for any form of sexual harassment or
    discrimination of any kind.
        Question. If confirmed, what actions would you take were you to
    receive or become aware of a complaint of sexual harassment or
    discrimination from an employee of the Office of the ASAF(AQ)?
        Answer. If confirmed, I would follow the Department of the Air
    Force reporting guidelines in instances of sexual harassment or
    discrimination and would take appropriate action based on the findings
    of any resulting investigations.
                            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 Jeanne Shaheen
                              remote vision system
        1. Senator Shaheen. Mr. Hunter, with the importance of the KC-46 to
    the Air Force, it is imperative that fixing the aircraft's Remote
    Vision System is a priority. If confirmed, will you commit to
    personally reviewing the schedule and plans for the KC-46 Remote Vision
    System 2.0 redesign and implementation, in search of any issues
    standing in the way of declaring operational capability for non-
    refueling missions, like cargo, aeromedical, and passenger flights?
        Mr. Hunter. I know fielding a KC-46A capable of performing
    operational missions is an important step in recapitalizing the Air
    Force's aging tanker fleet. In the role of ASAF(AT&L), if confirmed, I
    will make it a priority to get the full details, schedule, and plan for
    the KC-46 Remote Vision System redesign. I will identify any issues
    standing in the way of declaring operational capability for non-
    refueling missions and implement appropriate solutions.
                       small business innovation research
        2. Senator Shaheen. Mr. Hunter, I have long supported the Small
    Business Innovation Research (SBIR) and Small Business Technology
    Transfer (STTR) programs across the Federal Government. At the
    Department of Defense (DOD), I believe those programs are critical
    tools to drive innovation and foster development of small businesses in
    an industry otherwise dominated by large companies. In the Fiscal Year
    2017 National Defense Authorization Act (NDAA), I was able to secure a
    5 year SBIR/STTR reauthorization. However, that authorization is due to
    end in 2022. How important do you believe the SBIR/STTR program is for
    the Air Force and Space Force's efforts to procure innovative
    technologies?
        Mr. Hunter. The Department needs to harness the innovative power of
    the country's small businesses now more than ever. As a Nation, we face
    strategic competition from China and other peer competitors that spans
    the economic, political, and military realms. I believe bringing small
    businesses into the DOD research and development arena through the
    Small Business Innovation Research/Small Business Technology Transfer
    (SBIR/STTR) program is an important step to meeting this challenge. If
    confirmed, I look forward to leveraging the program to help small
    businesses explore their technological potential to meet critical
    national, as well as Air Force and Space Force, needs.

        3. Senator Shaheen. Mr. Hunter, do you believe the Department of
    Defense would benefit from the permanent reauthorization of this
    critical program?
        Mr. Hunter. Yes. From my current knowledge and understanding of the
    program, I believe the DOD would benefit from the permanent
    authorization of the Small Business Innovation Research/Small Business
    Technology Transfer (SBIR/STTR) program.
                                   __________
                Questions Submitted by Senator Elizabeth Warren
                 global positioning system enterprise solution
        4. Senator Warren. Mr. Hunter, as you know our airborne systems,
    whether aircraft or weapons, rely heavily on the Global Positioning
    System (GPS) for much of their navigation and targeting capability.
    This reliance has created a vulnerability, as adversaries have
    increasing capability to undermine or defeat GPS. There is great
    urgency to address this vulnerability. In May 2021, the Government
    Accountability Office (GAO) issued a report titled, ``Defense
    Navigation Capabilities''. The report documents DOD's failure to field
    alternatives to GPS-based navigation and underscores the need for
    senior leadership to address the challenge. Chapter 4 of the report,
    ``Alternative PNT [positioning, navigation, and timing] Challenges and
    Options That May Help Address Them,'' presents a series of
    institutional obstacles and management failures that continue to
    prevent the development and adoption of urgently required alternative
    navigation capabilities, especially for GPS-denied environments:
    4.1.5 Complex and costly integration
        ``[I]ntegration is both expensive and time consuming, resulting in
    platforms using outdated PNT technology. One DOD official stated that
    integration is often addressed on a case-by-case basis due to the
    number of platforms that require PNT. Another DOD official stated that
    customized integration drives up costs. Two officials from different
    military services cited increased costs associated with integrating a
    new technology into a legacy system.''
    4.1.6 Limited transfer of new technologies to operational systems
        ``Experts said that transitioning alternative PNT technology from
    R&D [research and development] to a program of record is a challenge.
    According to the PNT Roadmap, new technologies can be demonstrated to
    show that they work, but few successfully transition to operational
    systems. The PNT Roadmap cites multiple reasons, including some of the
    challenges described above such as unclear performance requirements and
    complex and costly integration.''
        ``In addition, one DOD official said vendor lock-in on the platform
    level (where the program is dependent on the vendor, making it costly
    to switch to a new technology) is a challenge.''
        My understanding is that the Office of the Secretary of Defense
    (OSD) and the Air Force have made progress on the development of
    solutions that utilize updated acquisition approaches using small
    business innovation to provide the necessary solutions. Moreover, these
    efforts have focused on providing an enterprise solution applicable to
    not simply one system but many systems in a rapid and cost-effective
    approach to integration and fielding.
        Do you see this as a serious problem worthy of senior leadership
    attention?
        Mr. Hunter. Yes. Overcoming the type of obstacles outlined in the
    GAO report is worthy of senior leadership attention, not only in terms
    of fielding alternatives to GPS-based navigation, but also across many
    of the Department of the Air Force's modernization efforts to overcome
    increasing operational challenges presented by peer competitors.
    Solving challenges with vendor lock, legacy system integration, and
    transitioning and fielding innovative technology is vitally important
    for the Department. If confirmed, as the Assistant Secretary of the Air
    Force for Acquisition, Technology, and Logistic, I will fully explore
    these challenges and potential solutions, including for alternative PNT
    approaches.

        5. Senator Warren. Mr. Hunter, if confirmed, will you work within
    the Air Force, with OSD, and with us in Congress to ensure these
    problems are addressed in an effective and timely manner?
        Mr. Hunter. As Secretary Kendall has said, the Department is being
    more effectively challenged militarily today than at any other time in
    our history and as a nation there isn't time to waste. If confirmed, I
    will work within the Department of the Air Force, across the Services,
    with OSD, and with the Congress to timely and effectively address these
    problems.
                                   __________
                   Questions Submitted by Senator Jacky Rosen
                             sole source contracts
        6. Senator Rosen. Mr. Hunter, I have heard concerns about vendor
    lock within the Air Force. Relying on sole-source contracts to the
    largest defense contractors can be expedient, but does not always
    result in the best value or capability for the Government. In August,
    the U.S. Court of Federal Claims appeared to contemplate this when it
    ruled that the Air Force unjustly awarded a particular sole-source
    contract for helicopter upgrades and directed the Air Force to inject
    more competition into the upgrade program. If confirmed, how do you
    plan to maintain a healthy industrial base by taking steps that break
    vendor lock and allow mid-tier original equipment manufacturers (OEMs)
    to have more opportunities to fairly compete for programs?
        Mr. Hunter. Department of the Air Force modernization in this time
    of strategic competition relies on a strong competitive industrial base
    that can provide innovative capabilities at the speed of relevance. If
    confirmed, I will lead the acquisition community and work with industry
    to reduce vendor lock and increase competition, while ensuring careful
    and thorough treatment of data rights and intellectual property with
    the long-term lifecycle in mind. Skillful implementation of digital
    acquisition and modular open systems approaches will expand competitive
    opportunities throughout a product/weapon system life cycle.
    Additionally, embracing additive manufacturing and other advanced
    manufacturing and digital engineering techniques will help address
    vendor lock and obsolescence problems. Last, I understand the
    Department has also stood up the DAF Intellectual Property (IP) Cadre--
    a cross-functional team of IP subject matter experts--that is focusing
    on tackling the challenge of vendor lock while addressing legitimate
    industry interests in IP.
                                   __________
                   Questions Submitted by Senator Thom Tillis
                           f-35 joint strike fighter
        7. Senator Tillis. Mr. Hunter, new lot aircraft are performing much
    better, and the overall readiness rates of the F-35 are now reported as
    the highest in the Fighter inventory. The program requires a steep
    production ramp in the coming years, and the sustainment enterprise has
    reached the point where it can maintain and sustain the already fielded
    aircraft. The Joint Program Office has stated they believe industry
    capacity has now reached levels where sustainment and procurement no
    longer compete. Given the F-35 sustainment costs are cheaper than every
    combat aircraft with exception of the F-16 and A-10, are you concerned
    about sustainment costs?
        Mr. Hunter. Yes. Sustainment costs continue to place stresses on
    the Services, particularly the Air Force which operates the largest
    number of these vital aircraft. As key operational data is aggregated,
    the Air Force will be able to adjust sustainment strategies and
    implement further affordability measures. If confirmed, I will work
    with the Joint Program Office, Department of the Navy, the Office of
    the Secretary of Defense, and industry to ensure the Air Force is
    employing cost effective and affordable strategies to sustain the F-35A
    for the long term.
        8. Senator Tillis. Mr. Hunter, do you believe, as Secretary of the
    Air Force Frank Kendall has stated, that the best way to decrease F-35
    sustainment costs is to increase the size of the fleet?
        Mr. Hunter. Increasing the size of the F-35A fleet would definitely
    allow the Air Force to achieve greater economies of scale by spreading
    the fixed costs associated with the F-35 fleet over a larger number of
    aircraft, reducing sustainment cost on a per aircraft basis. If
    confirmed, I will work with the sustainment enterprise to assess and
    implement every viable method, such as bolstering the supply chain, to
    further reduce sustainment costs.

        9. Senator Tillis. Mr. Hunter, now that the Air Force has closed
    the 4,000 person maintainer gap for Active Duty, do you still plan to
    transition maintainers from legacy platforms in order to build a
    sufficiently sized and qualified team of F-35 maintainers?
        Mr. Hunter. I do not have enough insight at this time into the
    specific Air Force maintenance personnel requirements and plans for the
    F-35 and legacy aircraft, such as the A-10. If confirmed, I look
    forward to engaging with Air Force leadership to understand the
    strategy and how the acquisition enterprise can assist in implementing
    it.
                                   __________
                  Questions Submitted by Senator Dan Sullivan
                                   readiness
        10. Senator Sullivan. Mr. Hunter, over several years this Committee
    has worked tirelessly to restore military readiness--across each of our
    Services--to levels that would enable our success in a conflict. We've
    had some success, but there is still a lot of work to do. If you have
    not done so already, I recommend that every senior defense leader read
    T.R. Fehrenbach's ``This Kind of War'', which provides a cautionary
    tale of our Nation's failure to adequately fund and train our Armed
    Forces before the Korean War. The consequences were steep and American
    servicemembers paid with their lives. If confirmed, all of you--based
    on your positions--will invariably make decisions that directly or
    indirectly impact readiness. Accordingly, will you commit--if
    confirmed--to work with this Committee and within the Department on
    further bolstering military readiness to ensure the failures we endured
    in the Korean War never happen again?
        Mr. Hunter. I understand today's threats require the unique
    capabilities resident in the Department of the Air Force to be ready
    for any fight, anywhere. If confirmed, I commit to working with the
    committee and across the Services and OSD on understanding the needs of
    operational commanders, bolstering readiness for today's fight, and
    ensuring the force is modernized for both potential near-term and
    longer-term fights.
                             strategy driven budget
        11. Senator Sullivan. Mr. Hunter, the National Defense Strategy
    (NDS) Commission report, the two previous Senate-confirmed Secretaries
    of Defense (SECDEF), and the previous and current Chairman of the Joint
    Chiefs of Staff (CJCS) have all stated the need for sustained 3-5
    percent annual real growth to the defense budget to implement the NDS,
    increase readiness, and advance long-overdue modernization. Further
    emphasizing the need for consistent and increased funding, the NDS
    Commission report stated, ``America is very near the point of strategic
    insolvency, where its `means' are badly out of alignment with its
    `ends'.'' This critical situation is negatively compounded by the Biden
    administration's dismal defense topline that does not keep pace with
    inflation. With these facts in mind, and understanding your ability to
    influence the budget will be limited to future year submissions, will
    each of you commit to advocating for a strategy-driven budget vice a
    budget-driven strategy?
        Mr. Hunter. Yes, near peer adversaries are aggressively investing
    in capabilities to counter the current fleets and secure future air
    dominance. If confirmed, I will work with Combatant Commands and Air
    Force leadership to advocate for a budget that is consistent with
    National Security Guidance and the National Defense Strategy when it is
    issued by Secretary Austin.
              e-3 airborne warning and control system replacement
        12. Senator Sullivan. Mr. Hunter, the Assistant Secretary of the
    Air Force (Acquisition, Technology & Logistics) (ASAF(AT&L)) serves as
    the principal advisor to the Secretary and Chief of Staff of the Air
    Force for acquisition, research and development, test, production, and
    modernization efforts within the Air Force. The E-3 Airborne Warning
    and Control System (AWACS) supported the North American Aerospace
    Defense Command (NORAD) in intercepting over 60 aircraft off the coast
    of Alaska last year--the most since the cold war. This aircraft uses
    early 1970's technology and an airframe designed in the late 1950's. In
    February 2021, the Pacific Air Forces (PACAF) Commander, General
    Kenneth Wilsbach, spoke at the Aerospace Warfare Symposium and
    advocated for the Air Force to procure the E-7 Wedgetail to replace the
    E-3, which is getting ``harder and harder to get airborne''. Air Force
    Chief of Staff General C. Q. Brown testified this year that the Air
    Force is looking at replacement options, including the E-7, which our
    Australian allies currently operate. What are your thoughts on
    modernizing Air Force Airborne Early Warning and Control platforms to
    keep pace with Chinese and Russian capabilities?
        Mr. Hunter. The Air Force is challenged by sustaining an aging
    fleet, including the E-3 AWACS, while also ensuring modernization with
    the enhanced capabilities required for the threat environment. If
    confirmed, I will work to gain a full understanding of all of the
    command and control assets for tactical operations and strategic forces
    and will ensure modernization programs for those systems to keep pace
    with and outpace Chinese and Russian capabilities.
                                   __________
                Questions Submitted by Senator Marsha Blackburn
                        air force testing infrastructure
        13. Senator Blackburn. Mr. Hunter, how do you see the relationship
    between Air Force and Space Force testing efforts and acquisition
    priorities, as complimentary?
        Mr. Hunter. Modernization is the top acquisition priority of the
    Department of the Air Force and it is not attainable without the
    critical role of the testing enterprise. If confirmed, I look forward
    to fostering a collaborative relationship with the entire test
    enterprise to ensure priorities are aligned to support warfighter
    needs.

        14. Senator Blackburn. Mr. Hunter, how can the Air Force best
    ensure our testing facilities are sufficiently well-maintained and
    modernized to meet the demands of high-priority programs?
        Mr. Hunter. If confirmed, I am committed to working with Air Force
    Test and Evaluation leaders and the OSD Test Resource Management Center
    to focus investment on increasing current capacity demands and
    modernizing facilities to meet emerging national requirements.

        15. Senator Blackburn. Mr. Hunter, Air Force testing facilities
    like Arnold Engineering Development Complex are forced to forgo crucial
    installation repairs to ensure that backlogged testing is conducted.
    Would cost sharing mechanisms between contractors, who directly benefit
    from the use of these facilities, and the base that provides the
    testing serve as a viable way to attack the millions of dollars in
    differed maintenance across our test centers?
        Mr. Hunter. I believe that test centers provide vital capability to
    the Department of the Air Force and to the Nation. Our test center
    infrastructure is a significant national economic asset. I do not have
    enough information at this time to make an informed assessment on the
    potential to use cost sharing mechanisms for test center modernization.
    If confirmed, I look forward to gaining a better understanding of test
    center modernization efforts and strategies to maintain these
    facilities with minimal impact to testing demands.
                                     ______

        [The nomination reference of Mr. Andrew P. Hunter,
    follows:]

        [GRAPHIC(S) NOT AVAILABLE IN TIFF FORMAT]

                                     ______

        [The biographical sketch of Mr. Andrew P. Hunter, 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 Mr. Andrew P.
    Hunter in connection with his 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.]

        [GRAPHIC(S) NOT AVAILABLE IN TIFF FORMAT]

                                     ______

        [The nomination of Mr. Andrew P. Hunter was reported to the
    Senate by Chairman Reed on October 21, 2021, with the
    recommendation that the nomination be confirmed. The nomination
    was confirmed by the Senate on February 2, 2022.]
                                     ______

        [Prepared questions submitted to Mr. Alex Wagner by
    Chairman Reed prior to the hearing with answers supplied
    follow:]

                            Questions and Responses
                           duties and qualifications
        Question. What is your understanding of the duties and functions of
    the Assistant Secretary of the Air Force for Manpower and Reserve
    Affairs (ASAF(M&RA))?
        Answer. I understand that the duties of the office include
    providing guidance, direction, and oversight for the Department of the
    Air Force's Total Force Human Capital portfolio, which includes:
    personnel and manpower programs; medical readiness and health affairs;
    as well as Reserve Component affairs. I also understand that this role
    is responsible for oversight of the operation of the Air Force Review
    Boards Agency and its component boards.
        Question. In your view, are the duties and functions of the
    Assistant Secretary of the Air Force for Manpower and Reserve Affairs
    (ASAF(M&RA) the same for both the Air Force and the Space Force?
        Answer. Yes.
        Question. What background and experience do you have that qualify
    you for this position?
        Answer. I believe that my combined national security and management
    experience, leading the aerospace and defense industry's talent and
    workforce policy efforts as well as having served nearly seven years in
    a variety of roles in the Department of Defense, has provided me with
    the experience and exposure to ensure the success of the Air Force and
    Space Force through the development of policies, programs and processes
    to improve the quality of service and quality of life of DOD
    servicemembers, civilians, and their families.
        Over the last three years, I've built the Aerospace Industries
    Association's talent and workforce division from scratch. The division
    operates a Leadership Council comprising industry Chief Human Resource
    Officers, a Committee comprising Chief Diversity Officers, and working
    groups focused on talent attraction/development and the future of work
    and workspaces. In this role, I regularly convene industry leaders to
    share best practices, define industry-wide approaches, and explore with
    policymakers and experts ways to attract and develop a world class
    workforce. In addition, I've also led the American Rocketry Challenge,
    the aerospace industry's premier annual competition focused on
    attracting and engaging middle and high school students into STEM
    disciplines.
        In previous roles at the Pentagon, I was involved with policy
    efforts during the Obama administration to open all combat positions to
    women, remove barriers for open service by transgender soldiers, and
    ensure permanent religious accommodations to certain uniform and
    grooming standards. From 2011-2017, I also developed and taught an
    annual civil rights course at Georgetown Law that included classes
    focused on public employment, including the rights of servicemembers.
        Finally, throughout my private sector career, both as a policy
    leader and lawyer, I have consistently been involved in the development
    and management of personnel initiatives designed to create a more
    inclusive workforce, as well as seeking to broaden recruiting and
    empower mentoring initiatives.
        For over 20 years, from my first job after graduating college at a
    boutique national security consulting firm through my current role
    supporting industry's efforts to recruit, retain, and develop a 21st
    century workforce to support America's warfighters, I've gained a
    deeper appreciation for the needs of soldiers, sailors, airmen,
    marines, and now guardians, and the central role they fulfill in
    defending our Nation.
                        major challenges and priorities
        Question. In your view, what are the major challenges confronting
    the ASAF(M&RA), and how would you address them, if confirmed?
        Answer. ASAF(M&RA) is responsible for oversight of both the
    personnel and medical portfolios within the Department of the Air
    Force, as such, COVID-19 response and mitigation actions will continue
    to be a challenge. Additionally, completing the Military Health System
    transformation, implementing the recommendations of the Independent
    Review Commission on Sexual Assault and the forthcoming requirements in
    the Fiscal Year 2022 National Defense Authorization Act, and building a
    resilient and inclusive workforce will be priorities. If confirmed,
    these issues will be some of the first I address by working with the
    staff and leadership to understand the key details and then identifying
    and implementing appropriate solutions.
                        civilian control of the military
        Question. If confirmed, how would you adhere to and further the
    fundamental principle of civilian control of the armed forces?
        Answer. I believe that civilian control of the military is pivotal
    to the foundation of our democracy. If confirmed, I would work closely
    with the Secretary of the Air Force and DOD leadership to follow, as
    well as advocate for, the appropriate civilian-military dynamics within
    the Department.
        Question. If confirmed, how would you ensure your inclusion in the
    discussion, debate, and resolution of U.S. defense and national
    security issues?
        Answer. If confirmed, in my role as ASAF(M&RA), I would develop the
    relationships both up and down the leadership chains required for me to
    exercise the responsibilities of the position. I will work with the
    Secretary's office to ensure inclusion in all meetings appropriate to
    my position. Additionally, I will maintain awareness of key topics and
    how they are being addressed in the staff.
                        personnel policy implementation
        Question. If confirmed, what Air Force and Space Force personnel
    policies and processes would you implement to improve the efficiency
    and effectiveness of human resources management--both military and
    civilian--across the Department of the Air Force?
        Answer. If confirmed, I plan to take an extensive look at the Air
    Force and Space Force Human Capital strategies to ensure there is
    synergy between the two services, maximizing resource sharing and
    avoiding duplicative processes and policies. As is the case in any
    environment, it is my belief that efficiencies and improvements can
    always be made, and I intend to ensure that the Department of the Air
    Force is at the forefront of personnel policy best practices.
        Question. What is your understanding of your responsibility, if
    confirmed, to inform and consult with this Committee and other
    appropriate committees of Congress, on the implementation of Department
    of the Air Force personnel policies directed by law?
        Answer. I believe it is vital to maintain a strong and cooperative
    relationship with this Committee and all appropriate committees of
    Congress, to best posture the Department of the Air Force for mission
    success. I believe open and transparent communication is key to
    maintaining and improving these relationships. If confirmed, that would
    include regular engagements and updates to communicate all key
    personnel policies, to include those directed by law.
        Question. If confirmed, what specific steps would you take to
    ensure consultation with the Committee on significant changes to Air
    Force and Space Force personnel policies, including when the changes
    are not directed by law?
        Answer. If confirmed, I would ensure frequent interactions with all
    Defense Committees, including regularly scheduled staffer days,
    information visits to the Hill to keep information flow at the
    forefront. Additionally, I would build Congressional notifications into
    the cross check for all key personnel policy updates.
                         non-deployable servicemembers
        Question. In your view, should airmen and guardians who are non-
    deployable for more than 12 consecutive months be subject either to
    separation from the service or referral to the Disability Evaluation
    System, as is current Department policy?
        Answer. If confirmed, I will ensure policies that support non-
    deployment decisions take into account individual circumstances and the
    needs of the Department of the Air Force. I will also work with DAF
    leaders to ensure deployability rates meet the mission needs.
        Question. Under what circumstances would the retention of an airman
    or guardian who has been non-deployable for more than 12 months be in
    the best interest of the Air Force or Space Force?
        Answer. I do not have enough information to speculate on the
    frequency of this occurrence; however, I do believe there are
    circumstances that would warrant retention in certain circumstances. If
    confirmed, I will work with DAF leaders to understand the current
    approach, and consider mission and readiness requirements of the
    Department of the Air Force.
        Question. In your view, how should this policy be applied to airmen
    and guardians with HIV? To those who identify as transgender?
        Answer. I understand the Department of Defense continues to review
    medical and readiness policies in light of updates to medical
    treatments and prevention of HIV. If confirmed, I will work with the
    leadership across the Department of Defense to ensure individual
    fairness and mission readiness are considered in any updates to policy.
        If confirmed, I will also work with leadership across the
    Department, including medical professionals to understand the current
    standards, their impact on readiness, and determine if any adjustments
    are needed.
        The new Department of Defense policy on service by transgender
    persons, as set forth in DOD Instruction 1300.28, provides that ``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.''
        Question. Please provide an example of a ``comparable
    circumstance'' that would be used to determine deployability of a
    transgender servicemember.
        Answer. I have not had access to internal deliberations of the
    Department of the Air Force in these circumstances. If confirmed, I
    will work with leadership to understand the process used to make such
    decisions and ensure fairness and equity are balanced with mission
    readiness requirements.
        Question. In your view, should an airman's or guardian's readiness
    to perform specific missions, functions, and tasks required in the
    context of a particular deployment also be considered in determining
    whether that servicemember is deployable?
        Answer. Each case should be evaluated individually in consideration
    of mission readiness requirements. If confirmed, I will work to ensure
    those policies are applied consistently.
        Question. What are your ideas for addressing the challenges of
    medical non-deployability in the Department of the Air Force Reserve
    components?
        Answer. I have not had access to the non-deployability rate for the
    Reserve components. If confirmed, I will work with DAF leadership to
    understand the factors contributing to the deployability rate, assess
    the current rate of medical non-deployability, and I will work with Air
    Force Reserve leaders to address any necessary adjustments.
                            diversity and inclusion
        Question. In general, what is your assessment of the diversity of
    the Department of the Air Force military and civilian workforces?
        Answer. I believe the Department has made progress cultivating a
    diverse population of talent, but as the Racial Disparity Review and
    the more recent Diversity Review point out, there is much room for
    improvement. For instance, while the DAF is far more demographically
    diverse at entry levels within the military and civilian workforce, it
    is less so at the more senior ranks and grades. If confirmed, I intend
    to learn more about the programs the Air Force has been pursuing to
    increase diversity in operational career fields, and explore ongoing
    barrier analysis efforts to understand issues that are affecting this
    uneven distribution as people progress in rank.
        Question. If confirmed, how would you propose to increase diversity
    and inclusion within the Department of the Air Force writ large?
        Answer. If confirmed, data-informed programs and changes will be
    key to finding solutions with long-term success in diversity and
    inclusion. The Racial Disparity Review and its update are an important
    start. Leveraging best practices from corporate America, I will work to
    understand the baseline, what is being measured, and determine up front
    what success looks like. The DAF must constantly strive to develop and
    build the skills of its uniformed and civilian populations in ways that
    make them feel valued and invested in, so that they want to stay and
    continue their critical service to our nation.
        Question. A recent Air Force analysis of the eligible military
    recruiting pool and Air Force demographics found that Asian Americans
    are the most underrepresented racial group on Active Duty military
    service. Why do you believe this is the case? Specifically what would
    you do, if confirmed, to attract more Asian-American persons to
    military service?
        Answer. I do believe the Department recognizes that it has not made
    enough of an investment in certain communities of talent, and this
    includes Asian Americans and Pacific Islanders, but also others like
    American Indians and Alaska Native communities. If confirmed, I will
    work closely with members of these communities to improve engagement
    while increasing awareness of the many career fields that enable
    rewarding professional service in the Air Force, not only with regard
    to airplanes, but also medical personnel, lawyers, engineers,
    information technology specialist, human relations, and meteorologists,
    etc. After a fulfilling career in the service to our Nation, many go on
    to further their career in industry, academia and the non-profit
    sectors. There is also an opportunity to serve in a part time capacity,
    by joining the Air Force Reserve or Air National Guard.
        Overall, I believe the Department can do a better job of educating
    all communities on the benefits of service, while building bridges to
    underrepresented communities, to encourage and mentor talented youth to
    choose professions in the Air Force or Space Force.
        Question. If confirmed, specifically what would you do to make
    progress toward the goal of ensuring that the Air Force and Space
    Force, at all levels, especially within the senior officer ranks,
    reflect the broad diversity of the nation?
        Answer. It takes 25 to 30 years to groom an officer to serve as a
    general officer. To see benefits sooner, the DAF must look to improve
    its retention numbers of the diverse airmen and guardians it has in the
    forces today while also focusing on expanding the aperture at the
    beginning of the pipeline in those career fields that have the largest
    disparities. If confirmed, I will work to provide development
    opportunities and reinforce inclusive environments that expand the
    propensity to serve in underrepresented communities while strengthening
    those members' inclination to build careers in military service.
        Question. If confirmed, how would you increase diversity and
    inclusion in the Department's civilian workforce, especially at the
    senior General Schedule and Senior Executive Service levels?
        Answer. Ensuring diversity among civilian leaders is just as
    critical as it is for senior military officers. It is more than just
    the right thing to do, but provides an advantage by leveraging a wide
    variety of perspectives and experiences to solves some of the
    challenging problems when the stakes are the highest. If confirmed, I
    will work with leadership to retain the talent the Department gets in
    the door earlier in their careers, ensure appropriate career
    development opportunities free from bias, and also invest in attracting
    talent from industry. The DAF must invest in its diverse junior
    civilians so they want to stay with the Department long term--and that
    includes ensuring they see people like them succeeding in senior roles.
        Question. If confirmed, how would you increase geographical
    diversity in the Air Force and Space Force--promoting the accession or
    enlistment of persons from areas of the country and local communities
    that are currently underrepresented in the military force?
        Answer. If confirmed, I think the DAF must invest more in community
    outreach, particularly in those areas not located near military
    installations. The Department has put more resources into recruiting in
    recent years, but there is more to be done. I would also look to
    leverage the pop culture awareness of the Space Force and this new
    golden age of space to increase opportunities for public engagement, in
    order to enhance the visibility and recognition of the unique mission
    and roles that exist with the Active and Reserve components of the
    Services.
                                   extremism
        Question. What is your view of the prevalence and effect of
    extremism within the armed forces?
        Answer. I believe that any amount of extremist activity within the
    Department of the Air Force is detrimental to the health of the
    organization, as it undermines morale and combat readiness. While I
    have not yet been privy to specific data related to airmen and
    guardians with extremist ties, I understand it is low but I firmly
    believe that extremist activities are incompatible with military
    service.
        Question. If confirmed, what would you recommend the Secretary of
    the Air Force do to eliminate extremism within the Air Force and Space
    Force ranks?
        Answer. If confirmed, I would first want to understand what the
    Department has already done and assess accession and recruitment
    policies, overall training programs, as well as the transition programs
    for departing members. With this information in hand, I could then, if
    confirmed, develop recommendations for the Secretary.
                     sexual assault prevention and response
        Question. In your view, how adequate and effective are Department
    of the Air Force policies, programs, and training in regard to the
    prevention of and response to sexual assault in the force?
        Answer. Not enough progress has been made since the last time I
    served in government, and I'm aware from recent incidents just how much
    work there still is to be done. If confirmed, I will make prevention
    and response to sexual assault a top priority just as the Secretary of
    Defense did within his first week in office. I understand the Air Force
    is currently re-examining its sexual harassment and assault policies,
    programs, and training; and exploring best practices, particularly in
    light of the recommendation contained within the Independent Review
    Commission report. If confirmed, I will work with Department leadership
    to implement any directed and statutory changes regarding
    accountability, as well as try to find additional ways to improve
    prevention and response.
        Question. What is your assessment of the potential impact, if any,
    of proposals to remove from military commanders case disposition
    authority over most felony violations of the Uniform Code of Military
    Justice?
        Answer. While I do not have full details of the potential impact of
    such proposals, if confirmed, I will work with the Secretary of the Air
    Force to thoroughly analyze these proposals and any other promising
    ideas for alternative criminal processes. If legislation in this area
    is enacted, I will be ready to implement in coordination with leaders
    in the Department.
        Question. If confirmed, specifically what would you do to increase
    focus on the prevention of sexual assaults in the force?
        Answer. If confirmed, I will confer with the Secretary, and work
    with DAF leadership to understand the approaches the Department is
    taking toward prevention, including positive prevention efforts such as
    the Cadet Healthy Personal Skills (CHiPS) primary prevention program. I
    would work with Department leaders to ensure the DAF is focused on
    prevention, educating and training servicemembers, holding perpetrators
    accountable, and implementing recommendations from the Independent
    Review Commission.
        Question. What is your assessment of the Department of the Air
    Force's implementation of protections against retaliation--most notably
    social ostracism and reputation damage--against members of the Air
    Force and Space Force who report sexual assault?
        Answer. This is fundamentally a leadership responsibility. If
    confirmed, I will partner with DAF leaders to assess the culture within
    commands, and ensure every airman and guardian understands retaliation
    against survivors is not only wrong but illegal, and I will hold
    perpetrators of such behaviors appropriately accountable.
        The Government Accountability Office (GAO) recently found that the
    timing, amount, and mix of legal training provided to commanders may
    not be meeting their needs.
        Question. In your view, do military and civilian leaders within the
    Department of the Air Force have the training, authorities, and
    resources needed to hold subordinate commanders and supervisors
    accountable for the prevention of and response to sexual assault and
    retaliation? If not, what additional training, authorities, or
    resources do you believe are needed, and why?
        Answer. I have not had access to the Department training and
    resources available to military and civilian leaders; therefore, I
    cannot provide my opinion at this time. However, I understand that the
    Independent Review Commission has made a number of relevant
    recommendations, some of which address training, resources, and
    authorities, and that the Department of Defense has developed a roadmap
    to guide implementation of such recommendations. If confirmed, I would
    work with DAF leadership on implementation to strengthen the approach
    to sexual assault and retaliation.
        Question. If confirmed, what actions would you direct to improve
    legal training for commanders?
        Answer. If confirmed, I will work with the Department's Inspector
    General and legal teams as well as engage Commanders to understand any
    improvements required or directed for prevention and response training.
                               sexual harassment
        Question. What is your assessment of the effectiveness of the
    military sexual harassment programs of the Department of the Air Force?
        Answer. Recent reports indicate the DAF is not making the
    improvements needed to significantly reduce and eliminate sexual
    harassment, and this poses a threat to Air Force and Space Force
    readiness. The Independent Review Commission released its findings and
    recommendations, and if confirmed, I will work with OSD and Air Force
    and Space Force leaders to best implement changes within the DAF.
        Question. In your view, do methods for tracking the submission and
    monitoring the resolution of informal complaints of harassment or
    discrimination in the force provide Air Force and Space Force leaders,
    supervisors, and managers with an accurate picture of the systemic
    prevalence of these adverse behaviors?
        At this time, I do not have data available on how well the methods
    for tracking the submission and monitoring the resolution of informal
    complaints work in practice. However, I believe it is critical that
    these methods are as effective and efficient as possible to gain airmen
    and guardians' trust and confidence in the process and that starts with
    individuals being held appropriately accountable. If confirmed, I will
    work with DAF leadership to identify ways to strengthen confidence in
    the reporting process to help airmen and guardians see the value in
    reporting.
        Question. If confirmed, what actions would you take to improve the
    quality of investigations into allegations of sexual harassment in the
    force?
        Answer. At present, I am not aware of the issues with these
    investigations. However, if confirmed, I am committed to review the
    current investigative process and work with DAF leadership to take the
    appropriate steps to ensure all airmen and guardians receive a
    comprehensive, timely and objective investigation into any and all
    allegations of sexual harassment.
        Question. Does the Department of the Air Force's method for
    recording the outcomes of informal complaints of harassment or
    discrimination provide leaders, supervisors, and managers with a means
    of identifying repeat perpetrators?
        Answer. I am not familiar with the process the Department utilizes
    to track the informal complaints. I believe, however, that this is an
    issue at the core of mission readiness and if confirmed, I am committed
    to work with leadership to identify additional ways to continue to
    improve information tracking and sharing. This will ensure the
    Department is better able to identify potential repeat perpetrators, as
    appropriate and in accordance with the law.
        Question. Does the Department of the Air Force's method for
    responding to complaints of harassment or discrimination in the
    civilian workforce provide appropriate care and services for victims?
        Answer. I do not have data on DAF-internal methods for responding
    to such complaints nor what care and services are provided to civilian
    reporting incidents of harassment or discrimination. If confirmed, I
    will work with DAF leadership to ensure all military and civilian
    personnel are treated with dignity and respect, as well as made fully
    aware of their legal rights, avenues for reporting incidents, and
    availability of quality and professional care and services, to which
    they are entitled.
        Question. If confirmed, what actions would you take were you to
    receive or become aware of a complaint of sexual harassment or
    discrimination from a civilian employee of the Office of the
    ASAF(M&RA)?
        Answer. I would immediately notify the appropriate Human Resources
    and Equal Employment Opportunity offices. I take complaints of this
    nature very seriously. As such, I will ensure appropriate
    accountability at all levels, leverage opportunities to train and
    educate leaders and their staff, and reinforce my stance that this
    behavior has no place in the DAF workplace.
                        united states air force academy
        Question. What is your assessment of the diversity of cadets at the
    United States Air Force Academy (USAFA)? In your view, what measures
    could be taken to increase diversity at USAFA?
        Answer. I understand from recent news reports that the Air Force
    Academy has consistently increased diversity over the last ten years.
    That said, there are substantial opportunities for improvement. If
    confirmed, I plan to engage with Academy leadership and others in the
    Department to learn what actions have been taken and identify critical
    areas for improvement. The Air Force Academy must continue to devote
    significant focus and resources on recruiting diverse talent and
    reducing barriers to ensure that talent has the same opportunities to
    succeed.
        Question. What is your assessment of the efficacy of the policies
    and processes in place at USAFA to prevent sexual assault and sexual
    harassment, and to ensure that cadets who do report assault or
    harassment are not subject to retaliation--social ostracism and
    reputation damage--in particular?
        Answer. I am aware that Department and Academy leadership are
    committed to preventing the sexual assault and harassment, reducing
    barriers to reporting, and holding perpetrators accountable. While
    there are many programs in place and others being developed, there is
    still much to do. If confirmed, I will work with USAFA leadership to
    further ensure a culture and climate that rejects retaliation against
    victims and upholds the Air Force and the Academy's values.
        Question. What is your assessment of the efficacy of suicide
    prevention programs at USAFA?
        Answer. I am aware of recent public reporting and understand the
    Air Force Academy continues to take seriously this critical issue. If
    confirmed, I will ensure that I am able to appropriately assess the
    efficacy of efforts taken to date and look at ways to improve suicide
    prevention processes and programs.
        Question. Do you believe the current five-year minimum Active Duty
    service commitment for Military Service Academy graduates is sufficient
    return on investment for the U.S. military and the American taxpayer?
        Answer. I'm not aware of any analysis done on the current
    commitment. The cost of higher education has escalated over the past
    twenty years, so too has the value of an Air Force Academy education.
    If confirmed, I will ensure that I understand the basis for the current
    commitment and review any recommended changes while ensuring that any
    commitment both helps the Department manage the force and facilitates
    retention in mission critical career fields which strengthens
    readiness.
        Question. In your view, does USAFA contribute to the pool of
    military officer accessions commensurate with its attendant costs? Why
    or why not?
        Answer. I am unfamiliar with the balance between the costs and the
    contributions made by this pool of officers. I am familiar with the
    high quality officers that are produced and, if confirmed, look forward
    to learning more to ensure that the nation is getting the appropriate
    return for its investment.
        Question. How is USAFA adjusting its cadet development model to
    account for its role of commissioning officers into the Space Force?
        Answer. If confirmed, I look forward to learning how the Academy
    has adjusted its curriculum to address the Space Force. The space
    mission in itself is not new to USAFA, so I am sure that it has
    programs in place and will continue to adapt and/or expand these
    programs to better meet the emerging needs of the Space Force.
        Question. Under what conditions would you deem it appropriate, if
    confirmed, to permit an Air Force or Space Force officer to play
    professional sports prior to completing at least two consecutive years
    of commissioned service following graduation from USAFA?
        Answer. I'm aware of this issue generally from my experience in the
    Department of the Army. I understand that these are unique cases that
    warrant individual review, and while there is value in the visibility
    provided to the Department from certain high performing athletes,
    developing professional athletes is not the role of the service
    academies. Rather, they exist to educate, train and develop leaders of
    character If confirmed, I look forward to better understanding the
    benefits to the member, the Academy, and the Department before advising
    on such decisions.
        Question. What is your understanding of the need for a so-called
    ``tenure'' track system at USAFA for civilian employees? In your view,
    how would such a system work under existing authorities and limitations
    applicable to the Federal civilian workforce?
        Answer. I am not aware of any need for a tenure track system for
    USAFA civilian professors. If confirmed, I will ensure any tenure
    system considered for USAFA would conform to OPM civilian personnel
    policy which will ensure USAFA personnel receive the same benefits and
    accountability as other federal civilians.
        Recently, 240 cadets were found to have violated the Air Force
    Academy honor code by cheating on various academic tests and
    assignments. The vast majority of these cadets were placed in a
    rehabilitative probation program. Only 15 cadets, who were found to
    have cheated, were disenrolled. The ASAF(M&RA) reviews these cases and
    makes recommendations to the Secretary of the Air Force as to how they
    should be handled.
        Question. If confirmed, what criteria will you use to determine
    whether a cadet who violates the honor code deserves to be expelled
    from the Air Force Academy?
        Answer. If confirmed, I will make it a priority to understand the
    details of the honor code and the criteria used in the determination of
    follow on actions. Decisions about a cadet's future deserve my full
    understanding before I make any determination on specific criteria.
        Question. If confirmed, what criteria will you use to determine
    whether a cadet who is expelled from the Air Force Academy should be
    enlisted in the Air Force or required to reimburse the government for
    the cost of his/her Academy education?
        Answer. If confirmed, I will ensure collateral consequence
    determinations continue to be consistent with existing statutory
    requirements, personnel policies, as well as made in equity and good
    conscience, and in the best interest of the Department and the Nation.
        Question. What evidence does the Air Force have that the current
    honor probation program successfully rehabilitates and improves the
    morals and behavior of cadets who previously violated the honor code?
        Answer. I'm aware that the Air Force Academy is highly respected
    throughout academia and consistently ranks among the best of our
    Nation's colleges and universities. Although I have no metrics on the
    efficacy of its honor program, if confirmed, I look forward to learning
    more about how the honor code system is applied.
                    senior reserve officers' training corps
        Question. In your view, does the Senior Reserve Officers' Training
    Corps (SROTC) program remain a viable source of officer accessions for
    the Air Force and Space Force?
        Answer. While I am not currently well versed in the details of
    accessions via SROTC, the geographically diverse nature of the Air
    Force ROTC program should provide an officer force with the wide
    variety of demographics, backgrounds, and experiences necessary to
    ensure the continued readiness of both the Air and Space Force. If
    confirmed, I will review Air Force ROTC to ensure it is an effective
    and viable source of officers.
        Question. What is your assessment of the diversity in Air Force
    ROTC programs? What measures can be taken to increase diversity in Air
    Force SROTC?
        Answer. I am unaware of the details of ROTC diversity programs. If
    confirmed, I will ensure the Department continues to place significant
    focus on and devote resources to recruiting diverse talent and reducing
    barriers to diversity.
        In 2020, the Air Force began awarding full scholarships to any
    SROTC cadet enrolled at a Historically Black College and University
    (HBCU) or Hispanic-Serving Institution (HSI). HBCUs and HSIs account
    for only 28 percent of all African American and Hispanic SROTC cadets.
    Additionally, more than half of the 22 SROTC programs that fail to meet
    Air Force viability criteria are located at an HBCU or HSI. 70 percent
    of all African American and Hispanic SROTC cadets do not receive a full
    scholarship, despite usually attending schools with more successful
    SROTC programs.
        Question. In your view, what role should individual merit and Air
    Force requirements play in determining who should receive a full ROTC
    scholarship? Under what conditions would you deem it appropriate for
    the Air Force to deviate from considerations of individual merit and
    Air Force requirements to award scholarships to others?
        In my view, merit and requirements should always be the driving
    factors in selecting those that will lead America's sons and daughters
    in the profession of arms. If confirmed, I will ensure that I
    understand the scholarship process and consider any deviations on their
    individual merits.
        Question. Which SROTC detachments have produced the most African
    American and Hispanic officers over the last 5 years?
        Answer. Unfortunately, I do not have access to that information at
    this time. If confirmed, I will gather that information and follow-up
    as appropriate.
        Question. In your view, should the Department of the Air Force
    continue to operate SROTC units at colleges and universities that fail
    to meet their minimum annual commissioning requirements? If not, please
    explain the factors you believe should be used to determine which units
    should be terminated.
        In my view, the decision to discontinue operating an Air Force ROTC
    unit should not be solely based upon a single factor. If confirmed, I
    will ensure a thorough review of all available criteria that could/
    should inform such a decision.
        Question. How would you modify the SROTC scholarship program to
    attract the top talent that our armed forces need to meet national
    defense?
        Answer. Air Force ROTC scholarship programs should be designed to
    enable the Department to be competitive in attracting and retaining our
    Nation's best talent. If confirmed, I look forward to working with
    Department leadership, the OSD, and Congress to ensure Air Force ROTC
    scholarship programs are oriented as such.
        Question. How would you modify the SROTC program to enhance
    geographic diversity in Air Force and Space Force officer accessions?
        Answer. My understanding is that the Air Force ROTC program
    currently has detachments serving universities located in communities
    all across the United States. If confirmed, I will direct regularly
    recurring reviews to ensure the Air Force ROTC program's geographic
    diversity enhances accessions while continuing to meet the needs of the
    Department.
                         space force personnel matters
        Question. What is your understanding of the progress made by the
    Departments of Defense and Air Force in standing up the Space Force,
    including specifically the transfer of personnel from other military
    services into the Space Force ranks? What further challenges would you
    anticipate having to address, if confirmed?
        Answer. It is my understanding that the United States Space Force
    has made considerable progress since Congress signed it into law in
    December 2019 as an independent military service under the Department
    of the Air Force. In particular, I know that they currently have over
    6,000 uniformed guardians (and about an equal number of civilian
    employees). I am aware that these guardians currently are comprise both
    former Air Force personnel as well as members from the other military
    services. I am not aware of any specific challenges confronting the
    Space Force, but if confirmed I will work with the Secretary of the Air
    Force, the Chief of Space Operations and other senior leaders to ensure
    the Department's newest Service has the tools and policies in places as
    it matures to meet its mission of securing and defending U.S. interests
    in space and executing its mission reliably and effectively as part of
    the Joint Force.
        Question. What unique issues or challenges, if any, is the
    Department of the Air Force facing with respect to promotion boards
    considering officers who will or plan to transfer to the Space Force?
        Answer. I am not aware of any specific promotions board challenges
    the Space Force faces right now but if confirmed, I will look into the
    promotion board process and any unique challenges the Space Force might
    have.
        Question. In your view, what is the justification, if any, for
    increasing the number of general and flag officers authorized in the
    Department of Defense to accommodate the Space Force leadership
    structure?
        Answer. If confirmed, I will work with the Secretary of the Air
    Force and the Chief of Space Operations to ensure the Space Force is
    appropriately manned with the right levels of leadership necessary to
    carry out its statutory responsibilities as well as those prescribed by
    the Secretary of the Air Force.
        Question. In your view, is the current Air National Guard
    structure, which supports Space Force operations, sufficient to enable
    the Space Force to meet mission requirements?
        Answer. I know there are several options being considered for how
    to support the Space Force. If confirmed, I will work to gain a better
    understanding of the Air National Guard structure and its support to
    Space Force operations ensuring implementation of any proposals are
    efficient, effective, and appropriate for Space Force missions.
                             military compensation
        Question. Do you agree that the primary purpose of a competitive
    military pay and benefits package is to recruit and retain a military
    of sufficient size and quality to meet national defense objectives?
        Answer. Overall, yes and to the extent that it meets the specific
    Air Force mission objectives.
        Question. What is your assessment of the adequacy of the current
    military pay package in achieving this goal?
        Answer. In an all-volunteer force, the overall compensation package
    must be competitive enough to attract and retain talent. If confirmed,
    I will assess and advocate for any necessary changes to allow the DAF
    to remain competitive for talent.
        Question. What changes, if any, would you recommend to the current
    military pay and benefits package, if confirmed?
        Answer. I will need to assess the situation and be informed on
    recent studies as well as existing challenges within the Department of
    the Air Force. If confirmed, I would explore how to use existing
    authority to address and meet those challenges before making additional
    recommendations for change.
        Question. What specific recommendations do you have for controlling
    rising military personnel costs, including entitlement spending?
        Answer. If confirmed, I will work with the Secretary of the Air
    Force and leaders across the Department of Defense to evaluate a
    holistic approach since I understand that these costs comprise nearly
    one-third of the Department's budget. DoD has a responsibility to
    adequately pay and provide for servicemembers and their families. The
    DAF would benefit from a DOD-wide approach to address rising personnel
    costs that not only addresses military compensation and benefits, but
    also the force management and overall personnel mix decisions that
    affect overall costs.
                        professional military education
        Question. The National Defense Strategy notes that professional
    military education (PME) has stagnated and does not foster the skills
    and abilities needed for independent action during combat. A recent
    RAND report on Air Force Professional Military Education (PME) found an
    imbalance in the assignment of Air Force officers to PME programs.
    Specifically, RAND found that a greater proportion of officers who are
    ranked lower by the central developmental education board are assigned
    to PME at Air University than those higher in the rankings, who tend to
    be assigned to non-Air Force schoolhouses or fellowship programs.
    Survey results also show that Air Force officers view PME at Air Force
    schools less favorably than other options, and few perceive Air
    University options as top quality.
        Answer. If confirmed, what actions would you take to improve the
    quality of education at Air University?
        I have not yet had the opportunity to see Air University in person,
    nor deep dive into their educational programs, but I do believe the
    development of airmen and guardians is vital to our national security.
    If confirmed I will look into how to improve experiences and programs
    at Air University for all servicemembers.
        Question. What actions would you take to enhance the perception of
    Air Force officers about the quality and value of the Air University?
        Answer. If confirmed, I look forward to talking with experts inside
    and external to the Department about the findings of the recent RAND
    report and better understanding its recommended improvements for Air
    University.
                            recruiting and retention
        Question. What do you believe to be the primary reasons that fewer
    than 30 percent of American youth in the 17-24-year range are eligible
    for military service, and how would you propose increasing the size of
    that pool?
        Answer. I understand that medical factors, significantly being
    overweight, disqualify many youth in this age group. If confirmed, I
    will work within DAF and across DOD to increase the number of young
    Americans qualified for military service in order to sustain the all-
    volunteer force.
        Question. Similarly, why do you believe the propensity of American
    youth to serve in the military continues to drop and is at its lowest
    level in years? What would you do, if confirmed, to address this issue?
        Answer. To improve propensity, the DAF must change misperceptions
    of what it means to serve in the military. Today, fewer Americans have
    a personal connection to the military than at any time in the past
    several decades, and the gap between the American people and their
    military continues to grow wider. If confirmed, I will support
    initiatives that bridge knowledge gaps, correct misperceptions and
    reinforce a consistent, positive message in the market that raises the
    esteem of joining the military. This will ensure youth and influencers
    know that serving is a great way of life and one that will provide many
    great opportunities.
        Question. Do you believe that non-native English speakers are
    disadvantaged in qualifying for military service by current testing
    processes?
        Answer. It is my understanding that the Department is in the
    process of conducting an overarching review of best practices used by
    academia to assess academic achievement for non-native English
    speakers. If confirmed, I will review these results and those of
    similar efforts, and direct actions that achieve a wider reach to all
    populations while maintaining appropriate enlistment standards.
        Question. How would you address any such disadvantages to increase
    the pool of eligible and interested youth?
        Answer. If confirmed, I will review the current efforts across the
    Department to ensure valid, reliable, and fair criteria and measures
    are used to access applicants with the highest potential, to include
    non-native English speakers. If necessary, I will direct actions that
    achieve a wider reach to all populations while maintaining appropriate
    standards.
        Question. In your view, should existing medical and other
    qualification standards be reconsidered to accommodate youth willing to
    enlist for service in certain high-demand specialties, such as remotely
    piloted aircraft pilots or the cyber workforce?
        Answer. Although certain standards are at the core of military
    health and wellness, if confirmed, I believe it makes sense to review
    all standards to ensure continued relevance to service in the Air Force
    and Space Force. I am committed to working with Congress and OSD to
    increase interest and eligibility for military service among young
    Americans.
                 department of the air force reserve components
        Question. In your view, do the Reserve components serve as an
    operational Reserve, a strategic Reserve, or both? In light of your
    answer, should the Reserve components be supported by increased
    training, improved equipment, and higher levels of overall resourcing
    for readiness?
        Answer. I have not had access to the specifics of operational tempo
    in the Reserve components. If confirmed, I will work with component
    leadership to understand their utilization and the impact it has on
    recruiting, retention, readiness and resources
        Question. In your view, what actions can be taken to improve
    permeability between the Active and Reserve components in the Air
    Force?
        Answer. Although I am not yet aware of the specific challenges to
    those transitioning between Active and Reserve components, if
    confirmed, I would review the processes and procedures, and work to
    address any issues identified.
        Question. In your view, what actions can be taken to improve
    permeability between the Active and Reserve components in the Space
    Force?
        Answer. The Department of the Air Force is working with OSD to
    develop the policy and legislative proposal needed to integrate the
    Reserve components into the USSF. If confirmed, I will work with Space
    Force leadership to understand and take advantage of the opportunities
    presented by a new military service with a flatter organization and
    identify areas for innovation.
        Question. In your view, are the current requirements for becoming a
    Joint Qualified Officer appropriate for Reserve component officers? If
    not, how should they be revised to better meet the needs of Reserve
    component officers?
        Answer. Although I am not currently familiar with these
    requirements, if confirmed, I will work with the Reserve component
    leadership to examine the qualifications and ensure both part-time and
    full-time Reserve components have sufficient joint assignment
    opportunities for leadership development.
        Question. In your view, is the current Air Force PME system
    appropriate for the Department's Reserve components? If not, what
    changes would you recommend?
        Answer. If confirmed, I will review the DAF PME system to ensure it
    properly addresses and includes the Reserve components and continue to
    work with the Reserve component leadership to ensure all in-residence
    and correspondence offerings meet the Total Force needs for force
    development, growing leadership, and future mission execution.
                            military quality of life
        Question. If confirmed, what qualify of life and morale, welfare,
    and recreation (MWR) programs would you consider to be a priority?
        Answer. Quality of life and MWR programs are important to airmen,
    guardians, and their families. If confirmed, these will be a priority
    for me, as they are key to fostering a ready and resilient force.
    Quality of life programs not only build a strong DAF community, they
    also play an important role in recruitment and retention of the force.
    Those programs and capabilities that have the greatest impact on family
    readiness and resiliency will be my initial priority.
        Question. What metric would you apply in determining which MWR and
    quality of life programs should be sustained or enriched and which
    should be eliminated or reduced in scope as ineffective or outmoded?
        Answer. If confirmed, I would use data and advice from DAF leaders
    closest to the programs, but more importantly I will listen to feedback
    from airmen, guardians, and families. The data and feedback will be
    used to evaluate the effectiveness of MWR and quality of life services.
    I'll ensure the Department's efforts and resources focus where they
    have the most impact to the health and resiliency of the airmen,
    guardians, and families.
                     military family readiness and support
        Question. What do you consider to be the most important family
    readiness issues for servicemembers and their families?
        Answer. I believe family readiness is key to sustaining a resilient
    and ready force. airmen and guardian retention is often linked to
    family readiness and the member's ability to balance it with mission
    demands. If confirmed, I will work with DAF leadership and DAF families
    to understand the complex challenges military families face on a day-
    to-day basis and pursue efforts that have the greatest potential to
    enhance DAF family readiness.
        Question. If confirmed, what specific actions would you take to
    ensure that military families are provided with accessible, high-
    quality childcare, at an appropriate cost?
        Answer. DAF families are reliant on quality and affordable
    childcare, and the Department must ensure this capability is ready and
    available to support the DAF's mission. If confirmed, I will meet with
    families to better understand their concerns and identify potential
    solutions that I can work with DAF leaders to implement.
        Question. If confirmed, how would you ensure that airmen and
    guardians with special needs family members relocate to new duty
    stations where services are available to address those needs?
        Answer. If confirmed, I would work with DAF leadership to assess
    the Exceptional Family Member Program. Ensuring the program is
    effectively relocating airmen, guardians and families to installations
    with the necessary medical, educational, and support services they need
    is a key part of family readiness.
        Question. If confirmed, how would you ensure outreach to those
    military families with special needs dependents so they are able to
    obtain the support they need?
        Answer. Connecting to DAF Families who have special needs
    dependents will be key to ensuring the success of the DAF's Exceptional
    Family Member Program. If confirmed, I will work with DAF leadership to
    better understand what touchpoints are currently established and ensure
    all military families with special needs dependents have a voice in
    obtaining the support they need.
        Use of Military Leave and Carryover Authority
        Question. The Department of the Air Force recently announced
    enhanced leave carryover authority for airmen and guardians unable to
    use military leave due to COVID-19 travel restrictions, effective
    through the end of fiscal year 2024, despite data showing that the only
    ranks with leave balances in excess of the existing statutory carryover
    authority are general officers.
        What is your understanding of the importance of servicemembers
    using their available leave, even if travel is limited due to COVID or
    other factors?
        Answer. I believe that use of military leave is important for the
    mental well-being of the force. However, I also understand the unusual
    circumstances many personnel have experienced due to COVID-19. If
    confirmed, I will review how the Department has permitted leave use and
    determine if other alternatives should be considered.
        Question. Do you believe the use of military leave is important for
    the mental health of the force, and family readiness, and that it
    should be used rather than accumulated?
        Answer. During my time at the Department of the Army, I saw
    military personnel undertake intense workloads, many times in high
    stress environments. I believe taking leave is vital to the mental
    health of all servicemembers and is essential to family readiness.
    Leave is an earned benefit that contributes to a member's ability to
    appropriately balance personal and professional responsibilities. How
    an individual chooses to use their leave is dependent on many factors
    and no one answer is correct for all.
        Question. If confirmed, what actions would you take to encourage
    airmen and guardians to use, rather than accumulate, their military
    leave?
        Answer. If confirmed, I would need to review DAF data to understand
    where airmen and guardians sit with leave balances and determine if
    there are issues. If a problem is identified, I will work to understand
    the factors involved and work with leadership to identify solutions.
        Question. Do you believe that existing leave sell back authorities
    may inappropriately disincentivize servicemembers from using their
    leave?
        Answer. I am not currently familiar with existing sell back
    authorities and how they incentivize servicemembers. If confirmed, I
    will work with DAF staff to ensure servicemembers appropriately utilize
    their leave.
             department of the air force civilian workforce matters
        Question. How would you describe the current state of the
    Department's civilian workforce, including workforce morale, as well as
    the Department's ability to successfully recruit and retain top talent?
        Answer. Civilian employees are necessary and equal partners; they
    cannot be managed in isolation from the other Total Force elements. The
    ability to recruit and retain top talent is directly tied to the
    quality of their work environment. Quick and deliberate responses to
    employee feedback increases employee engagement, improves the work
    environment, and elevates the workforce morale, increasing the
    probability of top talent selecting the DAF as their ``employer of
    choice.'' If confirmed, I will continue to focus on improving DAF
    leadership communication and the work environment, as well as
    opportunities for the professional growth of civilians, and other areas
    supporting DAF civilian employee success.
        Question. In your judgment, what are the biggest challenges facing
    the Department of the Air Force in effectively and efficiently managing
    its civilian workforce?
        Answer. While the DAF has a professional and dedicated workforce, I
    understand that the Department needs a personnel system for all
    civilian airmen and guardians that incorporates flexibilities that will
    enhance the Department's ability to effectively compete. If confirmed,
    I would look to maximize the numerous hiring and compensation
    flexibilities and authorities the Congress has provided over the years,
    and look forward to continuing to evolve the force for the future.
        Question. In your view, would there be any value in eliminating the
    moratorium on the use of A-76 public/private competitions that has been
    in effect since 2009?
        Answer. I understand that decisions on the use of A-76 public/
    private competitions must weigh the health of DAF's civilian workforce
    against potential gains from outsourcing certain mission sets. If
    confirmed, I would work with experts in the Department to examine
    whether a change in policy would benefit DAF.
        Question. In your view, how could the Department of the Air Force
    better utilize telework, while maintaining supervisory and employee
    accountability for high quality performance and the appropriate use of
    official time?
        Answer. As I understand it, over the course of the pandemic, the
    DAF has successfully proved that telework is an effective tool which
    allows for continuity of mission regardless of employee location. While
    telework is a valuable tool, I also understand that it has limitations.
    For example, there are critical jobs in the Department that require
    personnel to be physically onsite at a specific location while doing
    their work. If confirmed, I will continue to evaluate how the DAF can
    effectively integrate telework and other workplace flexibilities to
    achieve maximum efficiency and job performance for and from civilian
    airmen and guardians.
                              technical workforce
        Question. In your view, what are the pros and cons of having Active
    Duty Air Force and Space Force personnel--as opposed to civilian
    employees--trained and working as scientists, engineers, software
    coders, and in other technical positions across the Department of the
    Air Force research, development, and acquisition enterprise?
        Answer. The unique missions of both the Air Force and Space Force
    requires a mix of military and civilian personnel trained and working
    in these technical positions. Both the Active Duty military and
    civilians bring their own unique sets of knowledge, expertise and
    perspective to the enterprise; which is important to maximize the
    talent in these vital areas, and particularly so in these high tech
    services. If confirmed, I will work across the Department to recruit,
    develop, and retain the appropriate workforce mix needed in these
    technical disciplines.
                            senior executive service
        Question. Given that competent and caring leadership is one of the
    most significant factors in shaping a high-performing Department of the
    Air Force civilian workforce, what factors and characteristics would be
    most important to you in selecting candidates for appointment to the
    Senior Executive Service?
        Answer. It is essential for the Department to recruit and select
    civilian leaders with a process that ensures diversity and agility in
    the SES corps. If confirmed, I will ensure that the selection process
    considers those candidates that have the technical expertise, executive
    leadership qualities with a proven track record of success, and
    commitment to serving in ever-changing environments.
        Question. If confirmed, how would you ensure that SES under your
    authority are held accountable for both organizational performance and
    the rigorous performance management of their subordinate employees?
        Answer. If confirmed, I will ensure DAF expectations and goals for
    SES performance are clearly articulated. These management policies will
    guarantee DAF senior executives will be held accountable for
    organization, subordinate, and personal performance using clear
    performance objectives.
                             acquisition workforce
        Question. In your view, in what ways could the Air Force better
    train military personnel to be acquisition professionals?
        Answer. I am aware this is a priority for Secretary Kendall and if
    confirmed, I will work with Department's acquisition leadership to
    continue to improve the training and development provided to the
    acquisition workforce at all levels. The acquisition workforce has a
    wealth of development programs, training resources, and educational
    institutions like Defense Acquisition University. I will, if confirmed,
    support acquisition career management to ensure the Department is fully
    leveraging all available resources.
        Question. How, in your opinion, could acquisition workforce
    management policies be modified to make and hold leaders accountable
    for cost overruns on procurement contracts?
        Answer. Accountability must be directly tied to authority and
    resources. If confirmed, I will continue to improve accountability and
    discipline in acquisitions by first ensuring program managers have the
    adequate authorities to execute their missions, and second to ensure
    transparency in how they execute those authorities.
        Question. In your judgement, how should acquisition program offices
    decide which tasks are best accomplished by government employees,
    military personnel, and support contractors?
        Answer. Government employees, military personnel and contractors
    bring a wealth of experience and expertise to the acquisition
    workforce. If confirmed, after first ensuring tasks are delegated in
    accordance with applicable rules and regulations, I would defer to the
    judgement of decision-makers and work to support them by appropriately
    assigning tasks on the strengths and expertise of their varied
    workforce.
       laboratory, science and technology, and test range stem personnel
        Question. If confirmed, specifically what would you do to support
    the maximum use of the personnel flexibilities provided by Congress to
    improve the quality of the Department of the Air Force's STEM
    workforce?
        Answer. Leading talent and workforce initiatives for the aerospace
    and defense industry, I'm keenly aware of the criticality of the STEM
    workforce in support of our Nation's national security requirements. If
    confirmed, I would initiate a review of all available personnel
    flexibilities to ensure the Department is capable of recruiting quality
    candidates.
        Question. If confirmed, what approach would you take to delegating
    authority for these use of these flexibilities to the lowest
    appropriate level in the organization, so they can be exercised with
    the speed necessary to compete with private sector hiring practices by
    unnecessary delay and additional costs?
        Answer. I have not been briefed on the delegation of authorities
    covering these flexibilities, however if confirmed, would support
    delegation to an appropriate level in order to remain competitive with
    industry hiring practices.
             stem educational opportunities for military dependents
        Question. What role do you think the military services, including
    the Air Force and Space Force, should play in supporting STEM
    educational opportunities for military children?
        Answer. I think the Department of the Air Force is uniquely
    positioned to provide STEM opportunities for military children. The
    characteristics of STEM are integrated into all of the Departments
    missions' capabilities in air, space and cyber. If confirmed, finding
    opportunities to educate and influence military children, will help
    positively shape the next generation of future airmen and guardians.
        Question. If confirmed, how would you work with the Department of
    Defense research and development organizations to increase STEM
    educational opportunities for children of military personnel?
        Answer. If confirmed, I will work with the various research and
    development agencies to look for potential partnership opportunities
    between those agencies and Department child development programs to
    engage DAF children in STEM educational programs.
                            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 Jeanne Shaheen
                                  space domain
        1. Senator Shaheen. Mr. Wagner, the need to operate in contested
    domains like, space and cyber, are transforming the nature of modern
    warfare, requiring specialized knowledge and skills . . . Can you share
    your views on how the Air Force needs to develop the specialized skill
    sets needed for those missions while sustaining the capability to fill
    manning shortfalls in critical areas in the Active component?
        Mr. Wagner. Senator, although I have not yet had the opportunity to
    fully examine the Department of the Air Force's talent management and
    recruiting initiatives in these critical areas, I fully agree that
    space and cyber are transforming modern warfare. Ensuring the
    Department attracts, retains and internally develops both military and
    civilians with these priority skills will be one of my highest
    priorities, if confirmed.

        2. Senator Shaheen. Mr. Wagner, many of our National Guardmembers
    have civilian careers that enable them to bring scope and depth to
    their military positions. How can we apply that advantage to emerging
    and evolving.warfare domains, such as cyber and space?
        Mr. Wagner. Senator, there's no question that one of the strengths
    the Reserve Component is that those airmen can leverage their private
    sector experience in service to our Nation. And given the high tech
    mission of the Department, these Air National Guard and Air Force
    Reserve professionals play an outsized role by bringing their
    experience and specialized knowledge of cutting edge technology into a
    mission set unlike any other. This enhances our responsiveness to the
    changing character of war, and evolving warfighting capabilities. If
    confirmed, I will work with the Department leadership to fully leverage
    the unique capabilities and expertise both the Guard and Reserve bring
    from their civilian experience, and focus attention on talent in those
    emerging missions in cyber and space.
                              space national guard
        3. Senator Shaheen. Mr. Wagner, the National Guard has been
    performing the space mission for over 25 years. With the creation of
    the Space Force, discussion has shifted to the development of a
    similarly aligned National Guard branch for space. What is your view on
    the creation of a space-oriented National Guard branch and how would
    the creation of such an entity enhance our space operations?
        Mr. Wagner. Senator, the 2,700 space professionals in the Reserve
    Component provide incredible value and expertise to the Department's
    space missions. I'm aware that this topic is of great interest to
    Congress as well as the subject of pending legislation. If confirmed, I
    will work with Department leadership to build a structure that brings
    to bear the capabilities the USSF requires, while ensuring efficient
    and effective implementation.
                                   __________
                  Questions Submitted by Senator Dan Sullivan
                                   readiness
        4. Senator Sullivan. Mr. Wagner, over several years this Committee
    has worked tirelessly to restore military readiness--across each of our
    Services--to levels that would enable our success in a conflict. We've
    had some success, but there is still a lot of work to do. If you have
    not done so already, I recommend that every senior defense leader read
    T.R. Fehrenbach's ``This Kind of War'', which provides a cautionary
    tale of our Nation's failure to adequately fund and train our Armed
    Forces before the Korean War. The consequences were steep and American
    servicemembers paid with their lives. If confirmed, all of you--based
    on your positions--will invariably make decisions that directly or
    indirectly impact readiness. Accordingly, will you commit--if
    confirmed--to work with this Committee and within the Department on
    further bolstering military readiness to ensure the failures we endured
    in the Korean War never happen again?
        Mr. Wagner. Yes. Military readiness has many components including
    mission, operational, health--both mental and physical, and family
    components. If confirmed, I commit to working to bolster all aspects of
    readiness.
                             strategy driven budget
        5. Senator Sullivan. Mr. Wagner, the National Defense Strategy
    (NDS) Commission report, the two previous Senate-confirmed Secretaries
    of Defense (SECDEF), and the previous and current Chairman of the Joint
    Chiefs of Staff (CJCS) have all stated the need for sustained 3 to 5
    percent annual real growth to the defense budget to implement the NDS,
    increase readiness, and advance long-overdue modernization. Further
    emphasizing the need for consistent and increased funding, the NDS
    Commission report stated, ``America is very near the point of strategic
    insolvency, where its `means' are badly out of alignment with its
    `ends'.'' This critical situation is negatively compounded by the Biden
    administration's dismal defense topline that does not keep pace with
    inflation. With these facts in mind, and understanding your ability to
    influence the budget will be limited to future year submissions, will
    each of you commit to advocating for a strategy-driven budget vice a
    budget-driven strategy?
        Mr. Wagner. Yes, Senator. If confirmed, I will engage my
    counterparts in OSD and support DAF leadership to ensure the new
    strategy takes into account the Department of the Air Force's most
    critical asset--its people--and work to support them during the budget
    process.
                                   __________
                Questions Submitted by Senator Marsha Blackburn
              air force diversity equity and inclusion investments
        6. Senator Blackburn. Mr. Wagner, in your nominated billet, you
    would be responsible for ``ensuring diversity at all levels of the Air
    Force and Space Force.'' What are some of the Service's named
    initiatives within this lane?
        Mr. Wagner. Senator, I am aware the Department of the Air Force has
    recently conducted two Disparity Reviews to better understand the
    impediments to fielding a more diverse force. The first report,
    released last December, identified 16 specific disparities for Black/
    African American airmen and guardians. The second Disparity Review,
    released in September 2021, expanded the focus to gender and additional
    races/ethnicities, as well as disparities in discipline, investigation
    and personnel opportunities. If confirmed, I am committed to utilizing
    the data from these recent efforts, along with other relevant sources,
    to guide new efforts within the Department of the Air Force.

        7. Senator Blackburn. Mr. Wagner, the Air Force ``considers
    diversity and inclusion a warfighting imperative''. What is your
    definition of diversity and inclusion?
        Mr. Wagner. Senator, the strength of the U.S. military is rooted in
    its diversity. Enhancing diversity is not only the right thing to do,
    but provides us with strategic advantages over our adversaries. In the
    private sector, I've seen the business case for diversity in action,
    with diverse teams outperforming homogeneous ones and bolster the
    bottom line. While diversity certainly must account for people from
    different races and ethnicities as well as gender identity and sexual
    orientation, it also includes those aspects of an individual's life
    experiences and culture, as well as geographic and socioeconomic
    backgrounds. Inclusion ensures that individuals feel comfortable
    bringing all their talents, traits, and experiences to the workplace in
    order to fully leverage the power of diverse teams.

        8. Senator Blackburn. Mr. Wagner, the office to which you have been
    nominated to would place you in charge of ``recruitment, accessions,
    education, training, development, promotions, and separations.'' How
    will you balance prioritizing meritocracy and partiality?
        Mr. Wagner. Senator, there is no conflict between merit and
    enhanced diversity and inclusion. Selection and promotion processes
    must be based on merit. The law requires it, and the Department of the
    Air Force's future success depends upon it. Any increased focus on
    diversity and inclusion is about creating the best overall team, one
    that will bring highly qualified individuals of all backgrounds
    together to perform some of the highest stakes missions this Nation
    demands. In order to succeed in that mission, we must ensure all
    members are valued, included, and provided impartial opportunities,
    allowing them to perform in a positive, motivating environment.
        All airmen and guardians, no matter their background, deserve an
    equal opportunity to demonstrate their talent, effort, achievement, and
    potential so they can be considered for advancement in their respective
    careers. The recent Disparity Reviews revealed real disparities in
    personnel development and career opportunity that require improvement.
    If confirmed, I will ensure the Department continually evaluate those
    processes that affect the development and career opportunities for
    fairness, including in recruiting/outreach, accessions, retention,
    force development/promotions, and organizational climate.

        9. Senator Blackburn. Mr. Wagner, is issuing guidance requiring a
    racial, gender, ethnic, or other categorical quotas to be met in
    recruit pools, as an outcome of promotion boards, or as the basis for
    who is retained or force out of the Service considered a ``warfighting
    imperative''--and please explain why?
        Mr. Wagner. Senator, diversity and inclusion are fundamental to
    readiness and mission success and increasing the overall diversity of
    the Department of Defense is a warfighting imperative. If I am
    confirmed, I commit to work hard to enable the Department to continue
    fully operationalizing diversity and inclusion to leverage the Nation's
    greatest strength--its remarkably diverse citizenry--for decisive,
    lethal advantage.
        The Department of the Air Force must not miss out on talented
    individuals, whether civilian or military, and it is equally important
    to ensure our culture is designed to do everything possible to retain
    that talent. Different backgrounds, different cultures, and a variety
    of different beliefs make the Department a highly effective force. They
    underwrite the ability to be agile and innovative, to compete, deter,
    and win.

                                    ------

        [The nomination reference of Mr. Alex Wagner, follows:]

        [GRAPHIC(S) NOT AVAILABLE IN TIFF FORMAT]

                                     ______

        [The biographical sketch of Mr. Alex Wagner, 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 Mr. Alex
    Wagner in connection with his 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.]

        [GRAPHIC(S) NOT AVAILABLE IN TIFF FORMAT]

                                     ______

        [The nomination of Mr. Alex Wagner was reported to the
    Senate by Chairman Reed on October 21, 2021, with the
    recommendation that the nomination be confirmed. The nomination
    was confirmed by the Senate on June 7, 2022.]
                                    ------

        [Prepared questions submitted to The Honorable Gabriel O.
    Camarillo by Chairman Reed prior to the hearing with answers
    supplied follow:]

                            Questions and Responses
        duties and responsibilities of the under secretary of the army:
        Question. Section 7015 of title 10, United States Code, states the
    Under Secretary of the Army shall perform such duties and exercise such
    powers as the Secretary of the Army may prescribe.
        What is your understanding of the duties and functions of the Under
    Secretary of the Army?
        Answer. By statute, the Under Secretary of the Army performs such
    duties and exercises such powers as the Secretary of the Army
    prescribes. It is my understanding 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. 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. The Under
    Secretary also serves as the Chief Management Officer of the Army. In
    this capacity, 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, and directly supervises the Office of Small Business
    Programs. I also understand the Under Secretary is the senior official
    for all executive and senior professional personnel actions and, as
    such, is responsible for developing policies and programs, as well as
    supervising and directing, the Civilian Senior Leader Management
    Office. Finally, my understanding is that under the restructuring of
    the Criminal Investigation Division (CID), the Under Secretary will now
    supervise the CID Director.
        Question. What background and experience do you possess that render
    you qualified to perform these duties and responsibilities?
        Answer. The role of Under Secretary of the Army requires
    experience, skill and judgment needed to assist the Secretary of the
    Army in fulfilling Title 10 functions and in providing civilian
    leadership to the Army. If confirmed, I believe I would bring a
    uniquely qualified blend of experience gained from a diverse career
    background in national security, public service, law and the private
    sector to fulfill this important role.
        First, I have substantial experience in leading organizations in
    the Pentagon directly tied to the Title 10 functions of the military
    services. As Assistant Secretary of the Air Force for Manpower and
    Reserve Affairs, I was responsible for supervising personnel matters
    for the Department of the Air Force, a combined workforce of 674,000
    active duty, Reserve component and civilian members. I led efforts to
    attract, recruit and retain diverse talent in the Air Force and worked
    closely with service leaders to implement talent management reforms. In
    addition, I worked closely with the Air National Guard and Air Force
    Reserve, which provided me valuable experience in implementing and
    reinforcing a total force approach that addressed the unique challenges
    faced by the Reserve Component.
        Additionally, as Principal Deputy Assistant Secretary of the Army
    (Acquisition, Logistics and Technology), I helped lead the Army's
    acquisition functions and acquisition workforce for nearly 6 years. In
    this role, I helped oversee Army acquisition programs, contracting
    actions, logistics, R&D investment and industrial base issues. This
    provided me with experience and expertise that will be critical as the
    Army continues to pursue modernization of warfighting capabilities. If
    confirmed, my combined experience as a senior political appointee in
    the Army and Air Force would enable me to immediately make a positive
    contribution to the Army as Under Secretary and allow me to effectively
    advise the Secretary of the Army in fulfilling her Title 10
    responsibilities to man, train and equip the Army. In both government
    roles, I worked very closely with the Congress, external stakeholder
    organizations and other DOD and Federal agencies to manage issues in my
    area of responsibility, including associated budgets and policies.
        Last, I have extensive experience in the private sector, both as a
    lawyer with a strong background in government ethics and conflict of
    interest law, and as an executive at SAIC. In the latter role, I
    acquired first-hand experience in leading business units with thousands
    of employees providing IT and engineering services to the Federal
    Government. I have developed significant experience in managing issues
    affecting supply chains and the broader Defense Industrial Base. My
    combined professional experience would, in my opinion, serve me well in
    fulfilling the full range of responsibilities of this important
    position if I am confirmed.
        Question. In particular, what management and leadership experience
    do you possess that you would apply to your service as Under Secretary
    of the Army, if confirmed?
        Answer. Over the course of my career, I have enjoyed the privilege
    of serving in politically appointed senior leadership roles in both the
    Army and the Air Force. These opportunities have given me deep
    experience in acquisition, R&D and contracting issues as well as
    personnel, talent management and Reserve component issues that would
    directly apply to the role of Army Under Secretary if I am confirmed.
    Moreover, I have held executive leadership roles in both the public and
    private sector, and have a strong background in enterprise-level
    management and in driving positive change and fostering cooperation and
    teamwork within and among organizations.
        As noted above, I have previously served in the Pentagon in a
    deputy position responsible for assisting in the management and
    oversight of a complex enterprise. If confirmed, I believe this
    experience would translate well to the role of Army Under Secretary,
    who is responsible for advising and assisting the Secretary of the Army
    in fulfilling her Title 10 functions and performing any duties assigned
    directly to the Under Secretary by the Secretary of the Army. If
    confirmed, I would endeavor to be a strong advocate for the Army, its
    soldiers and civlians and play a constructive and cooperative role as
    part of the leadership team.
        Question. What recommendations, if any, do you have for changes in
    the duties and functions of the Under Secretary of the Army, as
    prescribed by the Secretary of the Army or as set forth in Department
    of Defense and Department of the Army regulations?
        Answer. At this time, I do not have any specific recommendations
    for changes to the Under Secretary's duties or functions. If confirmed,
    I will focus my efforts and attention in full support of the
    Secretary's priorities of People, Readiness, and Modernization.
        Question. What additional duties, if any, do you expect the
    Secretary of the Army will prescribe for you, if confirmed?
        Answer. At this time, I am unaware of any additional duties the
    Secretary might delegate to the office of the Under Secretary.
      duties and responsibilities as army chief management officer (cmo):
        Question. What is your understanding of the duties and
    responsibilities of the Under Secretary in their capacity as CMO of the
    Department of the Army?
        Answer. My understanding is that the Under Secretary is assigned
    the position of CMO in accordance with the National Defense
    Authorization Act of 2008. As CMO, the Under Secretary is the principal
    advisor to the Secretary of the Army, who assigns the duties and
    authorities required to organize and administer the business operations
    of the Army in an effective and efficient manner. The Under Secretary
    is also responsible for developing a comprehensive business
    transformation plan, as well as a business systems architecture and
    transition plan.
        Question. Please provide an example of a situation in which you
    took action to improve the effectiveness and efficiency of the business
    operations of a large organization.
        Answer. Throughout my career in public service, I have worked to
    assess opportunities to improve and streamline business operations and
    implement creative strategies to achieve efficiencies resulting in
    improved organization performance or savings made available for
    reinvestment. As Assistant Secretary of the Air Force, I led efforts in
    2015-2016 to address the accretion of non-core missions and
    responsibilities stemming from accumulated Air Force regulations and
    policies that impacted unit readiness and airmen's ability to focus on
    mission critical functions. The need for this review was made urgent by
    the Air Force's shortage of trained pilots and the lack of personnel at
    flying squadrons. I assembled a team of subject matter experts,
    stakeholders from across the Air Force and worked diligently to either
    eliminate, reduce or modify dozens of Air Force regulations that
    created a patchwork of non-mission related duties and training
    requirements. Our efforts resulted in a 50 percent increase in training
    time efficiency without creating risks for airmen.
        Question. Do you believe that the Under Secretary/CMO has the
    resources and authority needed to carry out the business transformation
    of the Department of the Army?
        Answer. If confirmed, I would consult with the Army leadership and
    the Director of Business Transformation to assess the current State of
    transformation efforts and to determine whether any additional
    authorities or resources are needed to sustain the momentum of Army
    business transformation efforts.
        Question. If confirmed, on which specific business operations would
    you focus in your role as Army CMO, and why?
        Answer. If confirmed, I will focus on re-engineering and improving
    the major end-to-end business processes that support Army people,
    readiness, and modernization efforts, while doing so in ways that
    generate the best value to our Nation. This focus ensures the Army
    enterprise is prepared to meet current and anticipated future
    operational challenges and demonstrates continuing Army commitment to
    fiscal stewardship and audit readiness.
                                    budget:
        Question. If confirmed, by what standards would you measure the
    adequacy of funding for the Army?
        Answer. If confirmed, I will measure the adequacy of the Army's
    funding based upon the Army's ability to meet the President's Interim
    National Security Strategic Guidance and its ability to meet the Army's
    requirements under the National Defense Strategy. The Army must be able
    to successfully deter and defeat military aggression that threatens our
    national security interests. I would also work with the Secretary 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, improve readiness, and take care of its
    people?
        Answer. If confirmed, I will support the Secretary of the Army and
    the Secretary of Defense in working with Congress to ensure resources
    are adequate to meet the Army's mission based on the Interim National
    Security Strategic Guidance, and when published, the new National
    Defense Strategy. To meet these requirements, the Army must balance the
    necessity of providing for soldiers and their families with resourcing
    essential readiness and modernization efforts.
        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 their armed force.
        If confirmed, would you support the Chief of Staff of the Army in
    providing his unfunded priorities list to Congress in a timely manner?
        Answer. Yes. If confirmed, I commit to supporting the Chief of
    Staff of the Army in meeting the requirement to provide a timely list
    of Unfunded Requirements to Congress after the President's annual
    budget request is released.
                           national defense strategy:
        Question. The 2018 NDS outlines that the United States faces a
    rising China, an aggressive Russia, and the continued threat from rogue
    regimes and global terrorism.
        Do you believe that the 2018 NDS accurately assesses the current
    strategic environment, including the most critical and enduring threats
    to the national security of the United States and its allies?
        Answer. The 2018 National Defense Strategy correctly emphasized the
    rapidly advancing military capabilities of China and aggressive Russian
    posture as areas of strategic challenge. In this era of great power
    competition, if confirmed, I would work with the Secretary of the Army
    to ensure that the Army is postured and prepared to address the range
    of threats and challenges posed by nation State actors and global
    terrorism identified by the 2018 National Defense Strategy.
        Question. In your view, is the Army adequately sized, structured,
    and resourced to implement the current NDS and the associated
    operational plans? Please explain your answer.
        Answer. At this time, I do not currently have sufficient
    information to assess the Army's current size, structure, and
    resourcing compared to the requirements of the National Defense
    Strategy and current operational plans. The Army is also asked each
    year to respond to emerging requirements across a range of missions
    that include disaster relief and more recently, COVID response. If
    confirmed, I will work with the Secretary of the Army, Army leadership,
    and Department of Defense leadership to ensure the Army effectively
    balances modernization, force structure, and readiness needs within its
    allocated resources to ensure that the Army is ready to support the
    National Defense Strategy and meet the full range of missions it is
    called upon to meet.
        Question. Does the Army have the requisite analytic capabilities
    and tools to support you, if confirmed as the Under Secretary of the
    Army, in evaluating the Army's force structure and sizing strategies?
    Please explain your answer.
        Answer. It is my understanding that the Army currently employs
    trained analysts, force models and analytic tools to evaluate the
    Army's force structure as part of the joint force. If confirmed, I
    would work with the Secretary of the Army to undertake an assessment of
    these tools and capabilities to determine whether modifications or
    investments are required that have the potential to improve the
    fidelity, scope, and veracity of these capabilities.
        Question. If confirmed, how would you advise the Secretary of the
    Army to address any gaps or shortfalls in the Army's ability to meet
    the requirements of the operational plans that implement the current
    strategy?
        Answer. If confirmed, I would support the Secretary of the Army's
    ongoing efforts to develop and field modernized capabilities in support
    of the Army's joint role in multi-domain operations. The Army continues
    to place significant emphasis on developing modernized weapon systems
    designed to deter and defeat potential adversaries while addressing
    critical requirements to include cyber security, electronic warfare,
    long range precision fires, improved air defense systems. These
    requirements also include the need for interoperability and shared data
    across command and control systems.
        In addition, I would support the Secretary of the Army in
    addressing talent management through Army programs designed to recruit,
    train and retain critical talent and in addressing readiness through
    force management models like the Regionally Aligned Readiness and
    Modernization Model (ReARMM), which places Army forces in predictable
    readiness and modernization windows that produce optimal capabilities
    integration with the Joint Force.
                        major challenges and priorities:
        Question. What would you see as your highest priorities for the
    near-term and long-term future of the Army, if confirmed as Under
    Secretary of the Army?
        Answer. The Army's current priorities are people, readiness, and
    modernization. If confirmed, I would work with the Secretary of the
    Army to address the full range of issues affecting soldiers and their
    families as part of the Army's People Strategy, with emphasis on
    eliminating harmful behaviors that undermine the safety and well-being
    of our soldiers such as sexual assault, sexual harassment and suicide.
    I would support the Secretary of the Army in her efforts to focus on
    prevention of these benhaviors, with emphasis on accountability,
    response and command climate focused initiatives as well.
        I would further focus on maintaining the readiness of the Army to
    meet current and emerging missions around the globe, and support the
    Secretary of the Army in implementing force management models designed
    to promote Army readiness and in ensuring that soldiers are trained and
    prepared to meet these requirements. In addition, I would support the
    Secretary of the Army in prioritizing future readiness through the
    Army's modernization programs designed to develop and field
    capabilities that provide the Army a decisive advantage in multi-domain
    operations.
        Question. What do you consider to be the most significant
    challenges you would face, if confirmed as Under Secretary of the Army?
        Answer. If confirmed, I expect to face a number of challenges in
    several key areas. One of the most significant challenges is the
    prevention of harmful behaviors among soldiers that undermine readiness
    and erode trust. I am aware that the Army is working diligently to
    solidify a culture of cohesion and intervention to protect our soldiers
    and prevent these destructive behaviors from occurring in our
    formations. If confirmed, my highest priorities will be to provide even
    greater emphasis in these areas.
        Another significant challenge will be to work with the Secretary of
    the Army and Army leaders to strike the optimal balance between the
    investment needed to promote current readiness with the need to invest
    in future readiness through the Army's modernization programs. Given
    the landscape of evolving threats, rapidly proliferating technology and
    global competition, the Army has undertaken a significant campaign to
    modernize its warfighting capabilities. These efforts are designed to
    address key capability gaps and ensure that the Army is prepared to
    respond to joint requirements in multi-domain operations. If confirmed,
    I would work with Army leaders to ensure that the Army manages its
    investments to address these challenges.
        Question. What plans do you have for addressing each of these
    challenges, if confirmed?
        Answer. If confirmed, I would first work with the Secretary of the
    Army and Army leaders to build and foster a command climate founded on
    mututal respect and dignity, emphasizing that there is no place in the
    Army for destructive behaviors that threaten the safety or well-being
    of our soldiers and their families. My understanding is that the Army
    has established the People First Task Force, which is intended to
    address the recommendations from the Fort Hood Independent Review and
    develop initiatives to address this challenge. In addition, I am aware
    that the Army has deployed Cohesion Assessment Teams to support unit
    leaders in establishing and fostering the command climate needed to
    prevent these behaviors from occurring anywhere in the Army. I would
    work to help implement these initiatives and ensure that they are
    successful in meeting their objectives.
        In the area of promoting near-term readiness, I would assist the
    Secretary of the Army in implementing the Army's revised force
    management model, the Regionally Aligned Readiness Modernization Model
    (ReARMM) program, designed to establish predictable mission deployment,
    training and modernization cycles. In addition, I would assist the
    Secretary of the Army to ensure that Army modernization programs are
    appropriately structured and successfully executed to field
    capabilities needed to meet future readiness requirements consistent
    with the Army's modernization priorities.
        Question. In response to this Committee's advance policy questions
    prior to its hearing on her nomination, Secretary of the Army Wormuth
    said that one of the most significant challenges she would face as
    Secretary of the Army 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.''
        If confirmed, how would you assist the Secretary of the Army in
    addressing this challenge?
        Answer. If confirmed, I will fully support the Secretary of the
    Army in her efforts to create a positive command climate that fosters
    trust and prevents destructive behaviors that threaten the safety or
    well-being of our soldiers. My understanding is that the Army has
    established the People First Task Force (PFTF), which originated after
    the Independent Review of Fort Hood, to recommend systemic changes
    needed to develop a positive command culture across all Army
    formations. The Army also has a Quality of Life Task Force (QOL TF)
    that oversees the comprehensive approach necessary to strengthen
    quality of life programs for our soldiers, Civilians, and Families. If
    confirmed, I would comprehensively assess these and other Army
    initiatives, such as the ``This is My Squad'' iniative, that
    collectively support a healthy command climate and prevent destructive
    behaviors to ensure that the Army establishes the culture and work
    environment that Secretary Wormuth has called for.
                                 end strength:
        Question. In your view, is the Army's current end strength
    sufficient to meet current national security objectives and execute the
    associated operational plans? If not, what end strength do you believe
    is necessary? Please explain your answer.
        Answer. At this time, I do not currently have sufficient
    information regarding the Army's analysis and force models to determine
    the sufficiency of current end strength relative to the requirements of
    the operational plans. If confirmed, I will work with the Secretary of
    the Army, Army leadership, and Department of Defense leadership to
    assess future force structure requirements across all components and
    ensure we effectively balance end strength requirements, readiness and
    modernization requirements to ensure that the Army is capable of
    meeting missions required under the forthcoming National Defense
    Strategy.
                           recruiting and 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. It is my understanding that in FY21, the Army leveraged
    both historical and forecasted metrics to enable a precise recruitment
    effort that will achieve the approved end strength. In FY22, I
    understand that the Army will continue to utilize those metrics to make
    recruiting efforts more efficient. If confirmed, I will ensure the
    focus of the Army's retention program ensures that only those soldiers
    who have maintained a record of acceptable performance are offered the
    privilege of reenlistment. If confirmed, I will assist the Secretary to
    ensure that commanders continue to be empowered to evaluate their
    soldiers for compliance with Army policy and alignment with its
    professional ethic. Through these efforts, I am confident that the Army
    can continue to meet its required end strength while maintaining a high
    quality force.
        Question. What impact do current medical and other qualifications
    for enlistment in the Army have on the number of individuals eligible
    for military service? 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. There are significant segments of the population in the
    Army's target age group that are disqualified from entering the service
    due to medical qualifications and other factors. I understand that the
    Army continues to assess its standards and experiment with programs
    designed to modernize medical and other qualifications while remaining
    consistent with Department of Defense policy and guidance regarding
    qualification standards. If confirmed, I would assess the efficacy of
    these programs and work with Army and Department leaders 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. The Army is in a fierce competition for talent among the
    population of qualified population with a propensity to serve in the
    military. Expanding the pool of talent requires continued modernization
    and expansion of Army recruiting efforts. My understanding is that the
    Army is currently modifying its recruiting efforts to pursue expansion
    into different geographic regions and has re-assessed its marketing
    efforts to better connect with the Generation Z population of potential
    recruits. In my experience as a former Assistant Secretary of the Air
    Force for Manpower & Reserve Affairs, I worked to shift Air Force
    recruiting efforts to provide compelling information to young people
    regarding the range of career options available through military
    service on social media and information platforms that they rely upon.
        If confirmed, I would work with the Secretary of the Army and Army
    leaders to support these programs and continue to innovate and
    modernize Army outreach efforts to help connect with our young
    population and ensure that we continue to recruit the best available
    talent.
        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. The Army's greatest strength is the talent provided by its
    soldiers and retention is a key priority in meeting current and future
    mission requirements. Keys to success in promoting retention include a
    positive command climate for all soldiers, a healthy and constructive
    set of relationships between soldiers and commanders that promote
    career development, professional education and training opportunities,
    and quality of life programs, to include soldier and family housing and
    spousal employment opportunities. If confirmed, I would work with Army
    leaders on efforts to identify specific retention challenges within the
    Army and develop effective and innovative approaches to retaining
    critical talent.
        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. The Army continues to work to balance operational tempo
    requirements with concern over adverse impacts to recruiting and
    retention of talent. My understanding is that the Army has experimented
    with assignment preferences, granting duty station preferences,
    training opportunities and offering re-enlistment bonuses as some of
    the approaches used to achieve retention objectives. If confirmed, I
    would work to ensure that these and other approaches enable the Army to
    recruit, develop, and retain top talent.
        Additionally, I understand that the Army is implementing a new
    force management model designed to establish predictable modernization,
    training, and mission phases to reduce burdens on indivudual units and
    soldiers. If confirmed, I will support these efforts and others to
    provide predictability to soldiers, thereby helping to ensure that
    current operational requirements do not adversely impact the Army's
    most important asset, its people.
        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, in my view, the current DOD recruit benchmarks for
    high school graduation rates and performance on the Armed Forces
    Qualification Test (AFQT) as fed by the Armed Services Vocational
    Aptitude Battery (ASVAB) are well-established predictors of success.
    However, if confirmed, I will work with the Secretary of the Army, as
    well as Congress and DOD, to implement initiatives that will enable the
    Army to reduce the number of applicants that leave the service before
    completion and improve the pool of applicants available for service in
    the Army.
        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. The Army must expand its outreach to ensure it has access
    to the best available talent among the population of qualified
    potential recruits. Current DOD military entrance testing methods have
    succeeded in providing qualified recruits for the All-Volunteer Force.
    I believe that the Army has made a number of significant strides to
    address the needs of diverse populations through the utilization of
    English as a Second Language programs for those applicants who
    demonstrate sufficient aptitude for service but for whom English is a
    second language. If confirmed, I would assess the success of these
    efforts in ensuring that the Army has access to all talented and
    qualified potential recruits.
                              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 Total Army consists of three components designed and
    committed to operating together seamlessly. The Army National Guard
    provides the combat reserve for the Army with trained and ready units
    to support Combatant Command requirements around the globe, as well as
    providing relevant capabilities to Federal, State, and local
    authorities for domestic response. The Army Reserve continues to
    provide ready units and highly skilled individual soldiers to the
    United States Army in order to mobilize and set the theater in large
    scale combat operations. If confirmed, I will work closely with the
    Secretary of the Army, Chief of Staff of the Army, Chief, National
    Guard Bureau and the Chief, Army Reserve to foster the necessary
    capabilities and relationships to promote interoperability across the
    Active, National Guard and Reserve components.
        Question. What is your vision for the roles and missions of the
    Army Reserve components? If confirmed, what new objectives would you
    seek to achieve with respect to the Army's Reserve component
    organization, force structure, and end strength?
        Answer. The Reserve Components comprise 51 percent of the Total
    Army end strength. The Army National Guard provides roughly 33 percent
    with the Army Reserve contributing 18 percent of the Army's Total
    Force. All three components, however, must be equal partners in the
    Army's Operating Concept. Proper equipment, training, and facilities
    are critical to the interoperability of the Total Force and are
    paramount for the Army to support the National Defense Strategy. If
    confirmed, I will work with the Secretary of the Army, the Chief of
    Staff of the Army, the Chief of the National Guard Bureau, and the
    Chief of the Army Reserve to ensure the Army National Guard and the
    Army Reserve have the necessary equipment, training, and facilities so
    that the Army's Total Force is fully capable of executing the National
    Defense Strategy.
        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. The Army Reserve Components continue to exceed expectations
    in performing both planned and unexpected missions over the past year,
    both abroad and here at home. Maintaining an effective recruiting
    pipeline and retaining the talent and expertise in the Reserve
    components is vital to Army readiness and our national security. We
    must closely monitor the impacts of this operational tempo and
    commitments on the ability to recruit and retain talent. I am aware
    that the Army Reserve fell just short of its goal for FY2020 but
    exceeded its retention requirements and is set to meet its end strength
    goal for fiscal year 2022. I am also aware that the Army National Guard
    achieved their end strength objectives in fiscal year 2020 and
    continues on a glide path to do so again in fiscal year 2022. If
    confirmed, I would work with the Secretary of the Army to ensure that
    operational requirements and the commitments of our Reserve component
    soldiers, their families, and employers are balanced to minimize
    adverse effects on the ability to recruit and retain quality soldiers.
                         military health care reforms:
        Question. Since Secretary Wormuth's confirmation as Secretary of
    the Army, the Army's Medical Command and the Defense Health Agency have
    worked more collaboratively to accomplish military health care reform.
        Do you support the purpose and implementation of section 702 of the
    Fiscal Year (FY) 2017 National Defense Authorization Act (NDAA), as
    clarified by sections 711 and 712 of the fiscal year 2019 NDAA? Please
    explain your answer.
        Answer. Yes, ensuring 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 Army medical
    forces and to provide efficient and effective healthcare to soldiers. I
    understand the Army is postured to transfer the healthcare delivery
    mission, resources, and personnel to the DHA no later than 30 September
    2021, in accordance with the law. If confirmed, I would work with the
    Secretary of the Army to ensure the Army remains ready and responsive
    as the Nation's premier land fighting force and complies with this
    legislation consistent with congressional intent.
                       mental and behavioral health care:
        Question. If confirmed, what actions would you take to ensure that
    sufficient mental and behavioral health resources are available to
    soldiers in an operational theater, as well as to soldiers and their
    families at home station locations?
        Answer. Ensuring access to behavioral health services and
    eliminating the stigma associated with seeking help for mental health
    is critical to the Army's long-term efforts in preventing harmful
    behaviors. My understanding is that the Army has deployed Behavioral
    Health (BH) Officers assigned to units, who provide behavioral
    healthcare enhancing soldier morale and performance. In addition, I am
    aware that family member behavioral health services rely heavily on
    TRICARE and network provider care delivery. The Army is shifting on-
    post priority for family member mental health resourcing to address the
    needs of relatively underserved and remote locations as the Nation
    faces a shortage of mental health professionals. If confirmed, I will
    examine the manner in which Army installations are leveraging all
    available resources and integrating other agencies to maximize
    community support for those identified mental health needs.
        Question. If confirmed, what would you do to ensure that sufficient
    mental and behavioral health resources are available to Reserve
    component soldiers and their families who do not reside near a military
    installation?
        Answer. If confirmed, I will assist the Secretary of the Army in
    working to make sure that mental and behavioral resources are made
    available to these soldiers and their families. This includes ensuring
    that the Army Reserve supports Tricare Reserve Select for soldiers
    without employer provided health care coverage. This coverage is
    provided at a low cost to soldiers and provides access to behavioral
    and mental health services. Additionally, I am aware that the Army
    Reserve Command headquarters maintains a behavior health team that
    includes mental health nurses and licensed clinical social workers that
    track behavioral health trends across the Army Reserve. This team
    assists soldiers with their needs and assist in accessing local/State
    behavior health resources. If confirmed, I would look closely at this
    and other programs to ensure they provide the support required by
    soldiers and their Families in the Reserve components.
        Although the Department has made great strides in reducing the
    stigma associated with help-seeking behaviors, many soldiers remain
    concerned that their military careers will be adversely affected should
    their chain of command become aware that they are seeking mental or
    behavioral health care. At the same time, the military chain of command
    has a legitimate need to be aware of physical and mental health
    conditions that may affect the readiness of the servicemembers under
    their command.
        Question. Regarding the provision of mental and behavioral health
    care, how does the Army bridge the gap between a soldier's desire for
    confidentiality and the chain of command's legitimate need to know
    about matters that may affect the readiness of the soldier and the
    unit?
        Answer. My understanding is that Department of Defense policy
    outlines the balance between patient confidentiality rights and the
    commander's right to know for operational and risk management
    decisions. Specifically, healthcare providers must presume that they
    are not to notify a soldier's commander when the soldier obtains mental
    health care or substance abuse education services. Only specific
    circumstances permit a provider to notify the command; these include
    cases of soldier self-harm, harm to others, or harm to mission. If
    confirmed, I will explore in more depth how the Army is implementing
    this policy and whether any issues currently exist.
        Question. In your view, do non-medical counseling services provided
    by DOD Military Family Life Counselors have a role in promoting the
    readiness of soldiers and their families?
        Answer. Yes. Military Family Life Counselors, which are Department
    of Defense assets, assist the Army in the care and readiness of our
    soldiers and families.
               support for military families with special needs:
        Question. What is your view of the overall effectiveness of the
    Army exceptional family member program (EFMP)?
        Answer. Support for soldier families with exceptional family
    members is critical to Army readiness and is a key component of the
    Army's quality of life programs. I understand that soldiers and their
    families have expressed frustration with the EFMP program, including
    some inconsistencies with access to care, program awareness, and links
    to military and community resources. While I have not had the
    opportunity to examine the program closely in order to determine its
    effectiveness or where improvements might be warranted, if confirmed, I
    will support the Army's efforts to address these concerns. This
    includes supporting the Army's continued improvement of the EFMP
    program to better address issues, connect all stakeholders, and provide
    a holistic overview of installation services, enhanced medical and
    assignment coordination and family support access.
        Question. If confirmed, how would you incentivize soldier and
    family enrollment in EFMP?
        Answer. In my view, enrollment in EFMP is a means to improve
    quality of life for soldiers and families with special needs. My
    understanding is that the Army makes efforts to relocate families to
    locations that can best support their medical and educational needs and
    the career development of soldiers. If confirmed, I would first assess
    the effectiveness and challenges associated with the Army's EFMP
    program and work with the Secretary of the Army to improve access to
    needed resources among the soldier families that rely on these
    programs.
        Question. If confirmed, how would you empower Army families to
    advocate and access individualized educational programs and other
    support to which their family members may be entitled under the
    Individuals with Disabilities Education Act, including from public
    schools in the vicinity of military installations?
        Answer. The Army plays a vital role in helping to make legal
    assistance and counseling available to soldier families seeking proper
    access to special education programs. My understanding is that EFMP
    coordinators are trained to assist families with Individual Education
    Plans (IEPs), their rights and responsibilities under special education
    law and are trained to attend IEP meetings with Families as their
    advocates. I also understand that the Army has also partnered with
    ABA's military program to provide pro bono legal assistance attorneys
    to EFMP Families when particularly complex cases arise. If confirmed, I
    will continue to seek ways to further develop expertise in this area to
    better support Army families and ensure that soldier families are
    empowered to advocate for resources they need.
        Question. If confirmed, how would you enhance support to soldiers
    and families in navigating the TRICARE system to obtain the medical
    services and support required by a family member with special needs,
    regardless of where that family member is located?
        Answer. I understand that soldiers and families enrolled in EFMP
    are challenged when it comes to researching medical care and other
    support services in preparation for their next assignment. To improve
    access to TRICARE and other support services, my understanding is that
    the Army is developing an Enterprise EFMP system that will provide a
    single site to access the TRICARE system and other support services,
    thereby providing the soldiers and Families a one-stop system for all
    their EFMP needs. If confirmed, I will continue to support efforts like
    these to assist soldiers and their families in accessing the medical
    support they need for their family members with special needs.
        Question. If confirmed, how would you work with Military Housing
    Privatization Initiative partners and military commanders to ensure
    that the needs of servicemembers with an exceptional family member are
    considered in the military housing assignment process?
        Answer. If confirmed, I commit to working with private partners,
    commanders, and government housing staff to ensure that families
    enrolled in the Exceptional Family Member Program who want to reside in
    military housing are provided the opportunity to do so. I will also
    work to ensure the Army is able to validate that privatized partners
    are complying with applicable laws, to include the Americans with
    Disabilities Act and Fair Housing Act, consistent with applicable legal
    agreements and Department of Defense guidance.
        Question. If confirmed, how would you eliminate or reduce the
    bureaucratic administrative burdens currently experienced by EFMP
    participants?
        Answer. My understanding is that the Army is developing an
    Enterprise Exceptional Family Member Program (EFMP) system that will
    automate many of the requirements necessary to participate in the EFMP.
    This includes automating the enrollment process and eliminating the
    burden of hard copy forms. My understanding is that this system will
    allow members to track their paperwork in the system, improving
    transparency. Additionally, the fiscal year 2021 NDAA establishes a
    single office at the Army Headquarters to oversee the EFMP. If
    confirmed, I will ensure that this legislation is implemented and
    assists families in reducing bureaucratic burdens.
                        non-deployable service members:
        Question. Do you agree with the policy 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? Please explain your answer.
        Answer. Soldiers who are non-deployable for 12 consecutive months
    should be evaluated for continued service. Prolonged non-deployability
    may not be in the best interest of the soldier or the Army. However, if
    confirmed, I will advise the Secretary of the Army and work with the
    Chief of Staff of the Army to ensure that the Army's policy balances
    the need to take care of our people while maintaining an Army that is
    ready for any mission that the Nation requires.
        Question. In your view, under what circumstances would it be in the
    best interest of the Army to retain a soldier who has been non-
    deployable for more than 12 months?
        Answer. My understanding is that under existing policy, the Army
    must assess the specific circumstances of a soldier who is classified
    as non-deployable for 12 consecutive months and who wants to remain in
    the Army. I understand that this policy exempts soldiers who are
    pregnant, for example, who may exceed a 12-month nondeployable status
    in some cases. Some soldiers, while classified as non-deployable,
    nonetheless possess unique skills that may warrant an opportunity for
    continued service. For example, soldiers may possess a critical high-
    demand, low-density military occupational specialty such as cyber or
    military intelligence where they could work in a virtual environment
    from home station or a non-deployed environment. If confirmed, I would
    assess the circumstances that may merit retention after periods of more
    than 12 months of non-deployability, and work with the Secretary of the
    Army to address the policy as appropriate.
        Question. In your view, should a soldier's readiness to perform the
    required specific missions, functions, and tasks in the context of a
    particular deployment also be considered in determining whether that
    soldier is deployable?
        Answer. My understanding is that current policy maintains a core
    set of deployment standards and requirements to ensure the Army is able
    to respond to a multitude of potential threats. However, in certain
    cases, non-deployable soldiers can serve based on the specific mission
    and function. Cyber and military intelligence are both examples of
    capabilities that may be executed at home station or in a non-deployed
    environment. If confirmed, I would work with the Secretary of the Army
    to review these policies to ensure that the Army maintains access to
    needed talent while maintaining operational readiness.
        Question. What are your ideas for addressing the challenges of
    medical non-deployability in the Reserve components?
        Answer. If confirmed, I would first assess Army Reserve processes
    in place to address medically non-deployable soldiers, to include
    access to medical care and rehabilitiation programs that enable
    soldiers to return to deployable status. My understanding is that the
    Army Reserve works with Army Surgeon General and the Department of
    Veterans Affairs to ensure that these soldiers get review at medical
    retention boards and the integrated disability evaluation board as
    appropriate. If confirmed, I would review these processes and work with
    Army leaders to address specific challenges affecting the Army Reserve.
                              suicide prevention:
        Question. If confirmed, what actions would you take to enhance
    suicide prevention programs for the Active Army, the Army Reserve, and
    the Army National Guard, and in the families of soldiers across all
    Components?
        Answer. The loss of a soldier, spouse or child to suicide is an
    incomprehensible tragedy. We must do everything we can to prevent this
    senseless loss of life by equipping command teams across all components
    with the necessary tools to enhance resilience, nurture a sense of
    belonging, promote unit cohesion, and encourage help-seeking behaviors.
    These efforts should enable the development of comprehensive prevention
    strategies and allow for timely intervention opportunities to mitigate
    factors that may adversely impact soldiers' well-being. If confirmed, I
    will work with the Secretary of the Army to make the prevention of
    suicide a priority.
        Question. If confirmed, what would you do to ensure the reporting
    and tracking of suicide among family members and dependents of soldiers
    across all Components?
        Answer. The Army has established procedures for the tracking and
    reporting of family member deaths by suicide. My understanding is that
    this process includes collaboration with the Department of Defense and
    Centers for Disease Control and utilizes military and civilian data
    from Army and Department of Defense data bases. If confirmed, I would
    work with the Secretary of the Army to prevent Army suicides by
    ensuring that leaders are properly equipped with the resources,
    training, and tools to maintain cohesive teams, implement prevention
    strategies and identify intervention opportunities where appropriate.
        U.S. Army Alaska has experienced numerous suicides from 2016
    through 2021. Most of these suicides occurred at Fort Wainwright. 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 and in other
    remote and isolated locations?
        Answer. I am very concerned about the number of suicides among
    soldiers stationed in Alaska, despite ongoing efforts to prevent
    suicides and address quality of life at these installations. It is my
    understanding that the leadership in Alaska is implementing initiatives
    such as enhanced and focused resilience and suicide prevention training
    programs. While these programs have the potential to improve the
    overall behavioral helath of our Soliders and families in Alaska and
    other remote locations, the recent trend of suicide is concerning. My
    priority, if confirmed, will be to work with the Secretary, the Chief
    of Staff of the Army, and the Sergeant Major of the Army, to ensure
    that Commanders have the policies, resources, training, and awareness
    to establish prevention strategies, identify soldiers at risk of self-
    harm, eliminate the stigma associated with behavioral health treatment
    and continue improving quality of life and healthy climates and
    conditions in Alaska and other remote locations.
        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 have read the Fort Hood Independent Review Committee
    (FHIRC) report and I agree with the Secretary of Army that the findings
    are deeply disturbing. If confirmed, I will be fully committed to
    implementing all 70 of the report's recommendations. The FHIRC
    identified significant issues regarding effectiveness of the sexual
    assault prevention program at Ft. Hood and highlighted the absence of a
    healthy command climate essential to preventing these desctructive
    behaviors. I am committed to working with Secretary Wormuth to address
    these negative trends at all Army installations and units. The FHIRC
    report showed a break down in trust between Army leadership and its
    soldiers and civilians, the Army must work hard to ensure this never
    occurs again.
        Question. Do you believe these same findings and recommendations
    could be relevant Army-wide, and not only at Fort Hood? Please explain
    your answer.
        Answer. Yes, I believe that the findings and recommendations in the
    Fort Hood Independent Review Committee report are relevant across the
    entire Army. The Army continues to work to prevent harmful behaviors
    such as sexual harassment and sexual assault across all formations.
    These efforts are not isolated to one Army installation. If confirmed,
    I would work with the Secretary of the Army to ensure that programs and
    policies designed to prevent destructive behaviors across all Army
    installations are effective.
        Question. If confirmed, what actions would you take with respect to
    these findings and recommendations--both at Fort Hood and across the
    Army?
        Answer. I understand the Army is taking action and making progress
    on addressing all 70 recommendations, both locally at Fort Hood, and
    across the Army. If confirmed, I will support the Secretary of the Army
    by reinforcing these ongoing efforts to ensure broad application across
    the Service. In addition, I would work to reinforce other related Army
    efforts, to include the deployment of Cohesion Assessment Teams and
    other initiatives designed to promote a healthy command climate and a
    culture of dignity and respect for all.
        Question. In your view, are the recent changes to the structure,
    leadership, and operations of the U.S. Army Criminal Investigation
    Command sufficient to address the findings of the Fort Hood Independent
    Review Committee? If confirmed, would you advocate for additional
    reforms? If so, what would they be?
        Answer. My understanding is that the Army has implemented the Fort
    Hood Independent Review Committee recommendation to restructure the
    Criminal Investigation Command (CID). These reforms include
    establishment of a civilian SES to lead the CID, separating the CID
    from the Office of the Provost Marshal General and aligning the CID to
    report directly to the Under Secretary of the Army. Moreover, my
    understanding is that the organizational redesign will also address the
    need for an experienced workforce by increasing the number of special
    agents at Army installations dedicated to investigations and increasing
    the civilian workforce to provide greater continuity and enduring
    expertise. If confirmed, I will continue to assess the effectiveness of
    the redesign to ensure the Army is achieving the desired outcomes
    across the Army.
        Question. What is your assessment of the findings and
    recommendations of the Independent Review Commission on countering
    sexual assault in the military?
        Answer. There is simply no tolerance for sexual assault and sexual
    harassment in the Army and if confirmed, I would follow Secretary
    Austin's and Secretary Wormuth's leadership in giving this issue my
    highest priority. I fully support Secretary Austin's recent direction
    to implement all 82 recommendations of the Independent Review
    Commission, spanning four distinct lines of effort: accountability,
    prevention, culture and climate, and victim care. If confirmed, I would
    work with the Secretary of the Army to ensure that the Army meets
    established timelines for adoption and implementation of these
    comprehensive reforms.
        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 in the military force adequate and
    effective?
        Answer. In my view, the Army's efforts to prevent and respond to
    sexual assault can only be deemed adequate when all instances of sexual
    assault and sexual harassment are eliminated from the Army. In
    confirmed, I will work with the Secretary of the Army to fully
    implement the recommendations of the Fort Hood Independent Review
    Commission and the DOD 90-day Independent Review Commission relating to
    improvements to the Army's Sexual Harassment/Assault Response and
    Prevention (SHARP) program. In addition, I would reinforce Army
    programs and initiatives designed to promote a healthy command climate,
    provide proper treatment and support to victims of sexual assault, and
    reinforce the importance of dignity and respect for all within Army
    formations.
        Question. If confirmed, what would you do to increase focus on the
    prevention of sexual assaults in the force?
        Answer. If confirmed, I would work with the Secretary of the Army
    to place emphasis on the prevention of sexual assault, sexual
    harassment, and associated retaliatory behaviors. I also believe
    prevention of these harmful behaviors is closely tied to setting a
    healthy command climate across Army units and organizations. If
    confirmed, I will support the Army's implementation of the Independent
    Review Commission's recommendations and the prevention initiatives
    currently in development by the People First Task Force. In addition, I
    will work with the Secretary of the Army to ensure that prevention
    initiatives are adequately resourced across the Army.
        Question. If confirmed, what actions would you take to improve the
    quality of investigations into allegations of sexual harassment in the
    force?
        Answer. I understand the Department of Defense's 90-Day Independent
    Review Commission recently recommended a revision to the process used
    for investigating sexual harassment complaints. The Secretary of
    Defense directed that all sexual harassment cases are to be
    investigated by independent, trained investigators instead of appointed
    investigating officers. If confirmed, I will ensure that the Army is
    appropriately resourced for this new requirement to include the
    appropriate training in investigative techniques designed to address
    the unique nature of sexual harassment complaints.
        Question. What is your understanding of the adequacy of Army
    resources and programs to provide military victims of sexual assault
    and sexual harassment the medical, psychological, and legal help they
    need?
        Answer. My understanding is that the Army has a comprehensive
    response system to provide medical, psychological, and legal services
    for victims of sexual harassment and sexual assault. If confirmed, I
    will ensure these services receive proper resources, as they are
    effective components of the Army's response systems for both sexual
    assault and sexual harassment. In addition, I also support increasing
    the Army's telehealth capabilities employed during the pandemic, as
    another source of behavioral health care treatment for victims of
    sexual assault and sexual harassment.
        Question. What is your assessment of the Army's protections against
    retaliation or reprisal, including social ostracism and reputation
    damage, for soldiers who report sexual assault or harassment?
        Answer. Concerns regarding reprisal, social ostracism and
    reputational damage can have a serious chilling effect on reports of
    sexual assault and sexual harassment. In my view the Army must place a
    significant emphasis on encouraging vicitms of these crimes to report
    them and must maintain policies and processes that prohibit the threat
    of such reprisals. If confirmed, I will ensure Commanders have the
    resources needed to develop and sustain healthy command climates,
    facilitate unit cohesion and prevention strategies to preclude
    instances of retaliation from taking place.
        Question. 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 writ large?
        Answer. My understanding is that the Army relies on Equal
    Employment Opportunity (EEO) officials to review, monitor, assess, and
    advise leaders on informal complaints of harassment or discrimination.
    EEO officials advise select leaders, supervisors, managers, and other
    officials of trends as part of their functions and through annual
    reporting. Despite these processes in place to track complaints of
    sexual harassment and discrimination, research shows that these types
    of complaints are still underreported. If confirmed, I will work with
    the Secretary of the Army to continue exploring ways that the Army can
    prevent harmful behaviors in the workplace, ensure an inclusive
    environment, decrease the stigma associated with reporting these types
    of incidents and develop an accurate picture regarding the prevalence
    of these adverse behaviors.
        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. It is my understanding that Army processes do currently
    allow for a means of identifying repeat perpetrators. EEO Officials are
    responsible for reviewing, monitoring, and assessing harassment and
    discrimination complaint activity, and informing supervisors of trends.
    The Army Complaints Tracking System has the capability to query
    specific information regarding known cases through a variety of data
    fields. By reviewing this data, the EEO officials can identify repeat
    perpetrators, as well as the disposition of any complaints against
    them. I also understand that the Army is establishing a separate Anti-
    Harassment Program for Civilians, which will also be able to identify
    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. My understanding is that the Army has developed a
    comprehensive harassment prevention and response policy for the
    civilian workforce that is currently under review and coordination. If
    confirmed, I would work with the Secretary of the Army to ensure that
    policies and processes are in place to prevent all forms of workplace
    harassment and to promote a healthy civilian workplace climate based on
    dignity and respect for all.
        Question. If confirmed, what actions would you take were you to
    receive or become aware of a complaint of sexual harassment,
    discrimination, or other harassment from or by an Army civilian
    employee?
        Answer. If confirmed, I would work to ensure that all complaints of
    sexual harassment, discrimination or other forms of harassment are
    fully investigated and addressed consistent with applicable law and
    policies. All forms of harassment and discrimination jeopardize
    readiness and mission accomplishment, weaken trust among colleagues,
    and erode organizational cohesion. Further, if confirmed, I would work
    with the Secretary of the Army to ensure that there are appropriate
    policies and programs in place to prevent, investigate and address all
    forms of discrimination and harassment within the Army's civilian
    workforce.
        Question. Does the Army's method for responding to complaints of
    harassment or discrimination in the civilian workforce provide
    appropriate care and services for victims?
        Answer. If confirmed, I would first assess the Army's processes for
    responding to complaints of harassment and discrimination involving
    civilian employees before determining whether changes or modifications
    are warranted. I would also work with the Secretary of the Army to
    ensure the Army maintains a healthy workplace environment free from
    discrimination and harassment of any kind. I would further work to
    ensure that victims of discrimination and harassment have access to
    resources and programs that provide needed support.
                            army senior executives:
        Question. If confirmed as Under Secretary of the Army, you would be
    responsible for supervising and directing the Civilian Senior Leader
    Management Office.
        Given that competent and caring leadership is one of the most
    significant and relevant levers available to shape a high-performing
    DOD civilian workforce, if confirmed, what factors and characteristics
    would be most important to you in selecting a candidate for appointment
    to the Senior Executive Service (SES) in the Army?
        Answer. I believe that senior executives play a critical role in
    the direction of the Army's most important programs, how resources are
    managed, and how effectively the Department accomplishes the Army's
    mission. In the future, the Army must attract a diverse senior
    executive workforce, securing the best talent possible, based on
    professional expertise and leadership skills needed to tackle current
    and emerging challenges. When selecting individuals for the SES, it is
    imperative that the Army selects diverse and inclusive leaders who can
    effectively lead and sustain high performing teams by demonstrating
    concern, positive engagement and support for their personnel. If
    confirmed, I will work to ensure that the Army's Senior Executive
    Service is well-suited to lead the Department into the future.
        Question. If confirmed, how would you go about ensuring that SES
    personnel under your authority are held accountable for both
    organizational performance and the rigorous performance management of
    their subordinate employees?
        Answer. The Army must hold senior executives accountable for
    organizational performance and outcomes. My understanding is that the
    Army's SES performance planning process and reviews are required to
    include clear linkage and metrics directly aligned to organizational
    goals, performance metrics, and strategic plans. If confirmed, I would
    ensure that rating officials and the Performance Review Board consider
    the degree to which an SES's performance objectives and resulting
    accomplishments have led to successes in meeting Army and DOD strategic
    goals and priorities and tie their degree of success to annual
    compensation outcomes. If confirmed, I would ensure that the degree to
    which executives are considered successful would be a reflection of
    their performance results, their success in accomplishing the Army
    Mission and their management of their subordinates.
        Question. What would be your approach to recruiting, placing,
    developing, counseling, and managing the performance of Army SESs writ
    large?
        Answer. If confirmed, my approach to talent management in the SES
    ranks would emphasize attracting, developing and retaining the very
    best executive talent to enable the Army to continue to be the greatest
    land force in the world. These efforts would include broad recruiting
    efforts to attract a diverse and highly qualified talent pool with
    subject matter expertise and demonstrated leadership acumen. I would
    continue efforts to develop a broad bench of technically qualified and
    effective leaders and promote ongoing development, training and a broad
    base of experience related to Army matters. Last, I would work with the
    Secretary of the Army to ensure that the ranks of SES leaders possess
    the skills, expertise and talent needed to help the Army meet the
    challenges of evolving threats, rapidly proliferating technologies and
    their impact on Army capabilities, an intense global competition for
    talent and the need for a positive organizational climate founded on
    dignity and respect for all.
        Question. What role does mobility play in the Army SES program?
        Answer. In my view, mobility is a critical element in the Army's
    SES talent management. The willingness of the SES corps to be mobile
    allows the Army to leverage the skills of each executive in the places
    of the most need and where they can broaden their perspective in order
    to be more effective Senior Executives.
            domestic violence and child abuse in military 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. There is no place for child abuse or domestic violence in
    the Army, as it harms soldiers and their families and undermines Army
    mission readiness. While I am not familiar with the current Army
    statistics associated with these cases, even one instance of domestic
    violence or child abuse is too many. If confirmed, I would emphasize
    command oversight, proper investigation and thorough review of these
    cases and work with the Secretary of the Army to ensure that proper
    resources and support services are made available to victims and their
    families. Last, I would assess the Army's programs designed to provide
    training to leadership teams to ensure that they have the necessary
    tools to identify and properly address cases of domestic violence and
    abuse and hold soldiers accountable who are responsible.
        Question. In your view, what more can the Army do to prevent child
    abuse and domestic and intimate partner violence?
        Answer. I share the Army's commitment to preventing and addressing
    all instances of domestic violence, child abuse and neglect. If
    confirmed, I would work with the Secretary of the Army to ensure that
    prevention and response programs, to include the Family Advocacy
    Program and the Army's coordinated community response systems are
    effective in addressing this threat to
        Soldier and family safety and that there are adequate tools and
    resources available to Commanders and victims to identify these cases
    and provide support and care for victims.
        Question. In your view, does the Army Family Advocacy Program
    strike the right balance between healing families and holding
    individuals accountable for acts of domestic violence and child abuse?
        Answer. My understanding is that the Family Advocacy Program is
    focused on providing services aimed at preventing and responding to
    cases of domestic violence and child abuse. These programs include
    victim advocates and clinical support made available at Army
    installations. Accountability for domestic violence and child abuse
    involving soldiers is addressed through the military justice system at
    the command level. While these efforts are administered through
    separate organizations and processes, they are mututally supportive and
    work together to prevent and respond to these destructive harms to
    soldiers, civilians and families.
        If confirmed, I would work with the Secretary of the Army to ensure
    that both of these processes work in tandem to foster a healthy command
    climate free from risk of harm to soldiers and their families. I would
    further work to ensure that the Army has proper training and resources
    available to identify cases involving abuse and domestic violence and
    that support services are made available to victims 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? In your view, are these actions sufficient to adequately
    address problematic sexual behavior on Army installations?
        Answer. My understanding is that installation commanders are now
    required to investigate instances of major juvenile misconduct and
    refer such allegations to Family Advocacy for assessment, treatment,
    and victim assistance. The most serious cases may warrant referral to
    civilian authorities for further investigation or disposition. I am
    also aware that the Army recently established policy and implementation
    guidance on problematic sexual behavior in children and youth, which
    requires review by multi-disciplinary teams and assessment, care,
    support, and treatment for eligible beneficiaries.
        If confirmed, I will conduct further assessment of the
    effectiveness of the Army's actions thus far and will be an advocate
    within the Department of the Army and the Department of Defense to
    ensure the Army is doing all it can to maintain the safety and security
    of family members and civilians on Army installations.
        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. My understanding is that Army installations have multi-
    disciplinary teams that provide care dedicated to addressing
    problematic sexual behavior in children and youth. These teams address
    safety and risk factors, recommend treatment and counseling, and
    develop intervention plans that include the services tailored to
    specific incidents, parent engagement strategies, and appropriate
    referrals. Additionally, Family Advocacy Program clinical staff are
    able to reach out to impacted Families to coordinate assessments and
    offer services. If confirmed, I will work to ensure Family Advocacy
    Programs and clinics are fully supporting victims of juvenile
    problematic sexual behavior and advancing the breadth and scope of
    prevention and treatment services.
        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. I understand that the Army has mechanisms in place to hold
    juveniles accountable who engage in serious misconduct, including
    problematic sexual behavior. I also understand that the Army requires
    investigation of each case of major juvenile misconduct, which may be
    completed by military law enforcement or civilian authorities with
    jurisdiction. There is also a mechanism to refer serious cases may be
    referred to civilian authorities for further investigation and
    appropriate disposition.
        The Army must provide assessment, care, support, rehabilitation,
    and treatment to eligible beneficiaries who engage in problematic
    sexual behavior and provide resource and referral information to
    persons not eligible, but who engaged in incidents of problematic
    sexual behavior. If confirmed, I will work to ensure the Army has in
    place the necessary services to maintain the safety and security of
    Family members and civilians.
                                   extremism:
        Question. What is your view of the prevalence and effect of
    extremism in the Army?
        Answer. In my view, the vast majority of soldiers in the Army serve
    with honor and commitment to the highest standards of professionalism
    and they consistently demonstrate respect for others in their conduct.
    As the Chief of Staff of the Army has stated, however, instances of
    extremism in the military are inimical to good order and discipline and
    negatively impact morale and unit cohesion. Extremism has no place in
    our Army and such behavior is contradictory to the oath soldiers take
    upon entry into service. Commanders at all levels must conduct training
    on extremist behaviors and possess the necessary tools to hold
    accountable soldiers exhibiting these harmful behaviors.
        Question. In your view, what beliefs and actions should constitute
    ``extremism''?
        Answer. My understanding is that the Army regulates specific
    conduct and actions, not beliefs. More specifically, the Army follows a
    regulation, Army Regulation 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
    working with the Secretary of the Army and the Chief of Staff of the
    Army in eradicating any extremist activity within the Army.
        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. All soldiers retain First Amendment rights of free exercise
    of religion, freedom of speech, and peaceful assembly and I believe
    that all soldiers' constitutional rights should be fully protected. 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
        If confirmed, I would work with the Secretary of the Army and the
    Army General Counsel to ensure that Army policies designed to address
    extremism maintain First Amendment protections as interpreted by
    judicial precedent while eliminating this corrosive activity from the
    Army.
        Question. If confirmed, what actions would you take to eliminate
    extremism within the ranks?
        Answer. My understanding is that the Army has fully participated in
    the Secretary of Defense-directed working group on countering extremist
    activity established earlier this year. I also undertand that this
    working group is developing recommendations regarding extremism
    training, DOD wide policies, insider threats, and screening processes
    across the DOD and Services. If confirmed, I look forward to the
    recommendations of this working group and work with the Secretary of
    the Army to address any applicable changes to Army policy, processes
    and training as appropriate.
                            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. My understanding is that a 2019 study conducted by the Army
    studied the root causes of the lack of diversity among the General
    Officer ranks. This assessment found that 60 percent of all General
    Officers had a background 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. This assessment underscores the need, in my view, to
    focus on recruiting and retaining diverse talent in the Army's combat
    arms branches. The American people support an Army, including the
    senior leadership ranks, that is representative of all Americans.
        Question. If confirmed, what actions would you take to ensure 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 would place emphasis on the initiatives
    included in the Army People Strategy, which includes the 5-year
    strategic plan mandated by Congress in the FY20 National Defense
    Authorization Act. Specifically, the Annex seeks to address diversity
    in the senior officer ranks. These efforts include programs designed to
    expand diverse talent in the Officer ranks. My understanding is that
    the Army is further pursuing talent initiatives such as Talent Based
    Branching, the Urban Access Initiative, and the Combat Arms Outreach
    Engagement Teams to recruit and retain a broader range of talent to the
    Army. If confirmed, I would support these and other efforts to promote
    more diversity in our senior ranks.
        Question. What is your assessment of diversity in the Department of
    the Army'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 challenges in attracting and
    hiring from diverse populations at senior grades and SES levels. The
    Army's current efforts focus on accurately identifying and eliminating
    barriers to access, opportunity, and career development. If confirmed,
    I will continue the Army's focus on assessing, recruiting and hiring
    efforts to promote greater diversity in the civilian workforce.
        Question. If confirmed, how would you increase geographical
    diversity in the Army from areas of the country and communities that
    are currently underrepresented?
        Answer. If confirmed, I will seek to fully understand the Army's
    current efforts to drive geographical diversity across the force. I
    will work in support of those efforts and ensure the Army strives for a
    diversified pool of recruits, enlisted members and officers, who are
    representative of the Nation. I understand the Army is conducting
    recruiting and outreach activities focused on educating the entirety of
    the population about opportunities available in the Army.
        I also understand that the Army has added 25 Priority Population
    Centers to the original 22 cities under the Urban Access Initiative to
    broaden and increase the geographical diversity of applicants. These 47
    cities account for 47 percent of the population, and represent a
    positive step in the Army's ongoing efforts to cast a wide net for
    talent. If confirmed, I would continue to support these efforts and
    work with Army leaders to continue to explore innovative ways to
    increase geographic diversity in recruiting among our qualified youth.
        Question. What is your assessment of the diversity of cadets at the
    United States Military Academy, and how might it be increased?
        Answer. The United States Military Academy (USMA) has a rigorous
    and comprehensive application and nomination process that allows the
    Army to attract a diverse and talented group of Cadets. The
    congressional nomination process supports the identification of high-
    caliber, diverse talent that geographically represents the Nation. If
    confirmed, I look forward to harnessing the collective efforts of West
    Point, the Congress, and Army leaders to continue building a diverse
    Corps of Cadets that the Army and nation require.
            services provided to servicemembers and their families:
        Question. If confirmed, how would you support increased employment
    opportunities for military spouses and other family members?
        Answer. Military families are required to make significant
    sacrifices in service to our national security, enduring the impacts
    associated with rotational assignments and geographic relocation. In my
    view, the Army must be a strong advocate for military spouses and
    family members seeking employment opportunities as a result of
    geographic relocation. If confirmed, I will work to continue building
    strong relationships with Congress, the Office of the Secretary of
    Defense, the National Governor's Association, State and local
    governments and non-government organizations that facilitate and enable
    spouse employment opportunities. Specifically, I would work with the
    Secretary of the Army to engage State policymakers to improve
    professional license portability. I support Army efforts to expand the
    alliance and partnership with private sector companies and local or
    State government agencies that 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.
        Question. What specifically would you do to provide Army families
    with accessible, high-quality childcare, at an appropriate cost?
        Answer. Access to qualified and trusted childcare is critical to
    Army readiness. If confirmed, I would work with the Secretary of the
    Army to assess current plans to provide such access to soldiers. My
    understanding is that Army ongoing efforts call for construction of new
    childcare facilities to address identified long wait times, increasing
    access to community childcare among Army families in locations with
    long wait times or where they are geographically dispersed, investment
    in the Family Child Care program and investing resources to recruit and
    retain a childcare workforce of the highest quality.
        Question. What steps would you take to ensure safe and healthy
    living conditions for soldiers and their families in privatized
    housing?
        Answer. Access to quality housing is key to quality of life and
    ensuring Army readiness. 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 commanders and privatized
    housing partners accountable to fulfill that promise.
        Question. 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 have high quality housing. I will ensure implementation of the
    Military Housing Privatization Reform contained in the National Defense
    Authorization Act and that the 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.
    If confirmed, housing will be one of my highest priorities.
        Question. 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 chain of command
    remains engaged in assessing performance metrics associated with
    service delivery and property conditions at privatized housing
    facilities. 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 would also work with the Secretary of the Army to
    underscore 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.
                              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. I believe that the current readiness of the Army across the
    domains of material and equipment, personnel, and training to execute
    the 2018 National Defense Strategy and support Combatant Commander's
    operational plans continues to be challenged. The Army has embarked on
    a comprehensive modernization program designed to develop new
    warfighting capabilities in response to threats and challenges
    identified in the National Defense Strategy. 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. In my view, the Army's priority missions include preparing
    for large-scale combat operations against near-peer adversaries,
    homeland defense, and ongoing competition with State and non-State
    actors below the threshold of armed conflict. The Army also provides
    essential capabilities for crisis responses, such as hurricane,
    wildfire, mass migration, and earthquake responses.
        The Army stands shoulder to shoulder with its allies and partners
    in several key locations and theaters, which keeps our citizens and
    interests safe. This list is long, and global demand for Army forces
    remains high. Ultimately, the Army's success will be judged by its
    ability to fight effectively 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. I have not had the opportunity to assess the specific areas
    of risk in Army readiness relative to existing operational plans. If
    confirmed, I will support the Secretary of the Army in her efforts to
    ensure that the Army adheres to the directives of the SecDef's Global
    Posture Review as it applies to priority theaters and the Army
    continues to assure its allies and partners of enduring relationships.
    My understanding is that the Army will implement a Regionally Aligned
    Readiness and Modernization Model (ReARMM) to optimize force projection
    to meet global wartime demand. If confirmed, I would work with the
    Secretary of the Army to carefully balance resources to promote
    readiness to meet Combatant Commander operational requirements while
    prioritizing investments in our people and modernization programs.
        Question. If confirmed, how would you oversee compliance by the
    Army with readiness goals and timelines?
        Answer. My understanding is that the Army is implementing a
    Regionally Aligned Readiness and Modernization Model (ReARMM) to meet
    readiness goals and timelines with predictable modernization, training,
    and mission phases for all Army units. If confirmed, I would work with
    the Secretary of the Army to assess the implementation of the ReARMM
    effort and any effects on readiness requirements tied to Operational
    Plans or the Joint Staff's global force management process.
        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 will support the Army vision of a multi-
    domain operational force to ensure that the Army can deploy, fight, and
    win in large scale combat operations in the future. I understand the
    Regionally Aligned Readiness and Modernization Model (ReARMM) is
    focused on maintaining readiness requirements to meet Secretary of
    Defense assigned missions. In the model, each unit will have a
    dedicated modernization window to focus on new equipment. Establishing
    these windows allows the Army to synchronize resourcing with
    modernization.
                                   munitions:
        Question. The fiscal year 2022 budget request substantially cuts
    funding for munitions of all types--missiles, tank, artillery, mortars,
    medium-caliber, and small-arms.
        What is your assessment of the risk these cuts pose to readiness
    and the munitions industrial base?
        Answer. The Army relies on a healthy munitions industrial base to
    provide production quantities and surge capacity in the event of
    military conflict. If confirmed, I would work with the Assistant
    Secretary of the Army (Acquisition, Logistics and Technology) and the
    Army staff to identify and understand any projected readiness impacts
    or industrial base risks associated with reduced FY22 munitions
    funding. My understanding is that readiness risks can be mitigated in
    several ways. For example, the Army can continue to implement stockpile
    reliability programs and shelf-life extension programs which will help
    ensure current stocks meet the appropriate standards. If confirmed, I
    will ensure that the Army also works closely with the industrial base
    to assess any impacts and identify mitigations as appropriate.
        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 work with Army leaders to ensure that
    the Army supports combatant commander requirements. I would work with
    the Secretary of the Army to balance resources to address needs to
    modernize our munitions stock and improve overall inventory levels as
    necessary ensure the Army will meet combatant commanders' requirements.
    In addition, I would work with the Assistant Secretary of the Army
    (Acquisition, Logistics and Technology) to collaborate with our
    industry partners to address production and procurement of requirements
    of critical munitions as appropriate.
        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. I have not yet had the opportunity to assess the current
    production capacity of the Army's organic ammunition plans or their
    capability to meet current and future munitions requirements. My
    understanding is that the Army has identified a need to modernize and
    invest in the organic industrial base to ensure these critical
    facilities can manufacture future artillery and advanced propellants.
    If confirmed, I would work with the Secretary of the Army and Army
    leaders to ensure that the Army has sufficient capacity--both
    commercial and organic--to meet future and surge munitions requirements
    once planned modernization and new production capabilities are
    completed.
        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. I believe managing the risk within the supply chains,
    including foreign sources and single points of failure, is key to
    ensuring that the Army delivers our joint force the munitions they
    require. If confirmed, I would ensure that the Army can assess supply
    chain risks, identify and execute actions that mitigate the threats
    within relevant supply chains. I will also ensure we work with
    OSD(A&S), the other Services, Congress, and other stakeholders inside
    the Army to build resiliency within our ammunition industrial base.
                              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 ability to generate, distribute, and store power is a
    key enabler of combat capability and will be increasingly relevant in
    future missions and conflicts within a contested security environment.
    If confirmed, I would assess the Army's investments in operational
    energy and associated operational concepts to ensure that the Army is
    prepared to support future mission requirements as part of the Joint
    force.
        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. In my view, the Army must plan for energy (including fuel
    and electricity) security and address potential vulnerabilities both at
    installations and while conducting operations. If confirmed, I would
    ensure that the Army continues to focus on readiness and the ability to
    project power by strengthening the energy 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? In your view, how can energy
    supportability that reduces contested logistics vulnerabilities become
    a key performance parameter in the requirements process?
        Answer. The Army is committed to designing, developing, and
    delivering cutting edge technologies to provide the greatest
    warfighting capabilities across the joint force. Operational energy is
    a critical requirement that reduces logistical burdens. If confirmed, I
    would work to ensure the Army continues to seek improvements in energy
    efficiency to reduce operational costs and the overall logistics tail.
    With respect to enduring weapon systems, the Army can improve energy
    use in current systems and platforms by leveraging the work of
    innovative companies through research, prototyping, and demonstrations
    of energy-saving technology--to include hybrid-electric and electric
    motors for vehicles that reduce energy demand. In the development of
    new weapon systems and platforms, my understanding is that the Army can
    benefit from more energy-efficient designs early in the acquisition
    process to avoid costly retrofits of energy-efficient components after
    fielding. If confirmed, I would work with Army leaders to assess how
    these considerations can be incorporated into system requirements to
    advance these objectives.
        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 that the Army's
    installations are strategic assets for generating readiness. It is my
    understanding that the Army's approach to installation energy
    resilience is a comprehensive strategy that includes energy efficiency,
    onsite generation, and storage. If confirmed, I will continue to
    prioritize installation energy resilience efforts that support critical
    missions.
        Question. Given that the Army has been charged to provide Contested
    Logistics for the Joint Force, how do you believe operational energy
    can and should be used to support this effort?
        Answer. Operational energy capabilities are an important resource
    and advantage that will help increase energy efficiency for the joint
    force operating withing a contested environment. If confirmed, I will
    work to better understand the Army's current strategy for joint
    contested logistics and look for ways to utilize such capabilities to
    reduce logistical burdens and vulnerabilities.
                                  environment:
        Question. If confirmed, how would you ensure that the Army complies
    with environmental protection laws, regulations, and guidance from the
    Environmental Protection Agency?
        Answer. Compliance with environmental laws and regulations is of
    critical importance. If confirmed, I will ensure that Army leaders and
    the force have the necessary and appropriate environmental policies and
    programs in place through Army regulation, guidance, and training
    opportunities.
        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. In my view, the Army must work collaboratively with the
    Department of the Interior and the U.S. Fish and Wildlife Service to
    address impacts to endangered species associated with Army
    installations and functions. If confirmed, I would work with the
    Secretary of the Army to continue coordination with these agencies to
    support and extend ongoing programs that focus on recovery and species
    protection initiatives and compatible use buffers to ensure readiness
    and environmental protection.
        Question. If confirmed, how would you further efforts to address
    PFAS contamination at Army installations?
        Answer. If confirmed, ensuring the health and safety of our
    soldiers, their families, Army civilians, and the communities
    surrounding our installations will be my top priority. I would work
    with the Secretary of the Army to ensure the Army continues to
    prioritize and address cleanup sites where risk to human health is the
    highest.
        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 will support efforts to inform soldiers and
    their families of potential direct and indirect harmful exposures and
    ensure that they have access to DOD and Army initiatives that address
    these concerns. I will also encourage soldiers that express concerns of
    potential exposure to seek assistance from their health care provider.
    If confirmed, the safety and well being of soldiers and their families
    will be my highest priority.
              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. If confirmed, I will support the Army's use of science and
    resource informed data to assess readiness and resource impacts from
    extreme weather and climate change. Use of these assessments will be
    critical to anticipate changing conditions and better position the Army
    to maintain readiness and minimize risks.
        Question. Based on these readiness and resource impacts, do you
    believe it necessary to use more resilient designs in Army
    infrastructure? How can the Army better use existing authorities on
    extreme weather mitigation granted by Congress in the last few National
    Defense Authorization Acts?
        Answer. I believe that the Army should continually update building
    codes and resilient infrastructure designs to keep pace with the latest
    climate science and technology advancements. Additionally, the NDAA
    requires incorporating climate considerations into building codes and
    mandates resilience planning. If confirmed, I will ensure the Army
    continues to meet these requirements and explores ways to leverage
    these authorities to increase installation resilience.
                                audit readiness:
        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. If confirmed, I will serve as one of the Army Senior
    Leaders responsible for obtaining an unmodified (or ``clean'') audit
    opinion. I would work with Army leaders to maintain consistent emphasis
    on meeting audit requirements by addressing findings in the audit
    process and working to achieve audit milestones and objectives. I would
    focus my efforts on downgrading and/or eliminating Army material
    weaknesses by allocating resources to address Notices of Findings and
    Recommendations. It is my understanding that the Army is prioritizing
    high-impact outcomes and has developed project plans to address the
    Army's significant areas of risk. With respect to Army's workforce, I
    would prioritize the upskilling and retooling (as necessary) of the
    workforce to build efficiencies in all operational and financial
    processes. As it pertains to the Army IT environment, I would work with
    Army leaders to streamline manual and overly burdensome processes where
    possible. Last, I would also continue to take actions to embed required
    controls in Army's current systems as new systems are developed.
        Question. What are the benefits to Army missions and effectiveness
    of achieving and maintaining a clean audit?
        Answer. Full compliance with Army regulations, policies, and
    procedures is critical to effective stewardship of every dollar that
    the Congress appropriates. The benefits of achieving and maintaining a
    clean audit include optimized warfighter readiness, improved resource
    forecasting, access to data for decisionmaking, improved visibility of
    Army assets, and enhanced congressional and taxpayer confidence. It is
    my understanding that the Army is gaining financial benefits as a
    result of remediated auditor findings and also improving and
    modernizing its operational processes.
        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. It is my understanding that Army is currently using the
    military execute order process, which is a written directive to provide
    the specific tasks and milestones to meet Army's audit opinion goal.
    Success across the force depends on leaders who routinely review the
    progress of their commands as they implement actions to remediate audit
    findings. If confirmed, I will continue to promote accountability in
    Army's culture. In monthly audit governance meetings with Army Leaders,
    I would expect to receive briefings on audit results and will measure
    leaders' performance based on their ability to meet or exceed key
    operational metrics. I will hold Army commands accountable to implement
    the processes and procedures that will lead to improved operations and
    drive audit success.
                     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. My understanding is that the Army and Department of Defense
    have employed various tools, models, reporting systems and assessments
    to ascertain the health of the Defense Industrial Base and the Army's
    Organic Industrial Base. While I have not yet had the opportunity to
    assess the Army's current systems and processes for identifying and
    addressing industrial base risks, I am familiar with the importance of
    these approaches to identify and address critical and fragile
    components of our Nation's private and public R&D, development and
    production capacity. If confirmed, I would work with Army and
    Department of Defense leaders to undertand the areas of risk in the
    broader industrial base and assess current and planned mitigation
    strategies.
        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. In my view, Army leaders must preserve a vigorous
    industrial base that can meet current and future Army requirements
    while promoting competition. This requires the Army to balance private
    manufacturing requirements with organic industrial base requirements,
    while optimizing affordability and capacity. The Army relies on the
    Defense Industrial Base and the Army's depots of the organic industrial
    base to conduct effective and economical recapitalizing and modernizing
    major defense systems. Continued access to the skills and capabilities
    of the broader industrial base must be a significant factor in the
    development of weapon system requirements and associated acquisition
    strategies.
        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 would evaluate the Army's processes used to
    assess and manage supply chain risk in the Army Industrial Base and
    work with leaders in the Army, the Department of Defense and industry
    to ensure a resilient supply chain. My understanding is that the Army
    maintains close coordination with the Office of the Under Secretary of
    Defense for Acquisition and Sustainment, the other military services,
    and other Federal agencies in support of this objective.
        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 work with the Secertary of the Army
    to employ existing DOD and Army programs to address Industrial Base
    concerns. Authorities, such as the Defense Production Act (DPA) and the
    Industrial Base Analysis and Sustainment (IBAS) program, can help
    address industrial base issues and support the National Security
    Innovation Base on which the Army relies. To help reduce acquisition
    costs, and reduce manufacturing and repair cycle times, I believe the
    Army needs to fully utilize DOD and Army programs, such as
    Manufacturing Technology (ManTech) Program.
        Question. An often-cited metric for justifying production level
    decisions is the Minimum Sustaining Rate (MSR).
        In your view, is the MSR the appropriate metric for justifying
    production? Please explain your answer.
        Answer. In my view, MSR is one estimate of production requirements
    essential to sustain manufacturing skills and expertise and preserve
    production capacity among suppliers at all levels. In the absence of
    more specific data regarding production capacity, supply chain
    vulnerabilities and workforce retention, MSR is a useful metric for
    evaluating weapon system production minimum requirements. In these
    instances, MSR does help ensure the Army's production base is resourced
    appropriately to manufacture required items in a given amount of time
    with a minimum of wasted resources (such as manpower and production
    line infrastructure costs).
        Question. What is your understanding of the process for determining
    MSRs, and how and by whom they are validated?
        Answer. My understanding is that the MSR for a particular
    procurement is calculated by determining the minimum product throughput
    required to keep a production line open. This considers cost tolerance,
    or what the U.S. Government can spend to produce a particular item in a
    specified amount of time. MSR calculations also take into consideration
    contractual pricing structure to determine manufacturing quantity cost
    breakpoints. These breakpoints take into consideration the estimated
    buys by the Department of Defense and our allies through Foreign
    Military Sales.
        Question. If confirmed, would you modify this process in any way?
        Answer. If confirmed, I would assess the process for determining
    MSRs used by the Army and the Defense Industrial Base and will assist
    the Secretary of the Army in determining whether modifications are
    warranted.
                            equipping/modernization:
        Question. What is your assessment of the Army's ongoing
    modernization efforts?
        Answer. The Army has made significant progress in recent years in
    establishing clear modernization priorities and undertaking an
    ambituous set of programs designed to field needed capabilities that
    will enable the Army to meet operational requirements in multi-domain
    operations as part of the Joint Force. Moreover, my understanding is
    that the Army is fully leveraging the rapid and flexible authorities
    provided by Congress to streamline acquisition processes, and is
    incorporating prototyping, experimentation, and soldier feedback early
    in the requirements and development process to ensure technically sound
    and feasible requirements before committing resources in a formal
    program of record. If confirmed, I commit to working with Army
    stakeholders to ensure continued emphasis on these Army's modernization
    objectives.
        Question. If confirmed, what role would you play with respect to
    Army modernization efforts? Are there specific aspects of Army
    modernization efforts that you believe would require your focus? Please
    explain your answer.
        Answer. If confirmed, I would fulfill any duties and
    responsibilities related to Army modernization assigned to me by the
    Secretary of the Army. Having previously served as Principal Deputy
    Assistant Secretary of the Army (Acquisition, Logistics and Technology)
    for nearly 6 years, I have extensive experience with many of the
    programs, issues and stakeholders involved in Army modernization. If
    confirmed as Under Secretary, I would serve as a strong advocate for
    Army modernization requirements and programs.
        Question. Do you believe the Army's modernization priorities should
    be modified? If so, and if confirmed, how would you propose to modify
    them?
        Answer. I understand that the Army's modernization priorities--long
    range precision fires, next generation combat vehicles, future vertical
    lift, the network, air and missile defense, and soldier lethality--are
    grounded in detailed assessments that integrate future operational
    environments, operating concepts, and technologies. If confirmed, I
    will assist the Secretary of the Army in evaluating the Army's
    operating concepts and assessing threats to validate current and future
    priorities. If confirmed, I would seek to ensure that Army
    modernization priorities support the National Defense Strategy and the
    priorities established by the President and the Secretary of Defense.
        Question. How have the Army's modernization priorities been
    adjusted to reflect the NDS's identification of China as the principal
    strategic competitor?
        Answer. My understanding is that the 2018 National Defense Strategy
    calls for the Army to prioritize long-term strategic competition with
    China and Russia while deterring regional adversaries and sustaining
    irregular warfare competency. The Army's six Army modernization
    priorities address the need to counter military capabilities by China
    and Russia and are critical to deterring regional adversaries.
    Delivering capabilities in these areas will ensure the Army maintains
    is capable of deterring and defeating threats identified in the NDS.
        Question. In your view, should the Army sustain the capacity to
    conduct large-scale ground combat operations against major potential
    adversaries such as Russia, notwithstanding the significant focus and
    weighting of resources toward competing with China? How can the Army
    afford to modernize and sustain all of these capabilities, in your
    view?
        Answer. It is necessary for the Army to field warfighting
    capabilities that effectively deter China and Russia as major-power
    competitors, and enable the Army to ultimately win any conflict that
    may arise. 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. If confirmed, I would work with the Secretary of the Army and
    Army leaders to appropriately balance investment in these modernized
    capabilities with competing needs to ensure that the Army is well-
    postured to meet our Nation's security needs in an increasingly
    contested and complex security environment.
        Question. The fiscal year 2022 budget request substantially cuts
    funding for enduring combat platforms within it Armored Brigade Combat
    Teams (ABCTs).
        What is your assessment of the risk these cuts pose to the
    readiness of ABCTs and the defense industrial base?
        Answer. According to public testimony by Army officials, I am aware
    the Army did accept some degree of risk in reducing funding for some
    Armored Brigade Combat Team (ABCT) programs in FY22. My understanding
    is that this choice was cast as part of an effort to protect funding
    for higher priority next-generation modernization programs. It is also
    my understanding that the Army Chief of Staff's Unfunded Requirements
    List included funding for several ABCT programs. However, I have not
    had the opportunity to assess the effects of any reductions in funding
    in these programs on Army readiness or the associated industrial base.
    If confirmed, I would work with the Secretary of the Army to eview the
    Army's plans in this area to ensure that impacts are identified,
    addressed and balanced appropriately given available funding.
        Question. If confirmed, what steps would you take to sustain
    capabilities that are essential to the Nation's ability to conduct
    land-combat operations?
        Answer. If confirmed, I would work with the Secertary of the Army
    to assess current training and readiness processes to ensure that the
    Army is prepared to conduct ground combat operations as required by
    Operational Plans. Moreover, I would work to continue modernizing Army
    capabilities that support and sustain an advantage over great power
    adversaries. In combination with the capabilities of our Allies and
    partners, Army capability to conduct these operations will deter
    potential aggression, and if, necessary, enables the defeat of an
    adversaries.
        Question. How is the Army mitigating risk to enduring programs as
    it prioritizes modernization efforts?
        Answer. My understanding is that the Army has taken steps to
    allocate resources in support of priority modernization programs and
    critical enablers. This presents risks to the modernization and
    improvement of enduring programs, by slowing the rate of procurement of
    certain capabilities funding certain programs at their minimum
    sustainment rate. If confirmed, I would work with the Secretary of the
    Army and the Assistant Secretary of the Army (Acquisition, Logistics
    and Technology) to identify impacts and risks associated with these
    investments and to develop future resourcing strategies that meet the
    Army's needs consistent with the National Defense Strategy.
        Question. As compared to previous Army efforts to prioritize
    modernization, how has Army Futures Command (AFC) contributed to
    improving Army modernization programs? In your view, how has the
    establishment of AFC affected the Army Secretariat's roles in Army
    modernization efforts?
        Answer. In my view, the establishment of Army Futures Command (AFC)
    has placed renewed emphasis on the development of user requirements for
    highly modernized warfighting capabilities across a range of missions.
    Army modernization has always been a team sport, and AFC plays in
    important role in validating requirements, executing the Army's Science
    and Technology (S&T) enterprise and developing the Cross-Functional
    Teams (CFTs) that define requirements for the Army's next generation
    capabilities. If confirmed, I would work with the Secretary of the Army
    to assess the roles performed by AFC, the Assistant Secretary of the
    Army (Acquisition, Logistics and Technology) and other organizations
    involved in Army modernization to ensure that the Army remains
    consistent with all applicable statutory authorities enacted by
    Congress. In my view, the Assistant Secretary of the Army for
    Acquisition, Logistics, and Technology retains responsibility for the
    overall supervision of acquisition, logistics, and technology matters
    for the Army.
        Question. What key capabilities must the Army possess for multi-
    domain operations?
        Answer. My understanding is that the operational concepts under
    multi-domain operations (MDO) call for modernized capabilities
    reflected in the Army's priority ``31+4'' programs, which are designed
    to address identified and modeled threats and gaps. Many of the Army's
    major platforms were designed and developed during the cold war and
    would not be as effective against threats and competitors contemplated
    in the Army's operating concept. These capabilities must be upgraded
    and modernized to keep pace with threats and evolving technology. The
    Army must also have modernized intelligence collection and analytic
    capabilities to identify and locate near-peer threats to support
    commanders' decisionmaking in both competition and conflict.
        Question. Do you see utility in the Army conducting more joint
    program development? In what systems or categories of systems do you
    see the most potential and benefit in joint development?
        Answer. If confirmed, I would support joint development programs
    where they decrease cost and promote joint interoperability across the
    Department of Defense.
                                  acquisition:
        Question. If confirmed, how would you synchronize your acquisition
    and program oversight responsibilities with those of the Chief of Staff
    of the Army?
        Answer. If confirmed, I will support the Secretary of the Army and
    the Chief of Staff of the Army in the execution of their acquisition-
    related responsibilities, and I would bring valuable expertise and
    experience to this portfolio having previously served as the Principal
    Deputy Assistant Secretary of the Army (Acquisition, Logistics, and
    Technology). If confirmed, I will work closely with Army leaders to
    assist the Secretary and the Chief in ensuring resources are
    appropriately balanced against priorities, requirements are well-
    informed and technically feasible, and that tradeoffs are made among
    cost, schedule, and performance before milestone or production
    decisions in order to avoid unnecessary cost growth or program risks.
        Question. In your view, who should be held accountable for large-
    scale acquisition failures?
        Answer. The Service Secretaries and Service Chiefs are ultimately
    responsible for large scale acquisition failures. A number of factors
    can contribute to the success of acquisition programs, including stable
    and feasible system requirements, technological maturity, affordability
    constraints, and shifting priorities regarding areas modernization
    investment. If confirmed, I will support the Secretary and the Chief to
    address these risk factors and to provide oversight and ensure
    accountability for program objectives in terms of cost, schedule and
    system performance.
        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 there are considerable benefits to
    using the Middle Tier Acquisition pathway, where appropriate. The
    pathway fills a gap in the Defense Acquisition System for capabilities
    which have reached a certain level of maturity and this authority
    allows for rapid prototyping or fielding of a system. This encourages
    close cooperation between the acquisition and requirements communities,
    creates an opportunity for extensive soldier feedback to inform
    requirements, and can lead to more mature and stable system designs.
    Most importantly, this can result in delivering needed capabilities to
    soldiers more quickly.
        There are, however, risks associated with this authority,
    particularly when prototype efforts transition to production programs.
    The Army must work to ensure capabilities are producible, safe, and
    effective. Systems that lack an appropriate level of maturity and
    require significant follow-on development may not be well-suited for
    this acquisition pathway. If confirmed, I will work with the Secretary
    of the Army to ensure appropriate oversight of the use of this pathway
    and support the identification and mitigation of the risks outlined
    above.
        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. In my view, the Army can employ several approaches designed
    to achieve technically feasible and realistic requirements for next-
    generation capabilities. First, effective market research and
    engagement with industry regarding system performance objectives and
    capability needs is essential throughout the requirements development
    process. Additionally, incorporation of soldier input and feedback in
    early prototyping and system development processes is crucial for
    refining requirements and ensuring user acceptance of new
    capabiltilies. Last, establishing realistic development timelines for
    modernization programs is essential when the development of novel
    technologies or the integration of new subsystem technologies is
    required.
        Question. Over the past decades, several major Army programs have
    ended in failure--commonly attributed to unrealistic, unproven, and
    conceptually flawed requirements. If confirmed, specifically what steps
    would you take in your role as Under Secretary of the Army to ensure
    that Army requirements are fully underpinned by appropriate, robust
    analysis?
        Answer. If confirmed, I would first work with Army leaders and Army
    Futures Command to assess the processes through which requirements are
    validated and supported by robust analysis. If gaps exist in this area,
    I would work with the Secretary of the Army to amend or modify
    processes or augment analytic capabilities in the Army as needed to
    ensure that Army modernization programs are founded on realistic and
    achieveable system requirements.
                              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. In my view, soldier safety is the highest priority in
    fielding new warfighting capabilities. Test and evaluation is a
    critical aspect of the weapons systems development process as it
    identifies risks and shortfalls in system performance and allows for
    mitigation and correction prior to its use in combat. If confirmed, I
    would work with the Secretary of the Army to ensure that any fielded
    capabilities undergo required testing and evaluation that identifies
    the system's suitability, survivability and effectiveness.
        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 facilitates delivery
    of an operationally suitable, survivable, and effective capability to
    soldiers and ensures the safety of soldiers using the system.
    Regardless of which rapid acquisition or other acquisition process
    employed, the Army should ensure that proper testing is conducted prior
    to fielding of a new weapon system. My understanding is that the test
    and evaluation community are critical partners in the modernization
    process and should be engaged early and throughout the development
    process to ensure that programs succeed in delivering soldier
    capabitilies.
        Question. Are you satisfied with Army test and evaluation
    capabilities? In which areas, if any, do you believe the Army should be
    developing new test and evaluation capabilities?
        Answer. I have not had the opportunity to assess the current State
    of Army test and evaluation capabilities. Based on my prior Army
    service, I understand that these capabilities are vital to the
    successful development and fielding of new warfighting capabilities. If
    confirmed, I would work with the Secretary of the Army to assess the
    State of current test facilities and capabilities to identify any areas
    in need of development.
        Question. Do you believe the Army should exploit non-developmental
    or commercial off-the-shelf solutions to meet Army requirements? How
    should these systems be checked for operational effectiveness and
    suitability? Would this put capabilities into the hands of soldier more
    quickly, in your view?
        Answer. Where appropriate, the Army should certainly leverage
    commercial innovation and incorporate non-developmental solutions in
    fielding needed warfighting capabilities. Given the rapid pace of
    evolving technology, leveraging commercial innovation supports the
    Army's objective to place the best available capabiltites in soldier's
    hands. At the same time, Soldier safety is a paramount concern and all
    fielded capabilities should be assessed to ensure they are safe and
    effective in meeting Army requirements. If confirmed, I would work with
    the Secretary of the Army to strike an appropriate balance between the
    need for testing and the potential for rapid fielding presented by non-
    developmental or commercial off-the-shelf solutions.
                            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 Angus S. King, Jr.
                           army acquisition concerns
        1. Senator King. Mr. Camarillo, we have long been concerned on this
    Committee about the so-called ``valley of death'' related to
    acquisitions within the Department of Defense. Companies without the
    established track record or size of the main defense contractors often
    have trouble bridging the gap between development and procurement. As
    an example, in my home State of Maine we have been working with a local
    company that is developing critical upgrades to the Mk-93 machine gun
    mount that will increase stability and reduce recoil. These
    improvements are critical to ensure that other lethality upgrades such
    as the Mounted Machine Gun Optic and High Explosive Air Burst 40mm
    round are fully realized. However, the Army has not yet transitioned
    the Mk-93 Improvement Program from a highly successful Research
    Development Test & Evaluation (RDT&E) program to procurement. As a
    result, even though an improved Mk-93 has been fully developed, the
    Army is poised to field multiple lethality upgrades to weapons using
    the older, less stable and less accurate, Mk-93 mount. Can you commit
    that you will examine issues such as the Mk-93 and ensure that the Army
    is appropriately and efficiently leveraging the defense industrial base
    to provide the best solutions for our soldiers?
        Mr. Camarillo. Successful transition of R&D developed technologies
    to a production program is critical to the Army's success in fielding
    the modernized capabilities it needs to counter future threats.
    Bridging the ``valley of death'' is also key to fostering innovation in
    our industrial base and requires close collaboration between the Army's
    Science &Technology organizations and the Program Executive Offices
    that manage production programs to appropriately align these
    technologies against gaps in acquisition programs, and to integrate
    these upgrades with minimal disruption to the planned fielding of the
    capability. If confirmed, I commit to working closely with Secretary
    Wormuth to ensure that the Army is effectively leveraging innovation to
    provide the best solutions for our soldiers.
        Regarding the Mk-93 mount, my understanding is that this upgrade
    does improve lethality of the vehicle-mounted Mk-19 Grenade Machine Gun
    and has recently undergone test and evaluation. I also understand the
    Department is currently considering funding for procurement of Mk-93
    Improvement Kits in future programming plans. If confirmed, I will work
    closely with our acquisition community to assess this issue and others,
    to ensure that the Army is tapping into the capabilities of the broader
    industrial base. Many smaller companies and non-traditional vendors
    often struggle to navigate the Department's acquisition processes and I
    would actively work to address these concerns, if confirmed.
                                   __________
                Questions Submitted by Senator Elizabeth Warren
                               ethics and recusal
        2. Senator Warren. Mr. Camarillo, I have long been concerned with
    the influence of money in politics and the cozy relationship between
    powerful special interests, corporations, and lawmakers and Government
    officials--including the relationship between defense contractors and
    the Pentagon. In 2018, I introduced the Anti-corruption and Public
    Integrity Act, legislation to strengthen Federal laws governing
    conflicts of interest, recusals, and the revolving door between
    Government and industry. In May 2019, I introduced a companion bill
    focused on the Defense Department, the Department of Defense Ethics and
    Anti-corruption Act. If enacted, the following requirements would apply
    to all senior DOD officials: (1) Four-year cooling off period for all
    senior DOD officials before they can seek compensation from a DOD
    contractor; 2) Heightened recusal standard for DOD employees that would
    prohibit them from participating in any matter that affects the
    financial interests of their former employer for 4 years; and (3) A ban
    on senior DOD officials owning any stock in a major defense contractor
    and a ban on all DOD employees from owning any stock in contractors if
    the employee can use their official position to influence the stock's
    value.
        At his hearing, I asked Secretary of Defense Lloyd Austin about his
    willingness to voluntarily abide by these rules. Secretary Austin
    committed to recusing himself from all matters involving Raytheon for
    the duration of his Government service, not to seek a waiver from that
    recusal, and not to seek compensation from a defense contractor for a
    period of 4 years post Government service. In response to my similar
    requests, Secretary of the Air Force Frank Kendall and Under Secretary
    of Defense for Research and Engineering Heidi Shyu committed to
    recusing themselves for 4 years from all matters involving major
    contractors they reported as providing them with compensation on their
    Office of Government Ethics Form 278. Will you make the same commitment
    and commit to recusing yourself from all matters involving SAIC for 4
    years?
        Mr. Camarillo. I spent a significant portion of my legal career in
    the practice of government ethics law, which has provided me with a
    deep appreciation for the value that these rules provide in promoting
    public confidence in our government institutions. I have made extensive
    ethics commitments as requested by the Office of Government Ethics and
    documented in a written agreement, which I have signed. My Ethics
    Agreement and the President's Ethics Pledge will require me, if
    confirmed and appointed, to recuse myself for a period of 2 years from
    participating personally and substantially in any particular matter
    involving specific parties in which I know that a former employer or
    client identified in my Ethics Agreement is a party or represents a
    party, unless I am first authorized to participate by the appropriate
    ethics official. If confirmed, I agree to extend this term of my Ethics
    Agreement from 2 years to 4 years. Additionally, I will ensure that I
    have a robust screening process in place to help implement these
    recusals. If confirmed, I will execute the role of Under Secretary of
    the Army with the highest standards of integrity and ethical conduct
    and I will work with the Army General Counsel to diligently avoid any
    conflicts of interest, as well as any activities that would create the
    appearance of any conflict of interest.

        3. Senator Warren. Mr. Camarillo, will you refrain from seeking a
    waiver on this recusal?
        Mr. Camarillo. I have no intention to seek a waiver and no
    expectation that it will be required. However, if unanticipated
    circumstances were to arise, I would consider all available
    alternatives to a waiver before seeking one and would consult carefully
    with Department ethics officials. If confirmed, I will be mindful of
    both the legal requirements that govern my conduct and of the
    appearances of such conduct to ensure the public has no reason to
    question my impartiality.

        4. Senator Warren. Mr. Camarillo, will you commit to not seeking
    compensation from a defense contractor for a period of 4 years post
    government employment?
        Mr. Camarillo. I have promised to abide by the extensive post-
    government employment ethics rules required by Federal law and the
    Biden Administration, just as I have complied with the ethics rules
    throughout my career in public service and private industry. These
    statutory and Administration provisions set forth comprehensive
    restrictions relating to acceptance of compensation from defense
    contractors, as well as communicating back to the Federal Government on
    behalf of any future employers and clients. I believe that these
    existing rules are appropriate and sufficient to protect the public
    interest. If confirmed, I will carry out the responsibilities of the
    Under Secretary of the Army with the highest standards of integrity and
    will comply with all applicable post-government service ethics rules,
    as I have complied with these rules during prior transition from public
    service to the private sector.
                                   __________
                  Questions Submitted by Senator Dan Sullivan
                                   readiness
        5. Senator Sullivan. Mr. Camarillo, over several years this
    Committee has worked tirelessly to restore military readiness--across
    each of our Services--to levels that would enable our success in a
    conflict. We've had some success, but there is still a lot of work to
    do. If you have not done so already, I recommend that every senior
    defense leader read T.R. Fehrenbach's ``This Kind of War'', which
    provides a cautionary tale of our Nation's failure to adequately fund
    and train our Armed Forces before the Korean War. The consequences were
    steep and American servicemembers paid with their lives. If confirmed,
    all of you--based on your positions--will invariably make decisions
    that directly or indirectly impact readiness. Accordingly, will you
    commit--if confirmed--to work with this Committee and within the
    Department on further bolstering military readiness to ensure the
    failures we endured in the Korean War never happen again?
        Mr. Camarillo. T.R. Fehrenbach's study provides powerful analysis
    and keen insight into the impacts of readiness shortfalls as the United
    States entered the Korean conflict from the perspective of soldiers
    carrying out the mission. I own a copy and appreciate the important
    reminder it provides. If confirmed, I would support Secretary Wormuth
    in carefully balancing Army investment to ensure that soldiers are
    appropriately trained, equipped and ready to confront any challenge
    they must be prepared to face in support of our national security.
    Given the opportunity if confirmed, I also look forward to working with
    this Committee to maintain readiness in the current operating
    environment and improve our capabilities for future challenges.
                             strategy driven budget
        6. Senator Sullivan. Mr. Camarillo, the National Defense Strategy
    (NDS) Commission report, the two previous Senate-confirmed Secretaries
    of Defense (SECDEF), and the previous and current Chairman of the Joint
    Chiefs of Staff (CJCS) have all stated the need for sustained 3-5
    percent annual real growth to the defense budget to implement the NDS,
    increase readiness, and advance long-overdue modernization. Further
    emphasizing the need for consistent and increased funding, the NDS
    Commission report stated, ``America is very near the point of strategic
    insolvency, where its `means' are badly out of alignment with its
    `ends'.'' This critical situation is negatively compounded by the Biden
    administration's dismal defense topline that does not keep pace with
    inflation. With these facts in mind, and understanding your ability to
    influence the budget will be limited to future year submissions, will
    each of you commit to advocating for a strategy-driven budget vice a
    budget-driven strategy?
        Mr. Camarillo. Yes. It is critical that budget requests are driven
    by the President's Interim National Security Strategic Guidance and the
    National Defense Strategy. If confirmed, I will support the Secretary
    of the Army and the Secretary of Defense in working with Congress to
    ensure resources are adequate and enable the Army to execute its
    identified responsibilities.
                     great power competition in the arctic
        7. Senator Sullivan. Mr. Camarillo, given the National Defense
    Strategy's focus on great power competition and increased Russia and
    Chinese activity in the Arctic, do you believe the Arctic is an
    emerging front-line for great power competition and rivalry?
        Mr. Camarillo. Yes. I am aware that the Army's Arctic Strategy
    identifies the Arctic as a region of expanding strategic competition.
    The effects of climate change have increased the accessibility of
    Arctic resources and transport, which China and Russia seek to exploit
    through increased activity and new sovereign claims over Arctic
    territory. These activities affect our national interests and the
    interests of our Allies who operate in the region.

        8. Senator Sullivan. Mr. Camarillo, can you explain why would our
    adversaries want to limit our presence and power projection
    capabilities in the Arctic region?
        Mr. Camarillo. With the potential for increased accessibility to
    Arctic waterways due to climate change, the resource-rich areas in the
    Arctic will see increased traffic and economic exploitation in the
    coming years, which will lead to increased competition. Alaska's
    geographic location is strategically important to U.S. homeland defense
    due to access to lines of transit and resources in the region. The
    ability to project power from Alaska is critical to succeeding in such
    future competition and deterring the actions of potential adversaries.

        9. Senator Sullivan. Mr. Camarillo, what land power capability gaps
    exist that inhibit our ability to effectively project and sustain power
    in the Arctic to compete with Russia and China in the northern
    latitudes?
        Mr. Camarillo. My understanding is that the Army's Arctic Strategy
    highlights the erosion--over the past two decades--of the Army's
    ability to operate in the Arctic region and other extreme cold weather,
    mountainous, and high-altitude environments. If confirmed, I commit to
    reviewing the recommendations of that document, evaluating what
    capability gaps exist, and assisting the Secretary of the Army in
    addressing them. The Arctic remains a theater of strategic importance
    and the Army must address any capability gaps that hinder our ability
    to operate freely.
                      army arctic strategy implementation
        10. Senator Sullivan. Mr. Camarillo, the Army released its Arctic
    Strategy in March 2021, which acknowledged that the Service's ability
    to operate in the Arctic has atrophied. To reverse this shortfall, the
    Army is assessing a number of initiatives to include establishing a 2-
    star warfighting headquarters, fielding a fourth Multi-Domain Task
    Force, and optimizing the Alaska-based brigade combat teams (BCT) for
    Arctic operations. Secretary of the Army Christine Wormuth and General
    James McConville, Chief of Staff of the Army, discussed the Army Arctic
    strategy with me earlier this year and I was pleased with their focus
    on appropriately resourcing its implementation. How do you envision the
    Army aligning its six modernization priorities, including long range
    precision fires and integrated air and missile defense, with the Arctic
    Strategy's goal of regaining dominance in the Arctic, where both Russia
    and China are investing significant military and economic resources?
        Mr. Camarillo. Our strategic interests in protecting territory and
    maintaining the ability to project power in the Arctic region align
    well with the Army's six modernization priorities and the range of new
    warfighting capabilities they will provide. The vast distances in the
    region and confluence of the often disparate and competing national
    objectives of the eight Arctic nations put a premium on the
    capabilities reflected in the Army's modernization objectives. If
    confirmed, I will work to support the Secretary in ensuring that Army
    modernization planning addresses strategic objectives in every theater,
    including the Arctic.

        11. Senator Sullivan. Mr. Camarillo, if confirmed, will you commit
    to making the Army Arctic strategy and its implementation a top
    priority?
        Mr. Camarillo. Yes. If confirmed, and with the guidance and
    direction of the Secretary, I commit to making the Army Arctic strategy
    and its implementation a top priority for the Army.
                                   __________
                Questions Submitted by Senator Marsha Blackburn
                               army end strength
        12. Senator Blackburn. Mr. Camarillo, the Fiscal Year 2022 Budget
    Request signals a divestment of Army end strength. Will the increased
    integration of Artificial Intelligence (AI) amongst the Service's
    operating forces fill those gaps or are we actually just doing with
    less?
        Mr. Camarillo. My understanding is that the Army is developing
    artificial intelligence-enabled systems and solutions to enhance the
    effectiveness of current and new Army capabilities. It is my
    understanding, however, that Army end strength reflected in the
    President's budget request for Fiscal Year 2022 is not specifically
    tied to any potential manpower savings resulting from the fielding of
    new artificial intelligence-enabled capabilities.

        13. Senator Blackburn. Mr. Camarillo, what impact will AI have in
    defining the Army's future operating concepts?
        Mr. Camarillo. If confirmed, I look forward to working with
    Secretary Wormuth to leverage the tremendous future potential of
    Artificial Intelligence as a key enabler in facilitating speed in
    military decisionmaking in the Army's future operating concepts. My
    understanding is that the Army's future operating concepts will
    incorporate the potential of AI to better leverage increased range and
    speed when conducting military operations and to more efficiently
    predict and allocate logistical and administrative support, thereby
    giving commanders more informed options. Additionally, AI can improve
    the Army's ability to converge effects in multiple domains alongside
    our joint and multinational partners.

        14. Senator Blackburn. Mr. Camarillo, do you believe that our 21st
    Century operating environment demands a more technically proficient
    servicemember than what we are accustomed to; and what sort of impact
    does that have on our workforce development, and talent retention
    models in the Army?
        Mr. Camarillo. Yes, I believe future operating environments will be
    more complex and will utilize sophisticated capabilities designed to
    deter and counter a wide range of threats driven by ongoing advances in
    technology. Our soldiers must be trained and developed to succeed in
    this fast changing environment and if confirmed, I will work with
    Secretary Wormuth to assess the Army's talent management systems,
    Professional Military Education, and specialized training and education
    opportunities to ensure that the Army can recruit, develop and retain
    the right blend of talent and skill sets needed to succeed in the
    operational environments we will face.
                                     ______

        [The nomination reference of the Honorable Gabriel O.
    Camarillo, follows:]

        [GRAPHIC(S) NOT AVAILABLE IN TIFF FORMAT]

                                     ______

        [The biographical sketch of the Honorable Gabriel O.
    Camarillo, 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
    Gabriel O. Camarillo in connection with his 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.]

        [GRAPHIC(S) NOT AVAILABLE IN TIFF FORMAT]

                                     ______

        [The nomination of the Honorable Gabriel O. Camarillo was
    reported to the Senate by Chairman Reed on October 21, 2021,
    with the recommendation that the nomination be confirmed. The
    nomination was confirmed by the Senate on February 2, 2022.]
                                     ______

        [Prepared questions submitted to Ms. Rachel L. Jacobson by
    Chairman Reed prior to the hearing with answers supplied
    follow:]

                            Questions and Responses
                           duties and qualifications
        Question. What is your understanding of the duties and
    responsibilities of the Assistant Secretary of the Army for Energy,
    Installations, and Environment (ASA(EI&E))?
        Answer. I understand that the ASA(IE&E) is the principal advisor to
    the Secretary of the Army on matters for installations, energy, and the
    environment, whose duties include program oversight for installations;
    facility sustainment; military construction; housing; environmental
    safety, compliance and restoration; natural resource management; water
    use; utilities; energy use and security; and resiliency from the impact
    of various natural and infrastructure threats facing installations.
        Question. What background and experience do you possess that
    qualify you to perform the duties and functions of the ASA(EI&E)?
        Answer. My work for three federal agencies, as well as in the
    private and nonprofit sectors, provides me with the broad experience
    and expertise necessary to oversee the installations, energy and
    environment portfolio for the Army.
        I am an expert on federal environmental laws, which I developed
    through a long career at the Environment and Natural Resources Division
    of the U.S. Department of Justice (DOJ), where DOD was among my
    clients. While at DOJ, I handled some of the largest environmental
    cases in U.S. history.
        After leaving DOJ, I worked for the Congressionally-chartered
    National Fish and Wildlife Foundation, where I managed a $100 million
    program promoting public-private partnerships to leverage conservation
    impact. The Impact Directed Environmental Account program I developed
    now plays a critical role in Gulf of Mexico restoration by investing
    over $2 billion from the Deepwater Horizon oil spill.
        I joined the Obama-Biden Administration in 2009 at the Department
    of the Interior (DOI) as Principal Deputy Solicitor, managing a team of
    400 professionals and a vast legal portfolio that included energy
    development on federal lands and waters, endangered species protection,
    and historic preservation. In 2011, I became the acting Assistant
    Secretary for Fish and Wildlife and Parks, where, as the Obama-Biden
    Administration's longest serving official in that position, I oversaw
    policy for the U.S. Fish and Wildlife Service and the National Park
    Service. In that capacity, I represented DOI in interagency groups,
    before Executive Offices of the President, state officials, tribal
    officials, industry, trade associations, landowners, NGOs, foreign
    dignitaries, and the U.N. I testified before Congress, and, as the
    leading U.S. official for World Heritage Program, I led the U.S.
    delegation in UNESCO World Heritage proceedings. I oversaw ecosystem
    restoration efforts for the Gulf of Mexico, Everglades, and Great
    Lakes. As acting Assistant Secretary, I also testified before Congress.
        In 2014, I joined DOD as the Deputy General Counsel (Environment,
    Energy and Installations) in the Office of the Secretary of Defense. In
    that position, I served as lead lawyer for DOD on all matters
    pertaining to environment, energy, and installations. My portfolio
    included environmental compliance and clean up, natural resource
    management, endangered species protection, renewable energy procurement
    and siting, military construction, national monuments, coordinating DOD
    input Presidential Executive orders related to climate, energy and the
    environment, and international environmental compliance. I worked
    cooperatively with other federal agencies, including the Environmental
    Protection Agency (EPA), DOI, DOJ, Council on Environmental Quality
    (CEQ), Office of Management and Budget (OMB), Department of Commerce
    (DOC), Department of Transportation (DOT), and Department of State.
        In 2017, I joined the WilmerHale law firm where I represent a
    variety of clients facing wide-ranging, complex, regulatory and
    litigation challenges related to environmental compliance, remediation
    and restoration, climate change, natural resource management, water
    infrastructure projects, automobile fuel emission standards, renewable
    energy project development, and congressional investigations. Private
    practice has also given me the opportunity to find solutions to balance
    resource protection and development.
        Question. In particular, what management and leadership experience
    do you possess that would apply to your service as ASA(EI&E), if
    confirmed?
        Answer. I have served in leadership and management positions since
    I was promoted to a supervisory attorney at the DOJ in 1995, where I
    managed a team of environmental litigators, while also managing large,
    complex cases in litigation. At the National Fish and Wildlife
    Foundation, I managed a team of professionals to administer a $100
    million conservation program (that grew to over $2 billion following
    the Deepwater Horizon oil spill). While at the DOI, as Principal Deputy
    Solicitor I managed 400 professionals located across the United States,
    and oversaw all litigation at the trial and appellate levels. As acting
    Assistant Secretary for Fish, Wildlife and Parks, I oversaw policy for
    the National Park Service and U.S. Fish and Wildlife Service. I
    represented DOI in interagency groups, before Executive Offices of the
    President, state officials, tribal officials, industry, trade
    associations, landowners, NGOs, foreign dignitaries, and the U.N. I
    served as lead U.S. official for World Heritage Program and led the
    U.S. delegation in U.N. proceedings. I oversaw ecosystem restoration
    efforts for the Gulf of Mexico, Everglades, and Great Lakes. At DOD in
    my role as Deputy General Counsel for Environment, Energy and
    Installations, I led a team of experienced professionals and supervised
    all legal matters that came before my office. I served as the
    Department's lead in a variety of settings ranging from interagency
    working groups to development of DOD's legal position in discussions
    with DOJ, CEQ, EPA, DOC, DOT, and the Department of State.
        In sum, I have successfully managed people and programs for three
    federal agencies, and I have served as the lead policy official
    representing those agencies in countless settings. My management style
    is inclusive, transparent, fair, and communicative; setting clear goals
    and responsibilities. I am collaborative, results-oriented, and an
    outstanding advocate for people, programs and policies. I would apply
    these experiences and traits in the role of ASA(IE&E), if confirmed.
        Question. Do you believe that there are any actions you need to
    take to enhance your ability to serve as the ASA(EI&E)?
        Answer. If confirmed, among other actions, I will meet with senior
    career leadership who manage various aspects of the IE&E portfolio to
    get a full understanding of the status of each issue and assess what is
    working well and where there is a need for changes or improvement. I
    will meet regularly with my counterparts in the other services and OSD
    to align positions where appropriate and share knowledge. I will travel
    to installations to meet with commanders and soldiers and families to
    observe what is happening on the ground and better understand needs. I
    will meet with communities neighboring installations and with local
    officials to forge and strengthen partnerships. I will maintain an open
    door policy and coordinate frequently with other federal agencies,
    states, tribes, Congressional offices, industry, and academia.
        Question. If confirmed, what actions would you take to develop and
    sustain an open, transparent, and productive relationship between your
    office and Congress, and the Senate Armed Services Committee, in
    particular?
        Answer. If confirmed, I will ensure that the office of ASA(IE&E) is
    transparent, cooperative, responsive, communicative, constructive, and
    available to address Congressional inquiries and concerns and to comply
    with Congressional mandates.
                                major challenges
        Question. In your view, what are the major challenges that confront
    the ASA(EI&E)?
        Answer. I understand the Army must compete for limited resources
    that, if insufficient, can impact readiness and modernization at Army
    installations. In my view, the Army needs predictable, adequate,
    sustained, and timely funding to ensure the readiness of the force. If
    confirmed, I look forward to working with Congress to advocate for
    adequate funding for installation infrastructure, quality of life
    programs related to housing and barracks, energy resilience, and
    environmental sustainability in order to support readiness, retention,
    and modernization. Further, if confirmed, I look forward to working
    with Congress to address these issues and corresponding funding needs
    to effectively serve the Army and its People and to support a ready and
    modern force.
        Question. If confirmed, specifically what actions would you take,
    in what order of priority, and on what timeline--to address each of
    these challenges?
        Answer. If confirmed, I will work with ASA(IE&E) staff and the
    office of the Secretary of the Army, as well as installations
    leadership and Congressional staff, to develop a collective sense of
    priority needs and address them in a timely and effective manner,
    within the resources provided. Housing and energy resilience will be
    among the top priorities I intend to address.
                        civilian control of the military
        Question. In its 2018 report, Providing for the Common Defense, the
    National Defense Strategy Commission cautioned, ``there is an imbalance
    in civil-military relations on critical issues of strategy development
    and implementation. Civilian voices appear relatively muted on issues
    at the center of U.S. defense and national security policy.''
        Do you agree with this assessment?
        Answer. In my experience, civilian and military leaders in the
    Department of Defense work together as a cohesive team to achieve the
    strategic objectives established in the NDS. If confirmed, I will
    continue to promote collaboration and open and transparent debate. I
    will also ensure that the Secretary receives the advice of civilian and
    military leadership that enables effective problem solving.
        Question. If confirmed, how would you ensure inclusion of the
    ASA(IE&E) in the discussion, debate, and resolution of the Department
    of the Army, defense, and national security issues?
        Answer. As I understand, the IE&E portfolio is one of the key
    pillars in supporting the quality of life for soldiers and an integral
    component for the overall readiness of the Army, including
    installations and operational energy needs to promote national security
    interests. If confirmed, I commit to being an advocate for ASA(IE&E)
    within the Army and the Department of Defense.
        Question. If confirmed, specifically what would you do to ensure
    that your tenure as ASA(EI&E) epitomizes the fundamental requirement
    for civilian control of the Armed Forces embedded in the U.S.
    Constitution and other laws?
        Answer. I believe that civilian control of the military is a
    hallmark of the American form of government. If confirmed, I will serve
    at the direction of the Secretary of the Army and work to ensure that
    she has the necessary information and decision space to develop Army
    policies, plans, and programs for the Army's civilian and uniformed
    personnel.
                         2018 national defense strategy
        Question. The 2018 National Defense Strategy (NDS) outlines that
    the United States faces a rising China, an aggressive Russia, and the
    continued threat from rogue regimes and global terrorism.
        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. If confirmed, I will request to be briefed fully on the
    2018 NDS to learn better how the ASA(IE&E) authorities can address
    these issues. As a general matter, I believe that the Army should
    continue to assess the dynamic strategic environment in the context of
    the impacts of climate change. If confirmed, I will support the efforts
    of Secretary Wormuth and Secretary Austin to ensure Army installations
    remain resilient, secure, and prepared to project forces in response to
    any global contingency.
        Question. In your view, how does the Office of the ASA(IE&E)
    directly support the NDS?
        Answer. It is my understanding that there are three lines of effort
    articulated in the 2018 National Defense Strategy: (1) Build a More
    Lethal Force; (2) Strengthen Alliances and Attract New Partners; and,
    (3) Reform the Department for Greater Performance and Affordability.
    The role of ASA(IE&E) supports these efforts to varying degrees.
    Facility investments, installation modernization, energy resilience and
    security, quality of life programs--including housing--and
    environmental compliance ensure our soldiers can train to standard at
    home-stations, enabling their ability to perform when called upon to do
    so. I also understand that the ASA(IE&E) can play a leading role in
    achieving affordable solutions, including by using third-party
    financing authorities to reduce energy costs.
        Question. What are the key areas in which the Army must improve to
    provide the necessary capabilities and capacity to the Joint Force to
    prevail in great power competition and potential conflict with China?
        Answer. Based on my understanding, to effectively deter China, the
    Army must continue to improve its ability to conduct large-scale ground
    combat operations if called upon to do so. If confirmed, I will support
    the Secretary's efforts to ensure multi-domain capabilities, force
    posture, power projection platforms, and installations are optimized so
    that the Army can rapidly support the Joint Force in the event of
    conflict. The Army must continue to maximize its advantages against
    potential adversaries, while balancing current and future threats.
        Question. What Department of the Army infrastructure and military
    construction investments would be required, in your view, to achieve
    these improvements?
        Answer. If confirmed, I will seek to ensure that funds for
    infrastructure and military construction investments are allocated
    prudently and effectively to make installations in the Pacific more
    resilient and effective. Based on my understanding, China possesses
    offensive missile and cyber capabilities designed to disrupt or destroy
    critical facilities during conflict. The Army's facilities must be
    resilient in the face of a potential degraded energy grid.
    reconfigurable when under threat, and adaptable to ensure power
    projection if a conflict arises.
        Question. What are the key areas in which the Army must improve to
    provide the necessary capabilities and capacity to the Joint Force to
    prevail in great power competition and potential conflict with Russia?
        Answer. To deter Russia, I believe the Army must continue to
    improve its ability to conduct large-scale ground combat operations in
    Europe. If confirmed, I will do my part to ensure that force posture,
    power projection platforms, installations, and multi-domain
    capabilities are optimized to ensure the Army can rapidly support the
    Joint Force in the event of conflict.
        Question. What Department of the Army infrastructure and military
    construction investments would be required, in your view, to achieve
    these improvements?
        Answer. Similar to our challenges in the Pacific, I believe that
    our European installations must be made more resilient and effective to
    prevail in near-peer competition or conflict with Russia. If confirmed,
    I will prioritize investments that enable resiliency in the face of a
    degraded energy grid, are reconfigurable when under threat, and are
    adaptable to ensure power projection if a conflict arises.
                   military housing privatization initiative
        Question. In the Fiscal Year 1996 National Defense Authorization
    Act (NDAA), Congress established the Military Housing Privatization
    Initiative (MHPI), providing the Department of Defense (DOD) with the
    authority to obtain private-sector financing and management to repair,
    renovate, construct, and operate military housing. DOD has since
    privatized 99 percent of its domestic housing. In 2019, the Senate
    Armed Services Committee held three hearings to address concerns voiced
    by military families living in privatized housing that the program has
    been grossly mismanaged by certain private partners, that military and
    chain of command oversight were non-existent, and that in speaking out
    about the appalling condition of the quarters in which they lived, they
    were opening themselves and their military sponsor to reprisal.
        What are your impressions of the overall quality and sufficiency of
    Army family housing, both in the United States and overseas?
        Answer. I understand that the overall goal of the Army's housing
    program is to provide a sufficient quantity of safe, quality, well-
    maintained housing for soldiers and families stationed in the United
    States and abroad. I believe this mission is critical to the well-being
    of soldiers and their families, and that it represents a commitment
    from the Army that must not be broken. If confirmed, one of my highest
    priorities will be to visit Army installations across the globe and
    assess the quality and sufficiency of Army Family Housing and barracks.
        Question. What is your view of the current goals and structure of
    the Department of the Army's military housing privatization program?
        Answer. Based on my understanding, the Army has leveraged
    government investment with private sector investment in the military
    hosing privatization program. I also understand that Residential
    Communities Initiative (RCI) companies identified a need for additional
    funds to invest in improvements of housing within their portfolios. If
    confirmed, I will examine the privatized housing financial structure to
    assure it is adequate to meet critical needs and that incentive fee
    metrics are not used to reward inadequate performance by housing
    providers. If confirmed, I am committed to rigorous oversight of this
    program and ensuring that the Army's partners are held accountable to
    provide housing that meets the highest standards of quality for
    soldiers and their families.
        Question. What has the Army done to address Solider and family
    member concerns regarding the untenable living conditions prevalent in
    certain privatized housing locales?
        Answer. I understand that the Army has developed procedures over
    the past two years to routinely monitor and resolve housing issues,
    including by regularly engaging Army senior leadership in oversight. I
    also understand that these efforts resulted in the improvement of
    conditions in Army housing. I believe, however, that more can always be
    done to ensure the highest quality housing for Army soldiers and their
    families. If confirmed, I commit to rigorous oversight and
    accountability, and to supporting Secretary Wormuth in implementing the
    Military Housing Privatization reforms contained in recent National
    Defense Authorization Acts. If confirmed, I will ensure that the Army
    and its partners continue to address and improve housing conditions.
        Question. If confirmed, as the ASA(IE&E), what specifically would
    you do to ensure accountability in Army leaders for oversight of the
    privatized housing program?
        Answer. If confirmed, I will work to hold commanders, leaders, and
    privatized housing companies accountable and ensure that soldiers and
    families are housed in the quality housing they deserve. I am committed
    to ensuring that housing privatization reform requirements directed by
    Congress are fully implemented, that the Army-owned housing inventory
    is adequately funded, and that Basic Allowances for Housing are
    adequate to provide quality housing. If confirmed, I pledge to work
    cooperatively and diligently to ensure that privatized housing meets
    the needs of its tenants and the highest standards.
        Question. If confirmed, what specifically would you do to improve
    applicable business operations constructs and vest accountability in
    MHPI contractors for strict compliance with the terms of their public-
    private partnership agreements with the Department of the Army?
        Answer. If confirmed, I will request a comprehensive briefing on
    the status of partnership agreements in order to enforce existing
    standards of performance. Using available authorities, I would also
    seek to renegotiate terms of those agreements to incorporate clear and
    enforceable performance standards, and penalty provisions for failure
    to deliver performance standards.
        Question. What are your views of the efficacy of the MHPI reforms
    enacted in the Fiscal Year 2020 NDAA, as amended by the Fiscal Year
    2021 NDAA?
        Answer. It is my view that the NDAA reforms to privatized housing
    programs will be transformative. For example, the protections provided
    to soldiers and families in the tenant bill of rights offers a suite of
    18 enumerated provisions to protect against inadequate housing
    standards. Further, the creation at the DOD level of a chief housing
    officer to oversee standardization of policies and processes will help
    ensure accountability at the highest levels. If confirmed, I will
    evaluate with the Army team the progress in adopting these critical
    reforms.
        Question. What do you believe to be the root causes of the MHPI
    crisis?
        Answer. I understand that a lack of oversight and inadequate chain-
    of-command involvement contributed to the MHPI crisis. If confirmed, I
    will reinforce newly implemented procedures that address internal and
    external accountability and actively pursue other improvements to the
    MHPI program.
        Question. Do you believe the Army has rectified these problems,
    notwithstanding Congress's continued receipt of complaints from
    military families?
        Answer. It is my understanding that housing service providers are
    currently making substantial progress to resolve remaining housing
    issues. If confirmed, I am committed to engage in rigorous oversight
    and take appropriate action to ensure the highest standards of housing
    for soldiers and their families.
        Question. If not, what would you do differently to address this
    issue, if confirmed?
        Answer. If confirmed, one of my first acts will be to assess recent
    progress and determine if further programmatic changes are necessary
    and advise Secretary Wormuth accordingly. I am committed to using all
    remedies available to fulfill the Army's obligations to its soldiers
    and families.
        Question. What role would you establish for yourself, if confirmed
    to be the ASA(EI&E), in ensuring that the Department of the Army's use
    of direct hire authority to fill vacancies in military installation
    housing offices results in the timely hire of highly qualified
    individuals to perform these critical duties?
        Answer. I understand that the Army is conducting a housing manpower
    study at all levels. If confirmed, I will ensure the Army's budget
    requests incorporate funding that allows for adequate personnel at all
    levels in housing management and oversight, utilizing all available and
    appropriate hiring authorities, and I will advise Secretary Wormuth
    accordingly.
        Question. If confirmed, how would you view and order your
    relationship with the private contractors who own and manage the
    privatized housing agreements with the Army?
        Answer. If confirmed, I will work with the Army's MHPI partners to
    encourage further progress in the provision of quality housing for Army
    soldiers and families, and at the same time employ a vigorous oversight
    regime.
        Question. What do you view as your obligations to the ``partners''?
        Answer. If confirmed, I will vigorously work to ensure safe, high-
    quality housing for Army soldiers and families remains the
    partnerships' highest priority. I will ensure that the partners
    understand the Army supports and encourages their efforts to improve
    housing, but will use all tools available to hold them accountable if
    they fail to meet their obligations under the governing legal documents
    to provide soldiers and their families with high quality housing.
        Question. What do you view as your obligations to the soldiers and
    family members who reside in military housing?
        Answer. Soldiers and their families deserve to live with dignity,
    in safe, affordable, high-quality housing. If confirmed, this will be
    my top priority.
        Question. If confirmed to be ASA(EI&E), how would you order your
    relationship with DOD's Chief Housing Officer?
        Answer. If confirmed, I will work with the DOD's Chief Housing
    Officer to support DOD housing initiatives and I commit to ensuring the
    Army's efforts are aligned with and supportive of DOD policies and
    directives.
        Question. What are your views on establishing command
    accountability by having MHPI issues become part of the performance
    evaluations of base commanders and their senior enlisted counterparts?
        Answer. If confirmed, I will fully support inclusion in performance
    evaluations of accountability measures for installation commanders and
    their senior enlisted counterparts related to their oversight and
    management of privatized, government-owned, government-leased, and
    unaccompanied personnel housing.
        Question. Given the challenges associated with the MHPI, do you
    support the further privatization of the Military Service lodging
    facilities?
        Answer. If confirmed, I will seek a full briefing on this issue to
    examine the effectiveness of programs associated with Military Service
    lodging facilities.
                          base realignment and closure
        Question. In past years, DOD has requested Congressional
    authorization to conduct another Base Realignment and Closure (BRAC)
    round.
        Do you believe another BRAC round is necessary? If so, why?
        Answer. Like any large organization, I believe the Army must
    continually examine its real property and real estate inventory in
    order to determine if missions, locations, and resources are aligned.
    If confirmed, I am committed to undertaking this examination while
    being mindful that the Army must remain prepared for unforeseen
    challenges and threats. If it is determined that another BRAC round is
    necessary, I am committed to participating in a thorough and
    transparent review of existing holdings and their contributions to the
    nation's defense.
        Question. Were Congress to authorize another BRAC round, what is
    your understanding of the responsibilities that would be assigned to
    the ASA(EI&E) for formulating BRAC recommendations?
        Answer. My understanding is the ASA(IE&E) would serve as a key
    advisor for the Secretary and the Chief of Staff of the Army during the
    process of developing recommendations, developing a BRAC stationing
    strategy, and implementing approved recommendations--including real
    property disposal and environmental remediation of closed
    installations.
        Question. How would you undertake execution of these
    responsibilities?
        Answer. If confirmed, I will review the Army's existing processes
    to execute and implement a future BRAC round. I will first study
    relevant reviews conducted by the Army and the Department of Defense
    after BRAC 2005 to gain insights and lessons learned. I will also
    review the Government Accountability Office reports which examined the
    BRAC 2005 process, as well as the recommendations proffered.
        Question. It has been noted repeatedly that the 2005 BRAC round
    resulted in significant unanticipated implementation costs and saved
    far less money than originally estimated.
        Do you believe such issues could be anticipated and addressed
    suitably in a future BRAC round, and if so, how?
        Answer. I believe such issues could likely be anticipated and
    addressed by applying the lessons learned from the 2005 BRAC round and
    developing a clear strategy for achieving the Army's goals in in a
    future iteration. If confirmed, I am committed to learning from past
    experience and ensuring that any future BRAC round accounts for past
    implementation concerns and properly estimates cost savings.
        Question. What steps has the Department of the Army taken to share
    with the other Military Departments and Services its ``lessons
    learned'' from the environment remediation in support of the
    redevelopment of military bases closed under BRAC--particularly in
    regards to the remediation of emerging contaminants?
        Answer. I have not had the opportunity to review Army's overall
    lessons learned from environmental remediation in prior BRAC rounds. I
    do, however, believe in cooperation among Federal agencies and the
    Services. If confirmed, I will work with other stakeholders to review
    and identify the lessons learned concerning the environmental
    remediation of surplus property from closed installations. I am also
    committed to furthering the Army's reputation as a trusted
    environmental steward. I believe that a comprehensive environmental
    restoration program today, based on the latest available science,
    lowers the cost of future remediation efforts, enhances the health and
    safety of local communities, and supports the redevelopment of
    transferred properties. If confirmed, I am committed to sharing such
    lessons across the Services.
                   installation modernization and resilience
        Question. Decades of underinvestment in DOD installations has led
    to substantial backlogs in facilities and maintenance, while making it
    more difficult for DOD to leverage new technologies that could enhance
    installation efficiency and productivity. Yet, the quality of
    installation resilience directly impacts the entire spectrum of
    military operations--from force development through power projection,
    interoperability with partner nations, and force sustainment--while
    providing an appropriate quality of life for soldiers and their
    families.
        In your view, does the Department of the Army receive adequate
    funding for its installations? Please explain your answer.
        Answer. If confirmed as the ASA(IE&E), it will be my responsibility
    to understand the installation requirements for resourcing the current
    and future needs of the Army and make recommendations to Secretary
    Wormuth accordingly. I commit to advocating for the necessary funding
    in the budget process to meet the Army's dynamic installations'
    requirements to best support soldiers, their families, and Army
    readiness.
        Question. Do you have specific plans to leverage infrastructure and
    modernization to improve the quality of life for Army soldiers and
    their families?
        Answer. If confirmed, I will strive to support long-term modern,
    resilient, sustainable installations that enhance strategic readiness
    and support soldiers, families, and civilians. I will leverage the
    Army's existing modernization strategy to evaluate areas of concern on
    installations in order to determine the most impactful actions that
    would increase quality of life for our soldiers, families, veterans,
    and the civilian workforce.
        Military Construction (MILCON) accounts have not been plussed-up to
    the same extent over the last several years as have other accounts such
    as procurement and research and development.
        Question. If confirmed, what arguments would you advance to
    advocate for additional MILCON dollars during budget builds?
        Answer. If confirmed, I will advocate for additional construction
    funding in the budget process for military construction projects to
    support the Army's priorities, Army facilities investment strategies,
    and the National Defense Strategy. I will also advocate for necessary
    funding to ensure all soldiers and their families are provided quality
    housing and child development centers.
        Question. The Department of the Army defines ``installation
    resilience'' as the capability of a military installation to avoid,
    prepare for, minimize the effect of, adapt to, and recover from extreme
    weather events, or from anticipated or unanticipated changes in
    environmental conditions. The range of threats against which a military
    installation must maintain resiliency: cyber threats, physical attacks,
    political influence, and extreme weather events, is ever-growing.
        Given the 2018 NDS, what priority in the Army program would you
    accord the survivability of Army expeditionary advances bases, forward
    operating bases, and other locations?
        Answer. If confirmed, one of my most important areas of focus will
    be on the resiliency of the Army's permanent overseas bases, as well as
    the installations in the homeland. I believe that all Army
    installations must build resiliency against a growing number of
    threats, including conventional attacks, sabotage and espionage, the
    impacts of increasingly severe natural disasters and climate change,
    and non-geographic domain threats including information, space, and
    cyber. If confirmed, I will advocate for continued analysis, stress-
    testing, and investment in an integrated Army installation strategy.
        Question. What is the Army doing to assess and prioritize facility
    requirements for prepositioned forward fuel, stocks, and munitions, as
    well as to generate options for non-commercially dependent distributed
    logistics and maintenance--all to ensure logistics sustainment in the
    face of persistent multi-domain attack?
        Answer. It is my understanding that the Army maintains
    prepositioned stocks at a high level of readiness to meet immediate
    contingency or crisis theater requirements, and that readiness of those
    stocks and facilities is a priority. If confirmed, I will assess and
    prioritize opportunities to make facility adjustments to meet these
    needs to the extent practicable.
                             extreme weather events
        Question. President Biden has declared that climate change is an
    essential element of national security and foreign policy. Secretary
    Austin has stated that DOD will include the security implications of
    climate change in risk analyses, strategy development, and planning
    guidance. If confirmed, you would sit on the Secretary's Climate
    Working Group and your portfolio would oversee energy resilience and
    environmental threats to military installations. Thus, you would have a
    major role in implementing this guidance.
        What is your understanding of the ways in which climate change
    poses a risk to national security and the Department's responsibility
    to prepare for its impacts?
        Answer. I share DOD's view that climate change presents a growing
    threat to U.S. national security interests and defense objectives. DOD
    recognizes climate change as a threat multiplier. Severe weather events
    divert military personnel and resources for response efforts and
    deprive the military for critical training days due to severe heat,
    flooding, and wildfires. The effects of extreme weather on military
    assets are costly. Climate change contributes to an increase in the
    frequency and severity of natural disasters that have the potential to
    disrupt critical supply chains and logistics, challenge the resilience
    of installations, and increase disease vectors and other health-related
    hazards to the force. Moreover, the potential geopolitical instability
    that result from climate change cannot be understated. If confirmed, I
    will work to ensure that through implementation of resiliency measures,
    including changes in energy use, the Army can maintain its ability to
    live and train in environments altered by climate change and mitigate
    against future climate change impacts that threaten Army operations.
        Question. How do you believe the Department should incorporate
    climate change into its risk analyses, strategy development, and
    planning guidance?
        Answer. I believe that proactively responding to climate change is
    critical for the Army to maintain its strategic advantage. Adapting to
    and mitigating climate change is a combat enabler, which will give the
    Army sustainable access to energy resources and allow the Army to
    persist in climate-impacted settings. If confirmed, I will support the
    President and the Secretary of Defense's direction to prioritize
    climate change considerations in the Army threat picture, strategic
    plans, operations, and infrastructure design.
        Question. How should readiness and budget concerns factor into
    these assessments?
        Answer. If confirmed, I will deliver budget requests to the
    Secretary that reflect: (1) the conditions impacting Army operational
    environments, (2) the pervasiveness of climate impacts across
    installations, personnel, fleet, operations, training, and other
    aspects of the force, and (3) the likely increasing cost of resources
    in a world impacted by climate change.
        Question. Section 2801 of the Fiscal Year 2020 NDAA required each
    major military installation to include military installation resilience
    in each installation's military plan. If confirmed, how would you
    ensure these plans are completed and shared with this Committee?
        Answer. If confirmed, I will ensure Army master plans include
    installation resilience requirements in accordance with all applicable
    laws and regulations. I will review and evaluate current Army
    regulations and policies to ensure they align with these requirements.
    I will also ensure timely submission of Army data to the Secretary of
    Defense for inclusion in the Department's annual report to Congress.
                               energy resilience
        Question. It is essential that the Department of the Army maintain
    capability to sustain critical operations in the event of intentional
    and unintentional grid outages.
        If confirmed, specifically what would you do to inculcate energy
    resilience as a mission assurance priority for the Department of the
    Army?
        Answer. It is my understanding that the Army has already begun to
    integrate energy resilience as a mission assurance priority. I am
    informed, the Army Installation Energy and Water Resilience Strategic
    Plan links the resilience of energy and water systems directly to the
    success of the strategic support area in multi-domain operations. This
    plan calls for these requirements to be implemented in military
    operations, protection, installation management, sustainment of
    critical infrastructure, and emergency management. If confirmed, I will
    evaluate the effectiveness of these programs, make adjustments and
    necessary, and see to it that these requirements are fully implemented.
        Question. If confirmed, what steps would you take to direct
    execution of projects (MILCON or non-DOD funded) to fill gaps in
    individualized Installation Energy Plans, to oversee the execution of
    these projects, and to identify and remediate resilience gaps both on-
    and off-Army installations?
        Answer. I believe the Army is prioritizing sustainment of resilient
    energy and water supplies, facilities, and infrastructure that support
    critical missions. I am informed that the Army's Installation Energy
    and Water Plans (IEWPs) outline critical mission requirements, assess
    energy and water baseline conditions, and develop a prioritized
    approach for projects that will improve energy and water resilience
    across each Army installation. My understanding is Army IEWPs include
    plans to address major deficiencies across the full spectrum of
    available funding sources, both appropriated and non-appropriated. If
    confirmed, I will continue the Army's efforts to prioritize investments
    from all available sources to address these deficiencies, to include
    the efforts of the Army Office of Energy Initiatives.
        Question. How can the Department of the Army better integrate
    energy security and resilience as standard components of its MILCON
    projects and programs?
        Answer. I have reviewed the Army Modernization Strategy, which
    states installations must modernize ``at pace'' with the rest of the
    Army. It is my understanding that the Army must modernize installations
    to provide the facilities, systems, and connectivity to support the
    Army on its path toward full multi-domain operations readiness by 2035,
    as identified in the Army Installations Strategy. If confirmed, I will
    ensure the detailed programmatic process to prioritize MILCON
    investment considers energy security and resilience as it supports Army
    modernization priorities.
        Question. How can Army and Joint Force training exercises and
    wargames better incorporate real-world scenarios regarding energy-
    related threats and constraints--such as less rosy assumptions about
    availability of fuel in the Pacific and assessing black start ability
    in Answer to a cyberattack on commercial electric grids?
        Answer. If confirmed, I will advise the Secretary of the Army on
    how the Army can best incorporate energy-related threats and
    constraints into its training exercises and war-games. Developing
    scenarios that realistically account for adversaries' ability to inject
    energy-related threats, as well as developing a greater understanding
    of geographic energy constraints, are crucial for the Army to maintain
    its strategic advantage.
        Question. Given the Department of the Army's dependence on non-DOD
    energy sources, how can the public and private sectors best be
    integrated in installation resilience plans and programs to reduce
    vulnerabilities, add redundancy, or improve energy management?
        Answer. I believe Army installations should be fully integrated
    members of neighboring communities on a day-to-day basis, and during
    emergency situations. At the same time, the Army must ensure through
    redundancy or otherwise that critical military operations can continue
    to function without reliance on commercial utility grids. My
    understanding is that the Army is planning and investing to ensure
    resilience for contingency scenarios as outlined in the Army
    Installations Energy and Water Strategic Plan in coordination with
    local authorities to maximize public-private partnerships, as well as
    partnerships among government entities. If confirmed, I will support
    Army partnerships with utility companies and the private sector to
    build resilience for Army installations and their surrounding
    communities. I will also support partnerships with other Federal
    agencies--such as the Department of Energy (DOE) and Department of
    Homeland Security--through which the Army can support DOD in efforts to
    prioritize Federal investment to protect national security interests.
        Question. In your view, is the use of stationary micro-reactors a
    workable option to provide long-term energy resiliency to U.S.-based
    Department of the Army installations?
        Answer. I am aware of the DOE and DOD efforts to evaluate the
    potential of a commercially-licensed reactor (stationary) for use where
    resilience is needed and electricity prices are high. While I
    understand the Army is not leading this effort, if confirmed, I will
    ensure the Army carefully examines the use of stationary micro-reactors
    as a potential technology to add to the tools available for energy
    resiliency.
        Question. What initiatives is the Department of the Army
    undertaking in regards to development of long duration grid batteries
    for use on bases?
        Answer. I believe that energy storage, including batteries, is key
    to resilience efforts across the Army. I understand that the Army is an
    active participant in the Federal Consortium for Advanced Batteries
    (FCAB). In my assessment, battery development and production is a
    strategic imperative for the U.S., both as part of the clean energy
    transition, and as a key component for the competitiveness of the U.S.
    automotive industry. The FCAB brings together those Federal agencies
    with a stake in establishing a domestic supply of batteries to
    accelerate the development of a robust, secure domestic industrial base
    for advanced batteries. The FCAB also encourages cooperation and
    coordination across the U.S. Government agencies. If confirmed, I will
    support the Army's participation in this consortium, and explore
    additional options to increase energy storage on installations.
                    authorities to improve energy resilience
        Question. DOD and the Military Departments can use any number of
    authorities and mechanisms to pursue distributed energy projects that
    improve installation resilience, increase readiness and mission
    assurance, and offer long-term cost savings. These includes: Inter-
    Government Support Agreements, Other Transaction Authority, Utility
    Privatization, Energy Savings Performance Contracts, Utility Energy
    Service Contracts, Enhanced Use Leases, and the Defense Community
    Infrastructure Program. The Army faces a litany of challenges to fund
    its infrastructure. If contracts are written properly, non-DOD-funded
    mechanisms are excellent ways to lock in cost savings for 25 years,
    increase resilience, modernize infrastructure, and diversify energy
    sources.
        If confirmed, what steps would you take to streamline the process
    of writing and awarding contracts that will improve mission assurance
    through the Army's Office of Energy Initiatives?
        Answer. I am a strong believer in leveraging public-private
    resources through the use of these mechanisms, in particular Energy
    Savings Performance Contracts and Utility Energy Service Contracts. If
    confirmed, I will gather information about Army's use of these various
    contract vehicles to promote energy resilience and enhance Army
    readiness. I will work cooperatively to incorporate any changes as
    necessary in the process to more easily develop and execute these
    contracts.
        Question. In your view, how can the Department of the Army improve
    its use of the above mentioned authorities to secure access to advanced
    energy-related technologies and concepts, including cyber-secure
    microgrids?
        Answer. If confirmed, one of my priorities will be to understand
    how to better leverage private sector opportunities to fund Army
    infrastructure, increase distributed energy generation, and better meet
    resilience needs and mission requirements, including cyber-secure
    microgrids. I will ensure the Army continues to use all authorities for
    maximum development of new energy related technologies with stakeholder
    collaboration.
                               operational energy
        Question. The Department defines operational energy as the energy
    required for training, moving, and sustaining military forces and
    weapons platforms for military operations, including the energy used by
    tactical power systems, generators, and weapons platforms. As early as
    2004, General James Mattis cautioned that, ``units would be faced with
    unacceptable limitations because of their dependence on fuel'' and that
    resupply efforts ``made us vulnerable in ways that would be exploited
    by the enemy.'' On the battlefield of the future, warfighters will need
    exponentially more energy with rapid recharge and resupply over longer
    operating distances. The quality of electricity will matter too--the
    Army's vehicles, sensors, robots, cyber forces, directed energy
    weapons, and artificial intelligence will be controlled by systems
    sensitive to fluctuations in voltage or frequency.
        If confirmed, what priorities would you establish for Department of
    the Army investments in operational energy technologies to increase
    warfighter combat capabilities and reduce logistical burdens?
        Answer. In my assessment, the Army requires resilient and
    expeditionary means to source, store, distribute, and convert energy
    that is cost-effective, affordable, and secure. If confirmed, I will
    work with the Army Futures Command and other Army stakeholders to
    ensure energy is adequately considered at all levels of operational
    planning and capability development.
        Question. In what specific areas do you believe the Department of
    the Army needs to improve the incorporation of operational energy
    considerations and distributed energy resources into the strategic
    planning purposes?
        Answer. If confirmed, I will make mission assurance and energy
    resilience a priority to ensure that the Army has the energy it
    requires where and when it needs it. I also will commit to examining
    where the Army can improve the planning processes to make sure energy
    considerations are adequately considered.
        Question. How can Department of the Army acquisition systems better
    address requirements related to the use of energy in military platforms
    to decrease risks to warfighters?
        Answer. In my assessment, operational energy is a critical
    warfighting capability to provide power to vehicles and systems. If
    confirmed, I will ensure the Army continues to seek improvements in
    energy efficiency to reduce operational costs. I am informed the Army
    acquisition systems offer a variety of tools to ensure energy needs are
    addressed in military platforms, including by using emerging
    technologies.
        Question. In your view, how can energy supportability that reduces
    contested logistics vulnerabilities become key factors in the
    requirements process?
        Answer. If confirmed, I will follow the Office of the Secretary of
    Defense's operational energy performance mandates. I am aware that the
    Army has initiated development of an alternative power strategy to
    allow the Army to operate with a significantly lower energy demand in
    future conflicts. I am also aware that the Army has initiated an effort
    to study how electric propulsion, among other forms of energy, can be
    proliferated inside the Army's vehicle fleet to improve effectiveness
    and efficiencies, reduce demand, and contribute to climate control
    initiatives. If confirmed, I will fully support the Army capability
    development in these areas.
        Question. Specifically, how can the Army broadly include
    operational energy improvements in its weapons platforms?
        Answer. In my view, the Army should seek improvements in energy
    efficiency to reduce operational costs and simplify logistics. If
    confirmed, I will examine options to include operational energy is
    weapons platforms.
        Question. In your view, how can the Department of the Army better
    leverage advancements in data analytics and associated technologies to
    improve commanders' visibility of fuel consumption by the force?
        Answer. It is my understanding that the Army is experimenting in
    these areas, and using data collected to provide recommendations for
    improvements in fuel consumption. If confirmed, I will support the
    Army's efforts to explore advanced technologies.
                              energy conservation
        Question. What do you perceive to be the core elements of an
    effective energy conservation strategy for the Department of the Army?
        Answer. In my view, an effective conservation strategy includes
    setting goals, informing users, tracking progress and rewarding
    success. If confirmed, I will fully support the Secretary of the Army's
    annual energy and water awards program which promotes reduction in
    energy and water usage.
        Question. What do you perceive to be the most achievable and
    realistic energy conservation goals for the Department of the Army?
        Answer. I understand that the Army's Installation Energy and Water
    Strategic Plan outlines the Army's energy conservation goals. If
    confirmed, I will review and promote these goals, including to the goal
    of annually reducing installation energy consumption and costs.
        Question. What do you consider to be a ``stretch goal'' for
    Department of the Army energy conservation?
        Answer. I currently do not have enough information to make an
    assessment of what would be a ``stretch goal'' for Army energy
    conservation. If confirmed, I commit to ensuring the Army is achieving
    the Administration and Department of Defense goals, reviewing the
    adequacy of existing Army goals, reviewing the ongoing efforts to
    achieve them, and exploring the opportunities for additional Army
    goals.
        Question. If confirmed, what specific actions would you take to
    reach these goals, and how would you measure your progress?
        Answer. I understand the Army's Installation Energy and Water
    Strategic Plan identifies certain actions, which will be taken to reach
    established goals, develop Army-wide data analytics capability in order
    to identify and implement efficiencies by 2024, and establish an
    installation-wide utility monitoring and control system by 2028. I am
    informed the plan notes that progress will be measured through annual
    reduction of energy use intensity. If confirmed, I will work to ensure
    the timely and effective implementation of this plan.
        Question. In your view, what has been the impact of the current
    Department of the Army energy conservation goals? Please explain your
    answer.
        Answer. I believe conservation through energy efficiency is a
    cornerstone of resilience. If confirmed, I will examine the impact of
    energy conservation measures on Army readiness, resiliency and cost
    reduction.
                                water resilience
        Question. A secure and reliable supply of water is essential to the
    Department of Defense's ability to perform its critical missions on
    installations and in support of operational deployments.
        If confirmed, how would you lead the Department of the Army in
    developing a comprehensive water strategy that addresses research,
    acquisition, training, and organizational issues?
        Answer. If confirmed, I will lead the Army in developing a
    comprehensive water strategy by assessing the short and long-term
    mission needs related to installation and operational water
    requirements. I will also assess the Army's access to water, including
    through water rights. I will encourage leaders and soldiers at all
    levels to consider the water implications of their actions and
    decisions, whether in training or operations, and during development
    and acquisition.
        Question. What actions has the Department of the Army already
    undertaken to improve access to sustainable water sources in drought-
    prone areas across the United States and the globe, and with what
    result?
        Answer. I do not have a detailed understanding of current Army
    efforts to secure water sources, but I agree it is an important issue.
    If confirmed, I will work to understand the actions the Army has
    already undertaken to improve access to sustainable water sources in
    drought-prone areas in the United States and across the globe, and how
    the Army can work to address issues of water access.
        Question. What progress is the Department of the Army making in
    developing and implementing a technology roadmap to address capability
    gaps for water production, treatment, and purification?
        Answer. At this time, I cannot fully assess whether the Army has a
    specific technology roadmap for addressing water production, treatment,
    and purification capability gaps. However, the Army's Installation
    Energy and Water Strategic Plan provides a roadmap for Army
    installation energy and water infrastructure supporting critical
    missions. If confirmed, I will seek to understand the status of such
    projects and work to promote progress in those activities which will
    ensure secure and reliable water supplies for critical missions on
    installations and in support of operational deployments.
        Question. What actions has the Department of the Army undertaken to
    improve water conveyance systems to reduce loss, recapitalize aging
    infrastructure, and meet installation mission requirements?
        Answer. The Army's Installation Energy and Water Strategic Plan
    identifies the pillars for Army installation energy and water
    infrastructure to support critical missions, which are resilience,
    efficiency, and affordability. If confirmed, I will evaluate the Army's
    performance towards achieving the pillars established in the Strategic
    Plan related to water systems.
                             emerging contaminants
        Question. The environmental and health effects associate with
    expose to Per- and Poly-fluoroalkyl substances (PFAS) have long been a
    major concern for Congress, DOD, military families, and communities in
    the vicinity of military installations.
        If confirmed, what role would you establish for the ASA(EI&E) in
    addressing potential PFAS contamination at Army bases, installations,
    and operational platforms?
        Answer. If confirmed, I will support DOD initiatives and to study
    and address Army-related PFAS impacts at Army bases, installations, and
    operational platforms. I envision the role for ASA(IE&E) with respect
    to PFAS is to be the Army's lead for policy setting, advocating for
    sufficient resources to meet remediation needs, coordinating across the
    Army, DOD, Congress and other federal agencies, and, perhaps most
    importantly, increasing transparency with the Army community and those
    communities surrounding Army installations regarding PFAS remediation
    efforts.
        Question. In your view, what role should the Army take in funding
    and overseeing PFAS-related environmental cleanup and restoration
    activities at Guard and Reserve locations and in communities adjacent
    to or near military bases, installations, and operational platforms?
        Answer. It is my understanding that the Army oversees the funding
    of PFAS-related environmental cleanup and restoration activities for
    Army Reserve and National Guard locations and those communities
    adjacent to or near military bases that may be impacted by Army or
    Reserve or Guard releases of PFAS. If confirmed, I will continue this
    oversight role, upholding the Army's commitment to minimize or
    eliminate impacts from Army use of PFAS, including by the Army Reserves
    and the National Guard.
        Question. If confirmed, what would be your approach to addressing
    public health concerns--including the concerns of increased
    transparency to servicemembers and their families--regarding alleged
    exposures to potentially harmful contaminants on or deriving from Army
    bases?
        Answer. If confirmed, I will intensify efforts to inform soldiers
    and their families, and surrounding communities, concerning Army plans
    to address risks to public health and the environment, consistent with
    applicable law and regulations and DOD policy directives.
                      resilience to extreme weather events
        Question. In 2018 alone, extreme weather caused roughly $9 billion
    in damage at military bases across the United States.
        74. How would you assess the readiness and resource impacts on the
    Department of the Army from recent extreme weather events?
        Answer. I am aware of large-scale National Guard deployments to
    fight wildfires in the western U.S. and disaster relief following
    storms this summer. As climate change exacerbates the impacts of
    extreme weather, the Army will need to continue adapting to meet this
    threat and assessing the costs of asset damage caused by extreme
    weather events. If confirmed, I will support the Army's use of science
    and resource-informed data to assess readiness and resource impacts
    from extreme weather events and climate change. I will support the use
    of these assessments to anticipate changing conditions, better position
    the Army to maintain readiness, and to mitigate or minimize associated
    risks.
        Question. In your view, how can the Army best mitigate risks to the
    Department missions and infrastructure associated with extreme weather
    events?
        Answer. I believe the best way to mitigate risks is through the
    study and application of science-based initiatives, broad
    collaboration, and timely direct action. In my assessment, the Army
    must tap into the creativity, capabilities, and commitment of the
    defense industrial base, research institutions, fellow federal
    agencies, the private sector, and our partners and allies. If
    confirmed, I will work to leverage best practices based on current
    climate science across U.S. agencies and engage with local communities
    and foreign partners to ensure mutual readiness, security, and
    resilience in a rapidly changing environment.
        Question. If confirmed to be the ASA(EI&E), how would you update
    the DOD Building Requirements Unified Facilities Criteria to
    incorporate designs more resilient to the effects of extreme weather
    events to ensure that MILCON-funded structures exist and remain fully
    functional for their intended lifecycles?
        Answer. If confirmed, I will work closely with the U.S. Army Corps
    of Engineers to ensure climate-resilient design considerations, with
    informed perspectives from the latest science, are integrated into the
    Unified Facilities Criteria (UFC) and applied to Army projects.
                            environmental compliance
        Question. The Department of the Army has implemented a robust
    environmental compliance program to ensure the Army can meet its ``man,
    train, equip'' and other title 10 responsibilities, in balance with the
    need for environmental stewardship and conservation.
        If confirmed to be the ASA(EI&E), what policies and programs would
    you enable to educate Army leaders and the force about the imperative
    of complying with laws and regulations addressing environmental matters
    and the substantive tenets of the same?
        Answer. If confirmed, I will ensure the Army has the necessary and
    appropriate environmental policies, programs, and training in place to
    provide a clear understanding of the Army's legal obligations. I will
    also promote a culture that values environmental stewardship, and
    protection of species, ecosystems, and significant historic properties.
    These values are not inconsistent with military readiness, in my view.
        Question. If confirmed, how would you work with the Department of
    Interior and the U.S. Fish & Wildlife Service to ensure military
    readiness, while protecting the environment on and around Army
    installations, bases, and ranges?
        Answer. If confirmed, I will work in collaboration with DOD,
    Department of Interior, and the U.S. Fish & Wildlife Service (USFWS) to
    meet mutually agreed upon goals for stewardship of the Nation's
    resources, while at the same time protecting the Army's military
    readiness mission. A good working relationship with the other agencies
    is key to a successful natural resources program, to resilience of Army
    lands, and to mission readiness. I will work with DOD, Department of
    Interior, and the USFWS to meet mutual goals through the recovery and
    protection of species and to protect critical environments in and
    around Army installations.
        Question. What are your ideas as to how the process associated with
    generating an Environmental Impact Statement (EIS) could be
    streamlined, with a view to completing any future EIS in two years or
    less, from start to finish?
        Answer. If confirmed, I will work with the Council on Environmental
    Quality (CEQ) to update the Army's National Environmental Policy Act
    (NEPA) regulation. Based on my current understanding of these
    regulations, my review will include possible revisions that streamline
    EIS preparation procedures, align them with federal initiatives to
    increase environmental review efficiencies, revise and add categorical
    exclusions, reduce paperwork and delays, and promote better decisions
    consistent with national environmental policy set forth in NEPA.
                           environmental restoration
        Question. Funding for the Department of the Army's environmental
    restoration program remains a significant part of the Army's overall
    environmental program budget.
        What do you see as the main priorities for environmental cleanup
    and restoration in the context of the Department of the Army program?
        Answer. I believe the main priority for environmental cleanup and
    restoration is the health and safety of servicemembers, their families,
    Army civilians, and the communities surrounding installations.
        Question. If confirmed, what specific steps would you take to
    ensure that the Department of the Army continues to program, budget,
    and execute adequate funding to permit cleanups under the Installation
    Restoration and Military Munitions Remediation Programs to continue
    apace?
        Answer. If confirmed, I will ensure the Army remains committed to
    making the substantial investment necessary to continue forward
    progress to address cleanup sites under the Installation Restoration
    and Military Munitions Response Programs. In my judgment, funding
    priorities should focus on ongoing actions, executing remedies, the
    timely completion of ongoing investigations, and starting new
    investigations, as required.
                     encroachment on military installations
        Question. Competition for space and other forms of encroachment
    continue to challenge the resiliency of DOD ranges and amplify the need
    for larger hazard areas to execute training, attesting, and operations
    to meet NDS requirements. Encroachment on military installations by
    commercial and residential development can negatively impact ongoing
    operations and significantly delay or halt the construction of new
    testing and training facilities vital to generating readiness going
    forward.
        In your view, how might virtual testing and training solutions
    contribute to the Department of the Army's ability to meet capability
    requirements and mitigate the adverse effects of encroachment?
        Answer. It is my view that virtual testing and training can provide
    essential capabilities to the warfighter. Further, it is my
    understanding that virtual training provides opportunities to increase
    proficiency ahead of live training exercises and increased iterations
    with less time required on live-fire ranges. If confirmed, I will
    encourage the continued development of virtual capabilities to provide
    the ability to simulate large scale combat activities in a virtual
    environment without encroachment considerations.
        Question. If confirmed, how would you lead the Department of the
    Army in projecting future operations, testing, and training range
    requirements?
        Answer. If confirmed, I will advise the Secretary of the Army to
    continue to employ a scientific approach to optimizing future
    operations, testing, and training range requirements, utilizing virtual
    simulations when possible. I will also recommend soliciting feedback
    from Army leaders and continued assessments of the suitability of
    current capabilities. This approach would help inform assessments of
    capability gaps and future priorities to be incorporated into the Army
    master planning process.
        Question. How would you structure your role as the ASA(IE&E), if
    confirmed, with regard to engaging with communities surrounding Army
    ranges, to address and resolve concerns, while ensuring the resilience
    of range capabilities?
        Answer. If confirmed, I will ensure that ASA(IE&E) is closely
    aligned with the Army and DOD components that provide assessments of
    Army testing and training requirements and support to local
    communities. I believe that opportunities exist to partner with
    Federal, state, local, and tribal authorities to examine ways to
    address specific community concerns.
        Question. One significant tool the Department of the Army can use
    to mitigate impacts to base encroachment and preserve natural habitat
    buffers to bases is the Readiness and Environmental Protection
    Integration Program. Another avenue to mitigate potential conflicts
    between base radar and energy development is software updates and the
    modernization of radars, which are often paid for by energy developers.
        If confirmed, what new ideas would you propose as objectives and
    means for addressing this issue?
        Answer. I understand that the DOD Readiness and Environmental
    Protection Integration program (REPI), Military Aviation and
    Installation Assurance Siting Clearinghouse, and the grant assistance
    program of the Local Defense Community Cooperation are highly
    beneficial programs to reduce the potential for mission conflict and
    address installation resilience. If confirmed, I will seek innovative
    solutions within the Army for leveraging funding sources, new
    technologies and technology demonstrations, cost avoidance, cost
    offsets by energy developers, and other advances and cost efficiencies
    will be explored for all avenues to mitigate potential conflicts.
        Question. If confirmed, what policies or steps would you take to
    balance the trade-off between energy development, radar modernization,
    and impact on operations and training?
        Answer. In my view, training is necessary to maintain operational
    readiness. If confirmed, I will assess solutions to preserve training
    capabilities while encouraging energy development and radar
    modernization.
       department of the army laboratory and test center recapitalization
        Question. Historically, Department of the Army technical centers,
    laboratories, and test centers do not appear to have fared well in the
    internal Department competition for limited military construction and
    facility sustainment funds; as many facilities in these categories
    approach the mid-point or near-end of their life cycles,
    recapitalization has become a concern.
        What is your view of the importance of technical centers,
    laboratories, and test centers to the ability of the Department of the
    Army to accomplish its mission now and into the future?
        Answer. It is my view that the Army's technical centers,
    laboratories, and test centers are critically important to ensuring
    that the Army can operate and dominate in increasingly complex
    environments. The technological advantage necessary to develop and
    produce the most advanced weapons systems needed to compete with and
    defeat a potential adversary now and in the future can only be achieved
    with modernized technical centers, laboratories, and test centers.
        Question. What metrics would you use to assess and determine the
    appropriate level of investment in the recapitalization of Department
    of the Army technical centers, laboratories, and test centers?
        Answer. I understand the Army uses readiness metrics to assess the
    condition of technical facilities and how well they are meeting Army
    needs. If confirmed, I will collect more information about the metrics
    that allow the Army to predict the appropriate level of investment
    necessary for these centers to thrive.
        Question. If confirmed, how would you work with the Assistant
    Secretary of the Army for Acquisition, Logistics, and Technology and
    other stakeholders to ensure that the Department of the Army technical
    centers, laboratories, and test centers are properly recapitalized?
        Answer. In my judgement, 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. It is my understanding that due to a myriad of contributing
    factors, many research and test facilities would likely benefit from
    revitalization and recapitalization. It is my further understanding
    that the Army can leverage multiple authorities to resource and
    modernize facilities. If confirmed, I will engage with the Assistant
    Secretary of the Army for Acquisition, Logistics, and Technology, and
    other stakeholders to better understand the infrastructure requirements
    and explore solutions to ensure the Army makes the necessary
    investments to sustain, restore, and modernize its technical centers,
    laboratories, and test centers.
                             command climate survey
        Question. If confirmed, would you plan to administer a command
    climate survey to the workforce under your leadership and management?
        Answer. If confirmed, I will administer a command climate survey to
    the IE&E workforce.
        Question. How would you plan to address the outcomes of such a
    survey?
        Answer. If confirmed, I will begin by sharing the results with the
    leaders in the organization and the workforce. I will look to sustain
    those areas where the organization is having success and target the
    areas where the organization needs improvements. If confirmed, I will
    lead members of the IE&E team in developing a plan to address
    identified shortcomings, establish appropriate benchmarks for
    improvement, and provide regular updates to the workforce on progress.
                               sexual harassment
        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 experience sexual harassment
    and/or gender discrimination by ``someone at work'' in the 12 months
    prior to completing the survey.
        What is your assessment of the current climate regarding sexual
    harassment and gender discrimination in the Department of the Army?
        Answer. It is my understanding that the Army is continuously
    promoting and nurturing a positive climate where sexual harassment and
    gender discrimination are prohibited. I am informed the Army has a long
    history of mandating training for all personnel and supervisors on the
    prevention of sexual harassment and discrimination. If confirmed, I
    will fully support the Secretary of the Army and the Secretary of
    Defense in efforts to foster a climate free from sexual harassment and
    gender discrimination and ensure all policies and program aimed to
    preventing sexual harassment and gender discrimination are being fully
    promulgated and implemented.
        Question. If confirmed, what actions would you take were you to
    receive or become aware of a complaint of sexual harassment or
    discrimination from an employee of the Office of ASA(EI&E)?
        Answer. If confirmed, I am committed to providing a workplace that
    is free from all forms of harassment and discrimination, where
    individuals are treated with dignity and respect.
        Harassment and discrimination jeopardizes readiness and mission
    accomplishment, weakens trust among colleagues, and erodes
    organizational cohesion. If confirmed, upon receiving, or learning of,
    a complaint of sexual harassment, discrimination, or other harassment
    from an employee, I will ensure that appropriate action is taken in
    accordance with Federal law, as well as EEOC, DOD, and Army policy. I
    will coordinate with my servicing legal advisor, EEO official, and
    Civilian Personnel Official and take the necessary action to promptly
    investigate, address, and resolve the matter at issue, including taking
    appropriate corrective or disciplinary action as warranted. Further, I
    will ensure there are appropriate policies and resources in place
    committed to prevent all forms of harassment/discrimination and
    encourage reporting. Finally, I will ensure that all training and
    education requirements and standards are met.
                            congressional oversight
        Question. In order to exercise its legislative and oversight
    responsibilities, it is important that this Committee and other
    appropriate committees of Congress are able to receive testimony,
    briefings, reports, records (including documents and electronic
    communications) and other information from the Department.
        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, and other appropriate
    committees of Congress, and their respective staffs, with 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, and 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, and 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 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 Kirsten E. Gillibrand
                     remediation of military installations
        1. Senator Gillibrand. Ms. Jacobson, one of my top priorities is
    ensuring our servicemen and women, and their families, have safe and
    healthy places to work and live. This is why I've worked hard to
    advance legislation addressing the urgent need to expedite the testing,
    cleanup, removal, and remediation of Per-and polyfluoroalkyl substances
    (PFAS) at all U.S. military installation and State-owned National Guard
    facilities. What actions do you plan to take in order to ensure this
    issue is addressed?
        Ms. Jacobson. If confirmed, it will be my priority to ensure that
    our soldiers, civilian employees, and their families have safe and
    healthy places to work and live. I plan to continue the Army's efforts
    to address the impacts of PFAS releases from Army installations and
    National Guard facilities by supporting DOD and administration policy.
    These efforts will include advocating for Army funding to conduct
    necessary testing and cleanup to ensure drinking water remains safe,
    and to ensure compliance with applicable law. I will monitor closely
    the Army's progress in fulfilling its cleanup responsibilities in an
    open and transparent manner, working with affected communities as well
    as regulators. I will work collaboratively with this Congress, the
    Department of Defense PFAS Task Force, the EPA, and local communities
    to make sure that the Army addresses PFAS consistent with applicable
    law, using and supporting the best available science and technology.

        2. Senator Gillibrand. Ms. Jacobson, can I have your assurances you
    will work with us to set a clear way ahead to fully remediate these
    sites?
        Ms. Jacobson. Yes. You have my assurance that, if confirmed, I will
    work with Congress to set a path forward to properly address Army
    releases of PFAS by all applicable means.
                                   __________
               Questions Submitted by Senator Angus S. King, Jr.
                army installation sustainable building materials
        3. Senator King. Ms. Jacobson, the Department of Defense has taken
    important steps to improve its carbon footprint, and has begun to
    pursue sustainable building materials like Cross-Laminated Timber (CLT)
    and other innovative wood technologies in some construction projects.
    To date, DOD has built or is currently constructing 5 buildings of
    389,376 total square footage using these technologies. If confirmed,
    will you commit to the continued analysis of wood technologies like CLT
    at Army installations?
        Ms. Jacobson. Yes. If confirmed, I commit to the continued analysis
    of wood technologies (including CLT) at Army installations. In my view,
    it is in the Army's best interest to utilize the most cost-efficient,
    effective, and sustainable building materials in Army construction
    projects, especially those that may lower energy costs such as CLT.

        4. Senator King. Ms. Jacobson, what are the benefits of pursuing
    the use of CLT in Army installation projects?
        Ms. Jacobson. I understand that CLT technology has a number of
    advantages compared with traditional building materials, including high
    load capacity, fast installation, thermal performance, and fire
    protection. If confirmed, I will continue to explore the possibilities
    and benefits of using CLT in Army installation construction projects.
                                   __________
                Questions Submitted by Senator Elizabeth Warren
                                military housing
        5. Senator Warren. Ms. Jacobson, as you know, Congress has
    repeatedly heard from military families about the substandard
    conditions of their on-base housing. Hazards like black mold, exposed
    electrical wires, and leaky roofs were making families and
    servicemembers sick as a giant, private housing companies raked in
    taxpayer dollars and faced little-to-no accountability for their
    negligence. Will you commit to advocating for Army families and
    ensuring they are able to secure safe and high-quality housing?
        Ms. Jacobson. Yes. I am committed to ensuring that soldiers and
    their families can live with dignity in safe, high-quality housing,
    including barracks. I share Secretary Wormuth's view that providing
    quality housing is also a critical component of recruitment, retention,
    and readiness. The housing reforms directed by Congress in recent
    defense bills were transformative, and I understand the Army has
    implemented a number of programmatic changes to improve accountability
    in the privatized housing program. Specifically, the Army has taken
    steps to assure accountability through Army Materiel Command and
    Installation Management Command, who meet regularly with private
    companies as an oversight mechanism. The Tenant Bill of Rights also
    gives soldiers and families meaningful input and control over their
    living conditions. If confirmed, I will see to it that these important
    reforms continue to be carried forward. Additionally, Secretary Wormuth
    stated her intention to ensure that housing is adequately funded in
    future budgets and that the Basic Housing Allowance (BHA) is sufficient
    to provide off post housing. If confirmed, I will work to support the
    implementation of these efforts.

        6. Senator Warren. Ms. Jacobson, will you commit to using all tools
    available to hold landlords and private companies accountable to make
    sure they build and maintain quality housing for servicemembers and
    ensure they can no longer rake in millions in taxpayer dollars off
    substandard housing?
        Ms. Jacobson. Yes. If confirmed, I commit to using all tools
    available to hold landlords and private companies accountable to ensure
    they provide quality housing for soldiers and their families. I will
    apply my enforcement background to rigorous oversight of the privatized
    housing program and holding private companies accountable for their
    failings.
                                   __________
                 Questions Submitted by Senator James M. Inhofe
                       army construction contract awards
        7. Senator Inhofe. Ms. Jacobson, the Army Corps of Engineers not
    only supports only the Civil Works and Army's military construction
    missions, but also provides engineering support for the other Services
    as well as other agencies. In the last year, the Corps has added
    bureaucratic steps to long-standing practices, including a new
    requirement to routinely compete task orders for architect and
    engineering contracts, restriction on the use of district and center
    overhead when acquiring contract, as well as a new requirement to
    return expiring funds used for supervision and administration of
    ongoing work at the end of the fiscal year. The impact of these changes
    is to further slow the Corps' already deliberate pace of contract
    awards and execution.
        If confirmed, will you work with the other interested Army
    assistant secretaries to determine if:
        (1) These new processes are slowing down contract execution?
        (2) These new process are adding costs to the Federal Government or
    industry stakeholders?
        (3) These new processes are statutorily required for Corps to
    implement?
        Ms. Jacobson. Yes. If confirmed, I commit to conducting a review,
    in coordination with other interested Army Assistant Secretaries and
    the General Counsel, regarding Army Corps of Engineers processes.
    Specifically, I will examine whether current processes are causing
    delays in project execution or adding costs. I will also work with the
    Army General Counsel's office to compare the current processes to legal
    requirements to determine which are necessary and where contract
    streamlining can be implemented.

        8. Senator Inhofe. Ms. Jacobson, when you complete the review, will
    you get back to the committee with your findings and any
    recommendations you may have?
        Ms. Jacobson. Yes. Once the review is complete and I have
    appropriately informed the Secretary of the Army, I commit to informing
    the committee of any findings and any recommendations that I may have,
    if confirmed.
                                   __________
                   Questions Submitted by Senator Thom Tillis
                            army corps of engineers
        9. Senator Tillis. Ms. Jacobson, the Army Corps of Engineers has
    experienced cost and time growth on military construction projects,
    particularly large and complex projects. Integrated Project Delivery
    (IPD) is one of the approaches that private industry is using to
    minimize time and cost-growth. IPD aligns all members of the project
    delivery team to deliver a successful project.
        The University of Minnesota study of 10 diverse projects located
    around the country showed that projects using IPD came in on budget and
    most of them on time with several delivered months early. Additionally,
    many owners were able to programmatic scope using budget savings or
    untouched contingencies.
        If confirmed, will you ensue that IPD is considered as an option
    for delivering projects on time and on-budget?
        Ms. Jacobson. Yes. If confirmed, I commit to evaluating the IPD
    alternate design and construction method, including how this delivery
    model might benefit military construction projects. Such an evaluation
    would also identify any constraints in existing Federal procurement
    laws and, accordingly, make recommendations to appropriate officials.

        10. Senator Tillis. Ms. Jacobson, the Army Corps of Engineers is a
    large organization that supports not only the civil works and Army's
    military construction missions, but also provides support for the other
    Services as well as other agencies. In the last year, industry has
    expressed concerns that the Corps is adding process that add cost and
    time to both industry and the Government. I am told that none of these
    changes were driven by a change in law. If confirmed, will you agree to
    look into each of these issues and get back to the Committee with your
    assessment if the added steps are necessary and improve the performance
    of Government?
        Ms. Jacobson. Yes. If confirmed, I commit to looking into these
    issues regarding the Corps of Engineers processes, in coordination with
    other interested Army Assistant Secretaries and the Army General
    Counsel's office. Specifically, my review will include an examination
    of what processes are driven by legal requirements and/or engineering
    judgment and best practices. In consultation with other Army Assistant
    Secretaries and the Army General Counsel's office, the review must
    determine what processes can potentially be made more efficient and
    less costly for both industry and government. After appropriately
    informing the Secretary of the Army, I commit to providing my
    assessment to this Committee.

        11. Senator Tillis. Ms. Jacobson, if you determine that the steps
    are required by statute but do not improve the delivery of projects,
    will you provide the Committee a draft legislative proposal to remove
    the unnecessary processes?
        Ms. Jacobson. I commit to working with the Secretary of the Army
    and other departmental stakeholders, including the Army's General
    Counsel, to help inform any legislation that addresses inefficiency or
    waste in Army Corps of Engineers processes.
                        ammunition production facilities
        12. Senator Tillis. Ms. Jacobson, the Department of the Army has
    testified that they have a multi-billion-dollar requirement for
    recapitalization of the Department of Defenses' conventional ammunition
    production facilities. Many of the facilities were constructed more
    than 75 year ago and do not include modern manufacturing processes. Of
    even more concern, in many of the plants, the workers are handling
    ammunition and explosives. Tragically, over the last decade 2 civilian
    employees were killed in accidents on the production line.
        While much of the modernization funding for ammunition facilities
    is from ammunition procurement funds, these projects require design,
    environmental compliance, and mitigation as well as construction. If
    confirmed, what will be your role in modernizing the conventional
    ammunition infrastructure so that the projects are safe,
    environmentally compliant, and efficient?
        Ms. Jacobson. One of the roles of the Assistant Secretary of the
    Army for Installations, Energy and Environment, is to ensure that
    modernization of infrastructure, including the Government Owned,
    Government Operated (GOGO) Army Ammunition Plants (AAPs), is
    accomplished in a safe, efficient, and environmentally compliant
    manner. If confirmed, I commit to supporting the Army's conventional
    ammunition infrastructure modernization efforts by working with the
    Assistant Secretary of the Army for Acquisition, Logistics and
    Technology (who oversees GOCO AAPs) and the Army Materiel Command to
    provide the appropriate resources and subject matter oversight for
    safety and hazard mitigation, design and construction efficiency, and
    environmental compliance.
               united states army installation management command
        13. Senator Tillis. Ms. Jacobson, 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 canceled new contracts that would have provided significant savings
    and benefit to Army infrastructure.
        In her written response to the question the Secretary stated that
    ``If confirmed, I will review and evaluate this process.''
        The Committee understands that since the confirmation of the
    Secretary, the approval process for ESPC has slowed even more to
    include a complete stoppage while the policies were relooked. The
    practice of IMCOM relooking and then downsizing projects has continued.
    As a result, many projects slated for award have slipped in many cases
    by months.
        If confirmed will you relook the Army's process ESPCs and benchmark
    the Army's performance against other Services?
        Ms. Jacobson. Yes. If confirmed, I will review IMCOM's contracting
    process, try to identify any obstacles impeding speedy approval of
    public/private energy contracts, and seek to remove those obstacles
    consistent with existing authorities. I would conduct this review with
    the objective of minimizing the time to award these contracts, while
    maintaining appropriate due diligence necessary in all contacting
    mechanisms. In my view, such a review should consider procedures and
    lessons learned from the other Services, and should evaluate whether
    benchmarking against the other Services is a meaningful and effective
    performance measurement. I would also consider whether model language
    or other contacting efficiencies would be effective in reducing delays.

        14. Senator Tillis. Ms. Jacobson, if the Army continues to relook
    and slow down the process, will you consider limiting IMCOM's role in
    reviewing ESPCs?
        Ms. Jacobson. If confirmed, I will consider all options available
    that could improve the timeliness of the Army's public/private energy
    contracting mechanisms and review procedures, to include recommending
    organizational responsibility changes to the Secretary of the Army.

        15. Senator Tillis. Ms. Jacobson, how will you address the
    perception that IMCOM's ESPC reviews are incongruent with the
    Department of Defense or the Army Secretariat?
        Ms. Jacobson. In my assessment, a review of the IMCOM public/
    private energy contracting process is essential. If confirmed, I would
    first seek to validate whether the incongruence between those practices
    and the policy goals of the Department of Defense or the Army
    Secretariat exists. If so, I will seek to determine whether any
    modifications in the IMCOM approach are authorized. Ultimately, the
    best way to address any such perceptions is to make changes as
    necessary to approve and implement these public/private energy
    contracts more expeditiously.
                                   __________
                  Questions Submitted by Senator Dan Sullivan
                                   readiness
        16. Senator Sullivan. Ms. Jacobson, over several years this
    Committee has worked tirelessly to restore military readiness--across
    each of our Services--to levels that would enable our success in a
    conflict. We've had some success, but there is still a lot of work to
    do. If you have not done so already, I recommend that every senior
    defense leader read T.R. Fehrenbach's ``This Kind of War'', which
    provides a cautionary tale of our Nation's failure to adequately fund
    and train our Armed Forces before the Korean War. The consequences were
    steep and American servicemembers paid with their lives. If confirmed,
    all of you--based on your positions--will invariably make decisions
    that directly or indirectly impact readiness. Accordingly, will you
    commit--if confirmed--to work with this Committee and within the
    Department on further bolstering military readiness to ensure the
    failures we endured in the Korean War never happen again?
        Ms. Jacobson. I believe that readiness is the most important
    consideration for all programs in the ASA(IE&E) portfolio. If
    confirmed, I will focus on ensuring the readiness of our soldiers
    through quality housing, the readiness of our installations through
    modernization efforts that include efficient, resilient infrastructure,
    robust environmental compliance, and, significantly, the ability of our
    forces to operate and conduct their missions using the most efficient,
    reliable, and resilient energy sources. I commit to working with this
    Committee and with the Army officials and DOD to ensure that our
    soldiers remain ready to respond to any challenge, at any time. I also
    look forward to reading T.R. Fehrenbach's ``This Kind of War.''
                             strategy driven budget
        17. Senator Sullivan. Ms. Jacobson, the National Defense Strategy
    (NDS) Commission report, the two previous Senate-confirmed Secretaries
    of Defense (SECDEF), and the previous and current Chairman of the Joint
    Chiefs of Staff (CJCS) have all stated the need for sustained 3 to 5
    percent annual real growth to the defense budget to implement the NDS,
    increase readiness, and advance long-overdue modernization. Further
    emphasizing the need for consistent and increased funding, the NDS
    Commission report stated, ``America is very near the point of strategic
    insolvency, where its `means' are badly out of alignment with its
    `ends'.'' This critical situation is negatively compounded by the Biden
    administration's dismal defense topline that does not keep pace with
    inflation. With these facts in mind, and understanding your ability to
    influence the budget will be limited to future year submissions, will
    each of you commit to advocating for a strategy-driven budget vice a
    budget-driven strategy?
        Ms. Jacobson. If confirmed, I will work with Secretary Wormuth and
    other leaders within the Department of Defense to ensure the Army's
    budget allows it to effectively support the National Defense Strategy.
    In my view, the Army's responsibilities must inform strategic resource
    allocation. If confirmed, I commit to being an advocate for the Army
    and ensuring transparent communication with this Committee concerning
    programs and budget allocation within the ASA(IE&E) portfolio.
                                     ______

        [The nomination reference of Ms. Rachel L. Jacobson,
    follows:]

        [GRAPHIC(S) NOT AVAILABLE IN TIFF FORMAT]

                                     ______

        [The biographical sketch of Ms. Rachel L. Jacobson, 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 Ms. Rachel L.
    Jacobson 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.]

        [GRAPHIC(S) NOT AVAILABLE IN TIFF FORMAT]

                                     ______

        [The nomination of Ms. Rachel L. Jacobson was reported to
    the Senate by Chairman Reed on October 21, 2021, with the
    recommendation that the nomination be confirmed. The nomination
    was confirmed by the Senate on March 15, 2022.]

                                     [all]