[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]