[Senate Hearing 117-990]
[From the U.S. Government Publishing Office]
S. Hrg. 117-990
NOMINATIONS OF: HON. GILBERT R. CISNEROS,
JR., TO BE UNDER SECRETARY OF DEFENSE
FOR PERSONNEL AND READINESS; CARLOS DEL
TORO, TO BE SECRETARY OF THE NAVY;
KATHLEEN S. MILLER, TO BE DEPUTY UNDER
SECRETARY OF DEFENSE; DR. MARA E. KARLIN,
TO BE ASSISTANT SECRETARY OF DEFENSE
FOR STRATEGY, PLANS, AND CAPABILITIES;
MICHAEL L. CONNOR, TO BE ASSISTANT SEC-
RETARY OF THE ARMY FOR CIVIL WORKS
=======================================================================
HEARING
BEFORE THE
COMMITTEE ON ARMED SERVICES
UNITED STATES SENATE
ONE HUNDRED SEVENTEENTH CONGRESS
FIRST SESSION
__________
JULY 13, 2021
__________
Printed for the use of the Committee on Armed Services
[GRAPHIC NOT AVAILABLE IN TIFF FORMAT]
Available via: http://www.govinfo.gov
__________
U.S. GOVERNMENT PUBLISHING OFFICE
63-281 PDF WASHINGTON : 2026
=======================================================================
COMMITTEE ON ARMED SERVICES
JACK REED, Rhode Island, Chairman JAMES M. INHOFE, Oklahoma
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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
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� Elizabeth L. King, Staff Director
� John D. Wason, Minority Staff Director
(ii)
C O N T E N T S
_________________________________________________________________
july 13, 2021
Page
Nominations of: Hon. Gilbert R. Cisneros, Jr., to be Under 1
Secretary of Defense for Personnel and Readiness; Carlos Del
Toro, to be Secretary of the Navy; Kathleen S. Miller, to be
Deputy Under Secretary of Defense; Dr. Mara E. Karlin, to be
Assistant Secretary of Defense for Strategy, Plans, and
Capabilities; Michael L. Connor, to be Assistant Secretary of
the Army for Civil Works.
Members Statements
Reed, Senator Jack............................................... 1
Inhofe, Senator James M.......................................... 3
Witness Statements
Warner, Senator Mark............................................. 4
Kelly, Senator Mark.............................................. 6
McHugh, John..................................................... 7
Del Toro, Carlos, to be Secretary of the Navy.................... 8
Advance Policy Questions....................................... 56
Questions for the Record....................................... 110
Nomination Reference and Report................................ 120
Biographical Sketch............................................ 121
Committee on Armed Services Questionnaire...................... 124
Signature Page................................................. 134
Cisneros, Hon. Gilbert R., Jr., to be Under Secretary of Defense 11
for Personnel and Readiness.
Advance Policy Questions....................................... 135
Questions for the Record....................................... 157
Nomination Reference and Report................................ 162
Biographical Sketch............................................ 163
Committee on Armed Services Questionnaire...................... 165
Signature Page................................................. 174
Miller, Kathleen S., to be Deputy Under Secretary of Defense..... 14
Advance Policy Questions....................................... 174
Questions for the Record....................................... 185
Nomination Reference and Report................................ 187
Biographical Sketch............................................ 188
Committee on Armed Services Questionnaire...................... 192
Signature Page................................................. 198
Karlin, Dr. Mara E., to be Assistant Secretary of Defense for 16
Strategy, Plans, and Capabilities.
Advance Policy Questions....................................... 198
Questions for the Record....................................... 218
Nomination Reference and Report................................ 221
Biographical Sketch............................................ 222
Committee on Armed Services Questionnaire...................... 227
Signature Page................................................. 243
Connor, Michael L., to be Assistant Secretary of the Army for 18
Civil Works.
Advance Policy Questions....................................... 243
Questions for the Record....................................... 256
Nomination Reference and Report................................ 260
Biographical Sketch............................................ 261
Committee on Armed Services Questionnaire...................... 263
Signature Page................................................. 271
(iii)
This hearing is printed to include all available
information
requested or required to be inserted for the
record.
(iv)
NOMINATIONS OF: HON. GILBERT R. CISNEROS, JR., TO BE UNDER SECRETARY OF
DEFENSE FOR PERSONNEL AND READINESS; CARLOS DEL TORO, TO BE SECRETARY
OF THE NAVY; KATHLEEN S. MILLER, TO BE DEPUTY UNDER SECRETARY OF
DEFENSE; DR. MARA E. KARLIN, TO BE ASSISTANT SECRETARY OF DEFENSE FOR
STRATEGY, PLANS, AND CAPABILITIES; MICHAEL L. CONNOR, TO BE ASSISTANT
SECRETARY OF THE ARMY FOR CIVIL WORKS
----------
TUESDAY, JULY 13, 2021
United States Senate,
Committee on Armed Services,
Washington, DC.
The Committee met, pursuant to notice, at 9:30 a.m. in room
SD-106, 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, Wicker, Fischer, Cotton,
Rounds, Ernst, Tillis, Sullivan, Cramer, Scott, Blackburn,
Hawley, and Tuberville.
OPENING STATEMENT OF SENATOR JACK REED
Chairman Reed. I would like to call the hearing to order.
The Committee meets this morning to consider the nominations of
Mr. Carlos Del Toro to be Secretary of the Navy; Hon. Gilbert
Cisneros, Jr. to be Under Secretary of Defense for Personnel
and Readiness; Ms. Kathleen Miller to be Deputy Under Secretary
of Defense [Comptroller]; Dr. Mara Karlin to be Assistant
Secretary of Defense for Strategy, Plans, and Capabilities; and
Mr. Michael Connor to be Assistant Secretary of the Army for
Civil Works. I thank the nominees for their service to the
United States and their willingness to assume these important
roles.
I would also like to welcome the guests and family members
who are with us today. Mr. Del Toro, I welcome your wife,
Betty, and son, Chris, and I thank Senator Warner for joining
us to introduce you. Mr. Cisneros, I welcome your wife, Jacki,
and I thank Senator Kelly for his introduction. Ms. Miller, I
welcome your husband, Brian, and thank former Congressman and
Secretary of the Army John McHugh for his introduction via
Webex. Dr. Karlin, I welcome your husband, Reuben. And Mr.
Connor, I welcome your wife, Shari, and daughter, Gabriela.
Mr. Del Toro, you are well qualified to be the nominee for
the Secretary of the Navy, given your distinguished service as
a naval officer, years of senior leadership in the Department
of Defense, and experience as the CEO of SBG Technology
Solutions.
Our naval forces are maintaining an extremely high
operations tempo across all areas. The demand for attack
submarines, air and missile defense cruisers, destroyers, and
strike fighter inventories, and the logistics and maintenance
associated with them, is considerable. If confirmed, you will
be responsible for recruiting, organizing, training, and
equipping the force and guiding policies and programs for the
Navy and Marine Corps during this challenging time.
Among the issues you will need to address is the readiness
of the Navy and the continuing problems in maintaining its
fleet. Deferred ship maintenance, reduced steaming and flying
hours, and canceled training and deployments have created
serious readiness problems. Cost overruns and delays in
schedules have plagued both public and private shipyards, with
impacts felt down to the individual sailor and marine. We
remember too well the collisions of the McCain and Fitzgerald
and the loss of life that resulted. I would like to know what
changes you will make to ensure such incidents do not happen in
the future, and your plans for improving the capability and
capacity to perform maintenance for Navy ships.
Mr. Cisneros, if confirmed as Under Secretary of Defense
for Personnel and Readiness, you will face many challenges in
ensuring, first and foremost, that our military has adequate
numbers of ready and trained servicemembers, of sufficiently
high character and talent, to meet our national defense
objectives. You will be responsible for military and civilian
personnel policy, military family and child care programs, the
DOD-run school system, and working with the military services
to ensure the health and welfare of the force. Your experience
as a former military officer, Member of Congress,
philanthropist, and advocate for veterans should serve you well
in this role.
One of the many challenges that will require your immediate
attention is the issue of sexual assault and sexual harassment
in the military. As we know from the President's Independent
Review Commission that studied sexual assault in the ranks,
there has been a dangerous erosion of trust and faith in
leaders' ability to effectively address this issue. I would ask
that you share your plans for addressing the problem.
Ms. Miller, you are nominated to be Deputy Under Secretary
of Defense [Comptroller]. You are well suited for this
position, with decades of civil service and government
experience, including a variety of financial and accounting
positions within the Army. You have also served as the
Associate Chief Financial Officer for Internal Finance at the
Internal Revenue Service.
The Office of the Comptroller is instrumental in preparing
and executing the Department's budget and ensuring the
resources that Congress provides are allocated to the troops
efficiently and effectively. Additionally, the Comptroller is a
key player in the Department's efforts to achieve a clean audit
and to modernize its financial management systems. If
confirmed, your role will be critical in ensuring the fiscal
year 2022 budget is executed and the Department continues its
efforts to achieve a clean audit.
Dr. Karlin, you are nominated to be the Assistant Secretary
of Defense for Strategy, Plans, and Capabilities. You are
highly qualified for this role, with decades of leadership in
the Department of Defense and where you are currently serving
as the Acting Assistant Secretary of Defense for International
Security Affairs. You also provided valuable leadership in U.S.
national security through various roles at the RAND Corporation
and Johns Hopkins University's School of Advanced International
Studies.
If confirmed, you will serve as the principal advisor to
the Secretary of Defense on issues related to defense strategy.
This includes issuing guidance to align resources and
capabilities, as well as reviewing contingency plans necessary
to implement the strategy. One of your first tasks will be to
craft the 2022 National Defense Strategy, or NDS, and assess
the current strategic environment, including the most critical
and enduring threats to the national security of the United
States and its allies. I would like to know how you will
approach the NDS and assess the capabilities the Joint Force
needed to prevail in long-term strategic competition with China
and Russia.
Finally, Mr. Connor, you are nominated to be Assistant
Secretary of the Army for Civil Works, and if confirmed, you
will be responsible for overseeing the civil functions of the
Army to include functions of the Army Corps of Engineers and
various U.S. military cemeteries. Your prior service as Deputy
Secretary of the U.S. Department of the Interior and as
Commissioner of the Bureau of Reclamation should serve you well
in this role.
This Committee has been concerned with the slow rate of
Army construction projects, and I would ask that you share how
you would improve its processes. Additionally, given the
increasing importance of environmental resiliency to our
national security, I would like to know your plans for
incorporating climate projections in the planning and design of
civil works projects.
Thank you, again, to our nominees. I look forward to your
testimoneys.
Because of complications in travel, Senator Inhofe is not
here today. He has asked me to introduce his opening statement,
and without objection the opening statement is introduced into
the record.
[The prepared opening statement of Senator James M. Inhofe
follows:]
Prepared Statement by Senator James M. Inhofe
U.S. Senator Jim Inhofe (R-Okla.), Ranking Member of the Senate
Armed Services Committee, today submitted the following remarks for the
record at a nomination hearing for: Carlos Del Toro to be Secretary of
the Navy; Hon. Gil Cisneros to be Under Secretary of Defense for
Personnel & Readiness; Kathleen Miller to be Deputy Under Secretary of
Defense for Comptroller; Dr. Mara Karlin to be Assistant Secretary of
Defense for Strategy, Plans and Capabilities; and Michael Connor to be
Assistant Secretary of the Army for Civil Works.
As Submitted for the Record:
Thank you, Chairman Reed. I echo your comments and thank our five
nominees for being with us and for their willingness to serve the
Nation.
Our nation's top military and intelligence leaders have told this
committee in recent months that the world is more dangerous and complex
than at any point in our lifetimes. I agree with them.
I believe the 2018 National Defense Strategy (NDS) is the right
roadmap to deal with these challenges. But we need the right resourcing
to make the NDS a reality.
I remain concerned that President Biden's defense budget falls
short of the 3-5 percent growth that the bipartisan NDS commission said
we need to implement the NDS. Each of the jobs for which you are
nominated will be made much harder by these cuts.
Our competitors aren't letting up. Russian and Chinese defense
budgets continue to grow, and, combined, they already far exceed our
own.
If confirmed, you will be called on to address these and many other
challenges.
Mr. Del Toro, last week Chairman Reed and I published an article
with the Naval Institute Proceedings that detailed our view that the
business of Navy shipbuilding needs to be better understood. I am
interested in your thoughts on this topic.
Mr. Cisneros, you will face the daunting task of guiding the
personnel and readiness policies of the Department.
You will be challenged to ensure that our troops and their families
get the support they need--like high-quality housing, health care, and
commissaries--while also working to improve the readiness of the total
force under a declining Biden defense budget.
Ensuring readiness will also be an important part of your job as
Comptroller, Ms. Miller, and it's made much tougher by the
Administration's inadequate budget. I am interested to learn how you
will grapple with this dilemma.
Dr. Karlin, the defense budget is not enough to implement the 2018
NDS. The Biden Administration is reviewing the NDS now, and may add
even more missions to the next NDS. I am interested to hear what
changes you think need to be made.
Mr. Conner, you will establish strategic guidance for the
department's Civil Works Program. I am interested to learn which areas
you will prioritize and how you will define success.
I look forward to hearing how each of you will address these
challenges, if confirmed.
Thanks again for being with us today.
Chairman Reed. At this time I would like to recognize
Senator Warner for his introduction. Senator Warner, please.
STATEMENT OF SENATOR MARK WARNER
Senator Warner. Well, thank you, Mr. Chairman, and thank
all of the members of the committee for their willingness to
have me here this morning, and while I am going to speak about
my friend of over 30 years in a moment I want to commend the
President for nominating the whole panel here, who I think are
extraordinarily well qualified. But I am incredibly proud and
honored to join you this morning to introduce--and I know I
will be followed up by my good friend and colleague from
Virginia, Tim Kaine--the President's choice to our next
Secretary of the Navy, Carlos Del Toro.
The truth is I have known Carlos and his wife, Betty, and
Carlos and I were just talking a little bit, his eldest son,
Christopher, I think for close to 30-plus year. We first got
involved long before I was elected to anything on a topic that
is of deep importance to both of us, juvenile diabetes
research, and in the 32-plus year since then I have often
leaned on Carlos' experience, both in the Navy and the private
sector, when I faced tough policy questions, both as Governor
and now as Senator.
It is also incredibly timely as we see the episodes taking
place in Cuba, where we all stand with the people of Cuba.
Carlos' story is uniquely American. After having emigrated to
the United States from Cuba, he went on to attend the Naval
Academy and served multiple tours of duty across the globe,
which included assignments as executive officer of a naval
cruiser and as the pre-commissioning and commanding officer of
the USS Buckley, an American destroyer. Subsequent to his
career in the Navy, he was very involved--and I am sure he will
speak to this as well--with the Presidential Fellowship
Program.
From his 26 years of military service to our Nation he has
led sailors through times of conflicts and peace. Carlos knows
the demands of service and how to lead and support our
servicemembers. He was lucky enough to marry Betty, who I hope
he will speak about. Tim and I have fond stories of visiting
socially with them at their home, them visiting with us, and I
think we ought to recognize that Betty and their four kids have
seen first-hand the experiences and challenges of our military
families and the sacrifices they also are often asked to make
on behalf of our Nation.
For his military service, Carlos was honored with the Ellis
Island Medal of Honor, whose other recipients include eight
U.S. Presidents and Nobel Prize winners.
While following Carlos' retirement from the Navy in 2004,
he founded a small IT business in Virginia. Over the past 17
years he has grown that company while navigating all the
challenges any startup small business has--meeting payroll,
dealing with sometimes crazy government procurement records,
and also making sure that he grew that company. His leadership
in the private sector has received numerous awards. He has been
named a Top Service Disabled Veteran-Owned Small Business and a
2020 small business success story.
As we think about the challenges our Navy faces, on a
geopolitical standpoint--and I see these, Mr. Chairman, as you
know, more from the intel side, and this distinguished
committee sees it directly from the military side--we need
someone who brings Carlos' depth and breadth of understanding
to be Secretary of the Navy at this critical time.
But I will close in a moment. Just the--I would go on with
a long list of Carlos' attributes, but this is a man of
enormous, enormous character. He is a proud American. He loves
our Navy. He loves this country. And what that character, I
think, really will be incredibly important for Secretary of the
Navy at this moment in time. He will be an incredible leader of
but also advocate for the most important asset our Navy has,
and that is not necessarily our ships or technology but the men
and women who serve. At this moment in time, with all of the
challenges our country faces, here and abroad, on a whole host
of fronts, I can think of no one better suited to take on this
critically important role. I have known this man and his family
for over 30 years. I speak with unquestionable conviction that
he brings the character, the intellect, and the experience to
be a great Secretary of the Navy, and I urge this committee's
favorable consideration of his nomination.
Thank you, Mr. Chairman, and I apologize to Carlos and
others. I have actually got to run to an intel session. But
thank you again for the opportunity to appear.
Chairman Reed. Thank you, Senator Warner. Now let me
recognize Senator Kelly for his introduction.
STATEMENT OF SENATOR MARK KELLY
Senator Kelly. Thank you, Mr. Chairman. It is great to be
here this morning, and it is also my great pleasure to
introduce Gil Cisneros, nominee to serve as the next Under
Secretary of Defense for Personnel and Readiness. I have known
Gil and his wife, Jacki, for a number of years. Gil is a fellow
Navy veteran, enlisting in the United States Navy in 1989,
after he graduated from high school. He was then commissioned
an officer in the United States Navy in 1994, through what is
called the Boost Program, and after a decade of service, Gil
left the Navy and entered the private sector.
He and his wife, Jacki, have dedicated much of their energy
to giving back, with a focus on philanthropic endeavors, and
especially helping students access higher education. Gil was
later elected to the U.S. House of Representatives where he
served on both the Veterans' Affairs and the Armed Services
Committees. That service touched on a number of issues relevant
to the portfolio he would assume as Under Secretary, including
addressing mental health and suicide and supporting military
families, both during and after military service.
The Under Secretary for Personnel and Readiness plays a
critical role in supporting the well-being of our defense
civilians, servicemembers, and their families, who also make
tremendous sacrifices in service of our country. It manages the
Department of Defense's educational and health care benefits
programs and oversees matters related to morale and quality of
life of our servicemembers, while also ensuring the readiness
of our forces to meet emerging threats and the demands of
researching great power competition.
My 25 years in the Navy taught me that the real strength of
our military, the thing that sets us apart from others, is our
people. Our continued success depends on supporting our people,
giving them the tools to do their jobs, and always having their
backs. In this role, that means making sure that the housing,
and benefits, and other support programs deliver what our
servicemembers and their families need.
Finally, the Under Secretary will play a pivotal role in
shaping our Nation's use of the total force, including our
National Guard and Reserve components. In a year that saw more
Guard activations than at any time since World War II, our
country has asked a lot of our National Guard, from natural
disasters, to deployments to D.C., and in my home State, a
continued deployment to the border to support law enforcement
operations.
For all these reasons and more, this role deserves a
confirmed and qualified, dedicated Under Secretary who can
tackle these challenges in support of our servicemembers. All
of us look forward to hearing more about your vision for
carrying out this role, and I look forward to working with you
and your team to support our great men and women in uniform.
Thank you for being here today and thank you for serving
again. I really appreciate it, Gil.
Mr. Chairman, I yield the remainder of my time back to you.
Chairman Reed. Thank you, Senator Kelly. And now let me
recognize, via Webex, former Secretary of the Army, John
McHugh. Mr. Secretary.
STATEMENT OF FORMER SECRETARY OF THE ARMY, JOHN McHUGH
Mr. McHugh. Thank you, Mr. Chairman. Thank you to all the
distinguished members of the committee. And let me begin by
expressing my deep appreciation for the opportunity, but really
the honor of introducing you to President Biden's nominee to
serve as Deputy Under Secretary of Defense [Comptroller],
Kathleen Miller.
When I first went to the Pentagon to serve as Army
Secretary in 2009, Kathleen had already earned a deserved
reputation as a high performer, someone who, no matter the
challenge or how difficult the task, would get the job done. As
you noted, Mr. Chairman, she has had a long career in the
public sector, much of that in the financial management area,
as exemplified by her first Federal job, in 2002, with the
Internal Revenue Service. But Kathleen moved to the Pentagon in
2005, where her skills and talent were immediately recognized,
resulting in repeated advancements and expanded
responsibilities.
In 2009, Kathleen held one of the most important jobs in
the area of Army financial management. She served as Acting
Director of ABO, the Army Budget Office, and in that role she
helped lead our efforts to more responsibly develop detailed
resource management strategies, even going so far as to helping
us close a $6 billion midyear funding gap that allowed us to
make more sufficient investments in our warfighters, both in
Iraq and Afghanistan.
In 2009, I was immediately impressed with her cool and
nimble head and her very agile mind, and at my first
opportunity, in 2010, I eagerly promoted Kathleen to serve as
Assistant Chief of Staff G4 for Logistics. That is a civilian
rank equivalent to a three-star general, with enormous
responsibilities in one of the most important Army offices.
Every day thereafter, I knew the G4 would be run at the highest
levels of effectiveness and efficiency. And I really became
convinced that Kathleen lived by that old TV commercial line,
``Never let them see you sweat.'' I never saw her lose her
composure or lose control of herself or the situation, and that
is a skill set, as you know, Mr. Chairman, that is not always
easily maintained in the often hectic corridors of the
Pentagon.
But you really do not have to take my word for it. My
successors as well recognized and valued Kathleen's skills,
repeatedly advancing her, to a point where today she serves in
a position that is generally held to be the most senior
civilian posting in the Army, Administrative Assistant to the
Secretary of the Army, where she oversees an Army-wide
enterprise of some 700 military, civilian, and contractor
personnel. And her good work has been recognized by her many
awards, including Meritorious Presidential Rank Award and a
Distinguished Presidential Rank Award, to name just two. But
she has received high and repeated praise, all hard earned and
all well deserved.
But as important as our resumes really just give you a
glimpse as to a person's character, as to their frame of mind,
how they view life and work, and so what are those things that
really do set Kathleen Miller apart? Well, maybe it was her
rural, upState kind of common sense, feet-on-the-ground
upbringing that first taught her the values and the need for
honesty and hard work and caring about others. Maybe it was the
knowledge and the wisdom she acquired through her extensive
studies, earning a bachelor's degree from Cornell University
and two master's degrees from Syracuse University and the Army
War College.
Or maybe even perhaps most likely it was the love,
encouragement, and sense of service that she received from her
family at an early age that truly set her apart. Her father,
Pat, who has sadly passed, served as a Navy pilot. Her mom,
Shirley, who I am told is watching this hearing from the
blueberry farm back in New York, is a retired nurse, and we
have learned over the last 16 months or so how amazing those
people are. And her husband, who is there with you today, Brian
Pickerall, a Navy veteran as well, Cornell ROTC grad.
When you mix all of these qualities together you get an
outstanding public servant who, for nearly 20 years, has served
the public, and for the last 15 years has served faithfully the
people who wear the uniform of the United States Army. And in
short, you get Kathleen Miller, a very special individual.
Mr. Chairman, Members of the Committee, I respectfully urge
your favorable consideration of a truly worthy nominee. Thank
you, Mr. Chairman.
Chairman Reed. Thank you, Secretary McHugh, and now I would
like to recognize Mr. Del Toro for his opening statement. Go
ahead, Mr. Del Toro.
STATEMENT OF CARLOS DEL TORO, TO BE SECRETARY OF THE NAVY
Mr. Del Toro. Thank you Mr. Chairman, Ranking Member
Inhofe, in his absence, and distinguished members of the
committee.
I am honored to appear before you as President Biden's
nominee for Secretary of the Navy. I am grateful for your
consideration of my nomination, and I hope that this hearing
will help earn your trust.
I want to thank Senator Warner, in his absence, for his
kind words of introduction.
And if I may Mr. Chairman, I would like to quickly again
recognize and introduce to the committee my wife of 38 years,
Betty, who will undoubtedly serve as a constant reminder to me
of the sacrifices of military families. As long as she has my
ear--and I assure you that she always will--Betty will
undoubtedly serve as a constant reminder to me of the
sacrifices of military families. I also want to thank my
beloved children, including my oldest son, Chris, who was
mentioned earlier, who is here with us today, and my other
sons, Marcel, Brice, and John, who could not be here today.
They all collectively put up with 17 moves over 22 years in the
Navy, and I thank them for that, and much more.
Mr. Chairman, I am honored to testify before you and I am
grateful to President Biden and Secretary Austin for extending
me this potential opportunity to again serve our sailors, our
marines, our Navy civilian personnel, their families, and our
Nation. As President Biden said in his Interim National
Security Strategic Guidance, ``Democracy holds the keys to
freedom, prosperity, peace, and dignity.'' I know the value of
freedom and democracy because I was born in a country, Cuba,
with neither. As a child, my family and I fled an autocratic
communist regime and settled in our new home, the United States
of America. At age 17, I joined the Navy and served proudly for
26 years. The United States Navy-Marine Corps Team is sacred to
our basic freedoms and to our national security. Should this
committee and this Senate vote to confirm me, I will always
remember and honor what we are sworn to protect and defend.
As President Biden has previously stated, our Nation is at
an inflection point and we face challenges as severe as they
are unprecedented. China, with its autocratic system and its
determined incursion into the South China Sea and globally,
presents a constant naval threat. Russia and other resurgent
powers also threaten our global stability. Our adversaries
aggressively target the Arctic theater where we must continue
being diligent, despite its harsh operating conditions. We must
meet these challenges from a position of demonstrated strength
and unity.
China's rising military expenditures fueled by a growing
economy, coupled with their global adventurism, means that we
can no longer take U.S. naval superiority for granted. Access
to contested waters requires more robust capabilities and
capacity. This demands new thinking about how we invest our
defense dollars. I was pleased to see the President's budget
request recognize this challenge and invest billions of dollars
toward improving readiness and future capabilities. If
confirmed, I look forward to advancing these capabilities to
ensure our Navy-Marine Corps team has what it needs to project
strength and provide a credible deterrent to China and any
other adversaries.
The climate crisis also demands U.S. Navy investment
precisely because it exacerbates every other challenge that our
Navy faces, including great power competition. Already
installation resilience is an issue, with vital installations
facing threats from rising sea levels. Building energy and
environmental resilience into our installations will make them
more combat effective. If confirmed, I look forward to working
with our community partners, at home and abroad, with Congress,
to address these complicated issues.
As Secretary Austin has repeatedly stated we must build
teamwork and always care for those that defend our Nation. We
must continue to build a Navy-Marine Corps team where everyone
is treated with dignity and respect. We must recruit from the
widest possible talent pool. Diversity of experience, thought,
and background always makes for a more combat effective team.
If confirmed, I look forward to working with our leadership to
make sure every sailor, marine, and civilian in the Department
feels safe, welcome, and included.
Creating such a force also means we must hold accountable
those who do not treat others with dignity and respect,
regardless of who they are.
There is also the inexcusable issue of military sexual
harassment and assault. It must end. I appreciate the
recommendations of the Independent Review Commission on Sexual
Assault in the Military, and if confirmed, I will work closely
with the Secretary and Deputy Secretary of Defense and the
Congress to find impactful solutions.
In closing, I again thank our sailors, our marines, our
civilian personnel, and their families whose professionalism,
commitment, and abilities never cease to amaze me.
I also thank my parents in heaven for summoning the courage
to leave Cuba and communism with me in tow as an infant and for
having both worked two jobs most of their lives so that my
brother, Robert, and I could live and prosper in freedom.
To President Biden and Secretary Austin, thank you for
entrusting me with a sacred duty, to support the men and women
who defend our Nation's interests and our citizens.
I look forward to answering your questions and I hope,
earning your trust, as well.
Thank you, Mr. Chairman.
[The prepared statement of Mr. Carlos Del Toro follows:]
Prepared Statement by Mr. Carlos Del Toro
Thank you Mr. Chairman, Ranking Member Inhofe, and Distinguished
Members of the Committee.
I am honored to appear before you as President Biden's nominee for
Secretary of the Navy. I am grateful for your consideration of my
nomination, and I hope this hearing will help earn your trust.
I want to thank Senator Warner for his kind words of introduction.
If I may Mr. Chairman, I would like to quickly recognize and
introduce to the Committee my wife of 38 years, Betty, who will
undoubtedly serve as a constant reminder to me of the sacrifices of
military families. As long as she has my ear--and she always will, I
will work tirelessly, if confirmed, to care for our military families.
I also want to thank my beloved children, Chris, Marcel, Brice, and
John who could not be here today, but who collectively put up with 17
moves over 22 years in the Navy.
Mr. Chairman, I am honored to testify before you and am grateful to
President Biden and Secretary Austin for extending me this potential
opportunity to again serve our Sailors, Marines, our Navy Civilian
Workforce, their families, and our Nation. As President Biden said in
his Interim National Security Strategic Guidance, ``democracy holds the
key to freedom, prosperity, peace, and dignity.'' I know the value of
freedom and democracy because I was born in a country with neither. As
a child, my family and I fled an autocratic communist regime and
settled in our new home, the United States of America. At age 17, I
joined the Navy and served proudly for 26 years. The United States
Navy--Marine Corps Team is sacred to our basic freedoms and national
security. Should this committee and this Senate vote to confirm me, I
will always remember and honor what we are sworn to protect and defend.
As President Biden has previously stated, our Nation is at an
inflection point and we face challenges as severe as they are
unprecedented. China, with its authoritarian system and its determined
incursion into the South China Sea and globally, presents a constant
naval threat. Russia and other resurgent powers also threaten
stability. Our adversaries our even targeting the Arctic theater where
we must now also compete despite its harsh operating conditions. We
must meet these challenges from a position of demonstrated strength and
unity.
China's rising military expenditures fueled by a growing economy
coupled with their global adventurism means that we can no longer take
U.S. naval superiority for granted. Access to contested waters requires
more robust capabilities and capacity. This demands new thinking
about how we invest our defense dollars. I was pleased to see the
President's budget request recognize this challenge and invest billions
of dollars toward improving readiness and for future capabilities. If
confirmed, I look forward to advancing these capabilities to ensure our
Navy--Marine Corps team has what it needs to project strength and
provide a credible deterrent to China and other adversaries.
The climate crisis also demands U.S. Navy investment precisely
because it exacerbates every other challenge our Navy faces, including
great power competition. Already, installation resilience is an issue,
with vital installations facing threats from rising sea levels.
Building energy and environmental resilience into our installations
will make them more combat effective. If confirmed, I look forward to
working with our community partners, at home and abroad to address
these complicated issues.
As Secretary Austin has repeatedly stated we must build teamwork
and always care for those that defend our Nation. We must continue to
build a Navy--Marine Corps Team where everyone is treated with dignity
and respect. We must recruit from the widest possible talent pool.
Diversity of experience, thought, and background makes for a more
combat effective team. If confirmed, I look forward to working with our
leadership to make sure every Sailor, Marine, and Civilian in the
Department feels safe, welcome, and included.
Creating such a force also means we must hold accountable those who
do not treat others with dignity and respect, regardless of who they
are.
There is also the inexcusable issue of military sexual harassment
and assault. It must end. I appreciate the recommendations of the
Independent Review Commission on Sexual Assault in the Military, and if
confirmed, I will work closely with the Secretary and Deputy Secretary
of Defense and the Congress to find impactful solutions.
In closing, I again thank our Sailors, Marines, Civilian Personnel,
and their families whose professionalism, commitment, and abilities
never cease to amaze me.
I also thank my parents in heaven for summoning the courage to
leave Cuba and communism with me in tow as an infant and for having
both worked two jobs so that my brother, Robert, and I could live and
prosper in freedom.
To President Biden and Secretary Austin, thank you for entrusting
me with a sacred duty--to support the men and women who defend our
Nation's interests and our citizens.
I look forward to answering your questions and I hope, earning your
trust, as well.
Thank You.
Chairman Reed. Thank you very much. I am told there might
be some technical difficulties about the witnesses hearing from
the podium. We are working on those right now.
But let me recognize Mr. Cisneros, please.
STATEMENT OF HON. GILBERT R. CISNEROS, JR., TO BE UNDER
SECRETARY OF DEFENSE FOR PERSONNEL AND READINESS
Mr. Cisneros. Chairman Reed, Ranking Member Inhofe, and
distinguished members of the committee, I am humbled to be in
front of you today. I enjoyed working with many of you while in
Congress, meeting others leading up to this hearing, and I
appreciate your willingness to consider my nomination for Under
Secretary of Defense for Personnel and Readiness.
I want to thank my wife, Jacki, who is here today, for her
continued support, and our twin 7-year-old boys, Alexander and
Christopher, for their support and a lack of dad time. Though
they could not join us here today, I am hopeful that they are
at least watching part of this hearing, even if personnel and
readiness management does not hold their attention.
I am also grateful to President Biden and Secretary Austin
for the confidence they have placed in me.
My family has a history of service to our country. My
grandfathers both served in World War II, my godfather served
in Korea, and my father and uncles served in Vietnam. I
followed their example of service and enlisted in the United
States Navy at 18 years old. Today, I am also reminded of my
grandmothers, who despite not having much education, showed me
how to care for others and put them first. I come before you
seeking to continue their legacy.
Caring for the people who make up the Department of
Defense's total force is a sacred responsibility.
Servicemembers, civilians, and their families bravely sacrifice
in defense of our Nation. Regular moves, irregular deployments,
and the occasional impromptu all-hands meeting require military
families to put country first, making difficult tradeoffs
regarding where they live, what careers they pursue, and where
they educate their kids. Though DOD civilians generally have
greater stability than their military counterparts, they also
sacrifice pay and flexibility in pursuit of a greater mission.
Having gotten to know many of the folks serving our
country, I can tell you nothing inspires me more than hearing
why people with vastly different backgrounds choose to serve.
For all the things that divide us as a Nation, there are still
millions of servicemembers and civilians who put the team, the
mission, and our country before anything else. They do it
because they care, they want to be part of something larger,
and they want to be surrounded by the best of our country.
The Undersecretary of Personnel and Readiness is
responsible for allowing the servicemembers, civilians, and
families who serve to do so to their fullest potential.
If I am lucky enough to be confirmed, I would have three
core priorities. First, I would ensure that we are doing
everything we can to recruit and retain the right people with
the right skills to deal with emerging challenges. I understand
this committee has been especially focused on the cyber domain.
If confirmed, I intend to make sure we are using the new
authorities in that area.
Second, I would want to make sure we are taking advantage
of our country's greatest asset, our people, to build the most
capable, effective force possible. This means our force should
look like the country we serve, with different racial,
religious, gender, and sexual identities, as well as diverse
political, ideological, and geographic backgrounds. To attract
and retain all those who want to serve and can meet high
standards, we need to create workplaces free of discrimination,
sexual assault, and other mission detractors. This committee
has paid particular attention to sexual assault and harassment,
a focus I shared as a member of the House Armed Services
Committee and an issue I am personally committed to. If
confirmed, I would look forward to working with the committee
to implement new accountability and prevention measures that
make a lasting difference.
Finally, if confirmed, I would be committed to ensuring our
forces are ready to face current threats while preparing for
long-range challenges. I am optimistic that the Department can
take advantage of a reduction in operational tempo to continue
rebuilding for great power competition. However, our
adversaries cannot perceive rebuilding as a weakness, and I am
committed to ensuring the Secretary has the information to make
decisions that balance these concerns.
I believe my experience, with assistance from the
Department's outstanding civil servants, would allow me to
serve well in this role, if confirmed. My service in the Navy
as both an enlisted sailor and officer of color gives me a
unique perspective into our military. I was an active member on
the House Armed Services Committee and the Military Personnel
and Seapower Subcommittees. There I worked hard to learn the
issues and how they impacted my constituents, developing a
record of caring for our servicemembers and their families. I
relish the opportunity to again work for them and for our
country.
If confirmed, I look forward to working with this committee
to achieve our shared goals and ensure the people who make up
the total force remain the most ready and capable in the world.
Thank you for the chance to appear in front of you today.
[The prepared statement of Mr. Gilbert Cisneros follows:]
Prepared Statement by Mr. Gilbert Cisneros
Chairman Reed, Ranking Member Inhofe and distinguished members of
the Committee, I am humbled to be in front of you today. I enjoyed
working with many of you while in Congress, meeting others leading up
to this hearing, and I appreciate your willingness to consider my
nomination for Under Secretary of Defense for Personnel and Readiness.
I want to thank my wife Jacki, who is here today, for her continued
support, and our twin 7-year-old boys, Alexander and Christopher, for
their support and a lack of Dad time. Though they could not join us
here today, I am hopeful that they are at least watching part of the
hearing, even if personnel and readiness management does not hold their
attention.
I am also grateful to President Biden and Secretary Austin for the
confidence they have placed in me.
My family has a history of service to our country. My grandfathers
both served in WWII, my godfather served in Korea, and my father and
uncles served in Vietnam. I followed their example of service and
enlisted in the U.S. Navy at 18 years old. Today, I am also reminded of
my grandmothers who--despite not having much education--showed me how
to care for others and put them first. I come before you seeking to
continue their legacy.
Caring for the people who make up the Department of Defense's total
force is a sacred responsibility. Service members, civilians, and their
families bravely sacrifice in defense of our Nation. Regular moves,
irregular deployments, and the occasional impromptu all-hands meeting
require military families to put country first, making difficult
tradeoffs regarding where they live, what careers they pursue, and
where they educate their kids. Though DOD civilians generally have
greater stability than their military counterparts, they also sacrifice
pay and flexibility in pursuit of a greater mission.
Having gotten to know many of these folks serving our country, I
can tell you nothing inspires me more than hearing why people with
vastly different backgrounds choose to serve. For all the things that
divide us as a Nation, there are still millions of service members and
civilians who put the team, the mission, and our country before
anything else. They do it because they care; they want to be part of
something larger; and they want to be surrounded by the best of our
country.
The Undersecretary of Personnel and Readiness is responsible for
allowing the service members, civilians, and families who serve to do
so to their fullest potential.
If I am lucky enough to be confirmed, I would have three core
priorities:
First, I would ensure we are doing everything we can to
recruit and retain the right people with the right skills to deal with
emerging challenges. I understand this committee has been especially
focused on the cyber domain. If confirmed, I intend to make sure we are
using the new authorities in that area.
Second, I would want to make sure we are taking advantage
of our country's greatest asset--our people--to build the most capable,
effective force possible. This means our force should look like the
country we serve, with different racial, religious, gender, and sexual
identities, as well as diverse political, ideological, and geographic
backgrounds. To attract and retain all those who want to serve and can
meet high standards, we need to create workplaces free of
discrimination, sexual assault, and other mission detractors. This
committee has paid particular attention to sexual assault and
harassment, a focus I shared as a member of the House Armed Services
Committee and an issue I am personally committed to. If confirmed, I
would look forward to working with the committee to implement new
accountability and prevention measures that make a lasting difference.
Finally, if confirmed, I would be committed to ensuring
our forces are ready to face current threats while preparing for
longer-range challenges. I am optimistic that the Department can take
advantage of a reduction in operational tempo to continue rebuilding
for great power competition. However, our adversaries cannot perceive
rebuilding as weakness and I am committed to ensuring the Secretary has
the information to make decisions that balance these concerns.
I believe my experience, with assistance from the Department's
outstanding civil servants, would allow me to serve well in this role
if confirmed. My service in the Navy as both an enlisted Sailor and
officer of color gives me a unique perspective into our military. I was
an active member on the House Armed Services Committee and the Military
Personnel and Seapower subcommittees. There, I worked hard to learn the
issues and how they impacted my constituents, developing a record of
caring for our service members and their families. I relish the
opportunity to again work for them and for our country.
If confirmed, I look forward to working with this committee to
achieve our shared goals and ensure the people who make up the total
force remain the most ready and capable in the world. Thank you for the
chance to appear in front of you today.
Chairman Reed. Thank you, Mr. Cisneros. Ms. Miller, please.
STATEMENT OF KATHLEEN S. MILLER, TO BE DEPUTY UNDER SECRETARY
OF DEFENSE [COMPTROLLER]
Ms. Miller. Yes, good morning. Chairman Reed, Ranking
Member Inhofe, and distinguished members of this committee,
thank you for the opportunity to be before you today. I know
from my role as a senior career Army official how vitally
important the bipartisan work of this committee is to our
Nation and to all the men and women of the Department of
Defense. I appreciate and am grateful for your service and
honored by your consideration of my nomination to serve as the
Deputy Under Secretary of Defense, Comptroller.
Secretary McHugh, sir, thank you for your warm
introduction. I appreciated working under your leadership
during your tenure as the Secretary of the Army.
I also want to express my deep gratitude to President
Biden, Vice President Harris, Secretary Austin, Deputy
Secretary Hicks, and Under Secretary McCord for their trust and
confidence in me and their support for my nomination.
I would like also to express appreciation to all those who
serve this Nation, both in uniform and out, for their
unwavering dedication to our democracy. I would like to express
a sincere and heartfelt ``thank you'' to the many appointees,
civil servants, and military personnel who took time to mentor,
teach, and encourage me throughout my career.
I am grateful for the support of my extended family and
friends. First and foremost, my husband, Brian Pickerall, a
Navy veteran and fellow Cornell graduate. He is my rock and my
harbor, and he is here with me today. Also my parents, Pat and
Shirley Miller, who taught me the values of hard work,
persistence, truth, and compassion. Mom is watching from her
farm in upState New York, and while Dad is no longer with us,
as a former Navy pilot, I think he would be very pleased to see
his eldest daughter here today before you. I would also like to
thank my siblings, in-laws, and our friends for the love,
support and encouragement they have given me in this process.
I was a student at the Army War College on 9/11. That
horrible day, nearly 20 years ago, cemented my passion for
public service and my belief in a strong national defense using
all elements of national power. Since then, I have led large,
diverse, Federal organizations, and some of my key
accomplishments include implementing new financial systems at
the Internal Revenue Service; building and executing Army
budgets; implementing Army logistics systems; and overseeing
numerous reform activities. In my current role, the team I lead
executes Army-wide administrative programs and provides support
services, including human resources, financial management, and
facilities for the Army's headquarters. I have been recognized
by two different Presidents with the prestigious Presidential
Rank Award for my contributions.
My top priority, if confirmed, is enabling the continued
security of this Nation through the work of the Department of
Defense Comptroller: building adequate, defendable budgets;
providing Congress accurate and timely information about those
budgets; and stewarding the resources authorized for and
appropriated to the Department.
I will, if confirmed, prioritize a strong relationship with
the congressional committees on all matters under the purview
of the Comptroller. I will, if confirmed, also give full effort
and attention to the Department's financial audit, building on
progress made to obtain a clean opinion. I will, if confirmed,
further the Department's performance improvement work making
DOD more effective through workforce development, the expanded
use of technology, and data-informed decision processes.
Finally, I will continue serving as a role model to the
military members, civilians, and contractors of the Department,
leading with compassion, commitment, respect, and integrity.
I am truly honored to be here today. Thank you again for
your service to the Nation and for considering my nomination. I
look forward to your questions.
[The prepared statement of Ms. Kathleen Miller follows:]
Joint Prepared Statement by Ms. Kathleen Miller
Chairman Reed, Ranking Member Inhofe, and distinguished members of
this committee, thank you for the opportunity to appear before you
today. I know from my role as a senior career Army official how vitally
important the bi-partisan work of this committee is to our Nation and
to all the men and women of the Department of Defense. I appreciate and
am grateful for your service and honored by your consideration of my
nomination to serve as the Deputy Under Secretary of Defense,
Comptroller.
[Secretary McHugh, Sir, thank you for your warm introduction. I
appreciated working under your leadership during your tenure as the
Secretary of the Army.]
I want to express my deep gratitude to President Biden, Vice
President Harris, Secretary Austin, Deputy Secretary Hicks, and Under
Secretary McCord for their trust and confidence in me and their support
for my nomination.
I'd like also to express my appreciation to all those who serve
this Nation, both in uniform and out, for their unwavering dedication
to our democracy. I would like to express a sincere and heartfelt
``thank you'' to the many appointees, civil servants and military
personnel who took time to mentor, teach, and encourage me throughout
my career.
I am grateful for the support of my extended family. First and
foremost, my husband Brian Pickerall, a Navy veteran and fellow Cornell
graduate--he is my rock and my harbor. Also my parents, Pat and Shirley
Miller who taught me the values of hard work, persistence, truth, and
compassion. While Dad is no longer with us, as a former Navy pilot, I
think he would be very pleased to see his eldest daughter here today
before you. I'd also like to thank my siblings and in-laws for the
love, support and encouragement they've given me.
I was a student at the Army War College on 9/11. That horrible day
nearly 20 years ago cemented my passion for public service and my
belief in a strong national defense using all elements of national
power. Since then, I have led large, diverse, Federal organizations.
Some of my key accomplishments include; implementing new financial
systems at the Internal Revenue Service; building and executing Army
budgets; implementing Army logistics systems; and overseeing numerous
reform activities. In my current role, the team I lead executes Army-
wide administrative programs and provides support services, including
human resources, financial management, and facilities for the Army's
headquarters. I have been recognized by two different Presidents with
the prestigious Presidential Rank Award for my contributions.
My top priority, if confirmed, is enabling the continued security
of this Nation through the work of the Department of Defense
Comptroller--building adequate, defendable budgets; providing Congress
accurate and timely information about those budgets; and stewarding the
resources authorized for and appropriated to the Department.
I will, if confirmed, prioritize a strong relationship with the
congressional committees on all matters under the purview of the
Comptroller. I will, if confirmed, also give full effort and attention
to the Department's financial audit, building on progress made to
obtain a clean opinion. I will, if confirmed, further the Department's
performance improvement work making DOD more effective through;
workforce development, the expanded use of technology, and data-
informed decision processes.
Finally, I will continue serving as a role model to the military
members, civilians, and contractors of the Department, leading with
compassion, commitment, respect, and integrity.
I am truly honored to be here today. Thank you again for your
service to the Nation and for considering my nomination. I look forward
to your questions.
Chairman Reed. Thank you, Ms. Miller. Now let me recognize
Ms. Karlin.
STATEMENT OF DR. MARA E. KARLIN, TO BE ASSISTANT SECRETARY OF
DEFENSE FOR STRATEGY, PLANS, AND CAPABILITIES
Dr. Karlin. Chairman Reed, Ranking Member Inhofe, and
members of the committee, thank you for the opportunity to
testify before you today. It is an honor to be here alongside
my fellow Department of Defense nominees and in front of a
committee whose active, thoughtful, and bipartisan approach to
critical national security issues is admirable. I am grateful
to President Biden, Secretary Austin, and Deputy Secretary
Hicks for their trust in my ability to serve as Assistant
Secretary of Defense for Strategy, Plans, and Capabilities.
I would like to take a moment to recognize the family,
friends, colleagues, and mentors who have supported me. In
particular, thank you to my parents, Charlene and Hooshang, who
are watching this hearing from Wisconsin, my siblings, my
husband, my children, and my extended family for their endless
support and love. When this country welcomed my dad from Iran,
he immediately knew how lucky he was, and both he and my mom
made sure we always understood and remembered that.
I began my national security career as an intern and then
as a civil servant in the Office of the Secretary of Defense
for Policy during the Bush administration, and I have since
served in a variety of roles throughout the Pentagon for six
Secretaries of Defense. If confirmed, I would be honored to
return to the Strategy, Plans, and Capabilities team as the
Assistant Secretary of Defense.
In addition to my time in the Pentagon, I was a professor
and Director of Strategic Studies at the Johns Hopkins
University School of Advanced International Studies, worked at
think tanks, and wrote two books on military history and
defense policy. My academic background and strategic planning
experience at the Department will inform my approach to this
key role, if confirmed.
The Assistant Secretary of Defense for Strategy, Plans, and
Capabilities is at the tip of the spear for the Department in
designing and implementing the National Defense Strategy. This
is a responsibility that I take very seriously. I appreciate
that the members of this committee have played an instrumental
role in recognizing the shift toward strategic competition as
outlined in the 2018 National Defense Strategy. Indeed, I
worked closely with Secretary Mattis' staff to host him at
Johns Hopkins for the release of the National Defense Strategy,
and I served as a staff member of the National Defense Strategy
Commission. Both are a testament of how critically I view these
efforts.
If confirmed, I would be honored to help craft the
Department's vision of the future security environment,
articulate objectives and priorities, and apply this strategy
to future investments and activities, including the fiscal year
2023 budget and our military force posture. We have an
obligation to ensure that our plans, posture, and partnerships
are predicated on sound strategy and adequate resourcing. If
confirmed, I hope to support the Secretary in articulating and
executing this vision. Ensuring the National Defense Strategy's
effective implementation will be critical, and I look forward
to partnering with members on this committee throughout that
process.
Nuclear deterrence would also be a top priority, if
confirmed, and I appreciate that members of this committee are
rightfully invested in ensuring that nuclear modernization
initiatives account for a changing global threat picture. Our
nuclear forces remain essential to prevent our adversaries from
ever employing nuclear weapons. If confirmed, I would work
toward ensuring that our nuclear deterrent is safe, reliable,
and effective, not only to deter China, Russia, and North
Korea, but also to ensure credibility with our closest allies.
In my current role as the Acting Assistant Secretary of
Defense for International Security Affairs, I have the
privilege of serving as a principal advisor to Secretary Austin
on issues related to international security strategy and
policy. I am grateful for his steadfast leadership and
commitment to amplifying civilian voices within the Pentagon.
If confirmed, I would work alongside the Secretary to elevate
civilian leaders while working in close coordination with my
military colleagues at the Joint Staff, combatant commands, and
Military Services.
I recognize the many challenges that we face, and have
great respect for the work of this committee and your
thoughtful oversight of the Department. If afforded the
opportunity to serve in this capacity, I commit to consulting
with Congress to shape and implement our defense strategy, and
to ensure that our approach is aligned with our mission. Our
military and the American people deserve no less from their
senior defense leaders.
I look forward to your questions and thank you for your
consideration.
[The prepared statement of Dr. Mara E. Karlin follows:]
Prepared Statement by Dr. Mara E. Karlin
Chairman Reed, Ranking Member Inhofe, and Members of the Committee.
Thank you for the opportunity to testify before you today. It is an
honor to be here alongside my fellow Department of Defense nominees and
in front of a committee whose active, thoughtful, and bipartisan
approach to critical national security issues is admirable. I am
grateful to President Biden, Secretary Austin, and Deputy Secretary
Hicks for their trust in my ability to serve as Assistant Secretary of
Defense for Strategy, Plans, and Capabilities.
I would like to take a moment to recognize the family, friends,
colleagues, and mentors who have supported me. In particular, thank you
to my parents, Charlene and Hooshang, who are watching this hearing
from Wisconsin, my siblings, my husband, my children, and my extended
family for their endless support and love. When this country welcomed
my Dad from Iran, he immediately knew how lucky he was, and both he and
my Mom made sure we always understood and remembered that.
I began my national security career as an intern and then as a
civil servant in the office of the secretary of defense for policy
during the Bush administration, and I have since served in a variety of
roles throughout the Pentagon for six Secretaries of Defense. If
confirmed, I would be humbled to return to the Strategy, Plans, and
Capabilities team as the Assistant Secretary of Defense.
In addition to my time in the Pentagon, I was a professor and
director of Strategic Studies at the Johns Hopkins University School of
Advanced International Studies (SAIS), worked at think tanks, and wrote
two books on military history and defense policy. My academic
background and strategic planning experience at the Department will
inform my approach to this key role, if confirmed.
The Assistant Secretary of Defense for Strategy, Plans, and
Capabilities is at the tip of the spear for the Department in designing
and implementing the National Defense Strategy. This is a
responsibility that I take very seriously. I appreciate that the
members of this Committee have played an instrumental role in
recognizing the shift toward strategic competition as outlined in the
2018 National Defense Strategy. Indeed, I worked closely with Secretary
Mattis's staff to host him at SAIS for the release of the National
Defense Strategy and I served as a staff member of the National Defense
Strategy Commission; both are a testament of how critically I view
these efforts.
If confirmed, I would be honored to help craft the Department's
vision of the future security environment, articulate objectives and
priorities, and apply this strategy to future investments and
activities, including the fiscal year 2023 budget and our military
force posture. We have an obligation to ensure that our plans, posture,
and partnerships are predicated on sound strategy and adequate
resourcing. If confirmed, I hope to support the Secretary in
articulating and executing this vision. Ensuring the National Defense
Strategy's effective implementation will be critical, and I look
forward to partnering with members on this Committee throughout that
process.
Nuclear deterrence would also be a top priority, if confirmed, and
I appreciate that members of this Committee are rightfully invested in
ensuring that nuclear modernization initiatives account for a changing
global threat picture. Our nuclear forces remain essential to prevent
our adversaries from ever employing nuclear weapons. If confirmed, I
would work toward ensuring that our nuclear deterrent is safe,
reliable, and effective--not only to deter China, Russia, and North
Korea, but also to
ensure credibility with our closest allies.
In my current role as the Acting Assistant Secretary of Defense for
International Security Affairs, I have the privilege of serving as a
principal advisor to Secretary Austin on issues related to
international security strategy and policy. I am grateful for his
steadfast leadership and commitment to amplifying civilian voices
within the Pentagon. If confirmed, I would work alongside the Secretary
to elevate civilian leaders while working in close coordination with my
military colleagues at the Joint Staff, combatant commands, and
Military Services.
I recognize the many challenges that we face, and have great
respect for the work of this Committee and your thoughtful oversight of
the Department. If afforded the opportunity to serve in this capacity,
I commit to consulting with Congress to shape and implement our defense
strategy, and ensure that our approach is aligned with our mission. Our
military and the American people deserve no less from their senior
defense leaders.
I look forward to your questions and thank you for your
consideration.
Chairman Reed. Thank you, Ms. Karlin. Now let me recognize
Mr. Connor, please.
STATEMENT OF MICHAEL L. CONNOR, TO BE ASSISTANT SECRETARY OF
THE ARMY FOR CIVIL WORKS
Mr. Connor. Thank you. Chairman Reed, distinguished members
of this committee, I am honored to appear before you today as
President Biden's nominee to be the Assistant Secretary of the
Army for Civil Works. I am grateful and appreciative of your
consideration of my nomination today.
Thank you for the opportunity to recognize my daughter,
Gabriela, who is here with me today. She, along with my wife,
Shari, and son, Matthew, have made sacrifices over the years
that have allowed me to engage in public service for some time
now. I deeply appreciate their support.
The Assistant Secretary of the Army for Civil Works is an
important position under any circumstances, given the
responsibilities of Corps of Engineers for infrastructure,
ecosystem health, maintaining waterways, managing flood risks,
and protecting wetlands. These are all incredibly important
functions for communities across the Nation. Today these
responsibilities take on new significance amid the backdrop of
a pandemic-impacted economy that must also build resiliency to
the effects of climate change, while ensuring equity amongst
the communities being served.
I am humbled to be nominated to work with the military
leadership of the Corps and the talented civilian workforce to
carry out these important responsibilities. I also believe I am
well prepared to address the challenges ahead given my
extensive experience, both inside and outside of government. As
a former Deputy Secretary of the Department of the Interior
Department and Commissioner of the Bureau of Reclamation, I
directed strategy and managed a large Federal water resources
agency responsible for facilities and programs similar to those
of the Corps.
My prior positions also provided extensive experience
working directly with the Corps of Engineers. At Reclamation,
we collaborated in developing climate resilience strategies,
coordinating flood control and water management operations,
protecting endangered species and engaging in river restoration
projects, and advancing dam safety risk management efforts. As
Deputy Secretary, I worked with the Corps in its role as a
regulator, and even collaborated on an international issue
involving poorly maintained infrastructure that threatened the
United States' interests in the Middle East. And as Counsel to
the U.S. Senate Energy and Natural Resources Committee, I
worked on numerous legislative initiatives related to the
Corps. I believe that this experience, coupled with my
background as a both an engineer and lawyer, provide a unique
set of qualifications to be an effective Assistant Secretary of
the Army.
If confirmed, my personal background will also inform my
views as I oversee the vast responsibilities associated with
the Corps. I grew up in New Mexico, a State rich in natural
resources, with the exception of water. I am proud of my Native
American heritage and my roots in an agricultural community,
Las Cruces, New Mexico. I grew up witnessing the important role
the Federal Government plays in supporting and protecting the
economic foundation of many communities while providing access
to the recreational resources that enhance the quality of life
for our citizens.
If confirmed, I will be focused and committed to the work
necessary to fulfill my responsibilities and meet the
challenges facing the Corps and its stakeholders, your
constituents. Of course, the Corps cannot be successful on its
own, and my years in public service have reinforced the
importance of collaboration. I commit to the task with a sense
of humility and a keen understanding of the need to work with
State and local leaders, the public, affected stakeholders, and
Members of Congress to most effectively carry out the Corps of
Engineer's mission. I am equally committed to increasing
coordination within the Federal Government-a whole-of-
government approach that is more effective and efficient in
addressing the effects of a changing landscape across the
country.
Finally, with your support, I will be proud to join a
Department led by Secretary Austin, Deputy Secretary Hicks, and
Secretary Wormuth, who have made clear their intent to lead
with transparency, integrity, and the highest ethical standards
in carrying out the Defense Department's and the Army's vital
missions. I am equally committed to these principles.
Thank you for the opportunity to address the committee. I
look forward to your questions.
[The prepared statement of Mr. Michael L. Connor follows:]
Prepared Statement by Mr. Michael L. Connor
Chairman Reed, Ranking Member Inhofe, and distinguished Members of
this Committee, I am honored to appear before you today as President
Biden's nominee to be the Assistant Secretary of the Army for Civil
Works (ASA-CW). I am grateful and appreciative of your consideration of
my nomination, and I will quickly summarize some key points of my
written statement.
Thank you for the opportunity to recognize my wife, Shari, and
daughter, Gabriela, who are with me today. They, along with my son
Matthew who could not be here, have made sacrifices that have allowed
me the opportunity to engage in public service for many years. I
continue to deeply appreciate their support.
I am also appreciative of the colleagues and organizations that
have weighed in with their support of my nomination.
The Assistant Secretary of the Army for Civil Works is an important
position under any circumstances given the responsibilities of USACE
for Infrastructure; Ecosystem Health; Maintaining Waterways; Managing
Flood Risks; and Protecting Wetlands.
These are all incredibly important functions for communities across
the Nation. Today, these responsibilities take on new significance amid
the backdrop of a pandemic-impacted economy that must also build
resiliency to the effects of climate change, while ensuring equity
amongst the communities being served.
I am humbled to be nominated to work with the military leadership
of the Corps of Engineers and the talented civilian workforce to carry-
out these important responsibilities. While humbled, I also believe I
am well-prepared to address the challenges ahead given my extensive
experience, both inside and outside of government. As a former Deputy
Secretary of the Department of the Interior and Commissioner of the
Bureau of Reclamation, I directed strategy and managed a large Federal
water resources agency responsible for facilities and programs similar
to the Corps.
My prior positions also provided extensive experience working
directly with USACE. At the Bureau of Reclamation, I worked closely
with the Corps in developing climate resilience strategies,
coordinating flood control and water management operations in numerous
river basins, protecting endangered species and engaging in river
restoration projects, and collaborating on dam safety risk management
efforts. As Deputy Secretary,
I worked with USACE in its role as a regulator, and even
collaborated on an international issue involving poorly maintained
infrastructure that threatened the United States' interests in the
Middle East. And as Counsel to the U.S. Senate Energy and Natural
Resources Committee, I worked on numerous legislative initiatives
related to USACE authorities. I believe that this experience, coupled
with my work and educational background as a both an engineer and
lawyer, provide a unique set of qualifications to be an effective ASA.
If confirmed, my personal background will also inform my views as I
oversee the vast responsibilities associated with the Corps. I grew up
in New Mexico, a State rich in natural resources (except water) and
which has a land base that is one-third in Federal ownership. I am
proud of my Native American heritage and my roots in an agricultural
community, Las Cruces, NM. I grew up witnessing, on a daily basis, the
important role the Federal Government plays in supporting and
protecting the economic foundation of many communities and providing
access to the recreational resources that enhance the quality of life
for our citizens.
If confirmed, I will be focused and committed to the work necessary
to fulfill my responsibilities and meet the challenges facing USACE and
its stakeholders--your constituents. Of course, the Corps cannot be
successful on its own, and my years in public service have reinforced
the importance of collaboration. I am absolutely committed to this
principle and commit to the task with a sense of humility and a keen
understanding of the need to work with State and local leaders, the
public, affected stakeholders, and Members of Congress to most
effectively carry out USACE's mission. I am equally committed to
increasing coordination within the Federal Government--a ``whole of
government approach''--to more effectively use each agency's resources
and expertise to creatively address a changing landscape in many areas
of the country.
Finally, with your permission and support, I will be proud to join
a Department led by Secretary Austin, Deputy Secretary Hicks, and
Secretary Wormuth who have made clear their intent to lead with
transparency, integrity, and the highest ethical standards in carrying
out the Defense Department's and the Army's vital missions. I am
equally committed to these principles.
Thank you for the opportunity to address the Committee. I look
forward to answering your questions.
Chairman Reed. Thank you very much, Mr. Connor.
There are a series of questions which all civilian nominees
must respond to. You may do so simultaneously.
Have you adhered to applicable laws and regulations
governing conflicts of interest?
Mr. Del Toro. Yes.
Mr. Cisneros. Yes.
Ms. Miller. Yes.
Dr. Karlin. Yes.
Mr. Connor. Yes.
Chairman Reed. Have you assumed any duties or taken any
actions that would appear to presume the outcome of the
confirmation process?
Mr. Del Toro. No.
Mr. Cisneros. No.
Ms. Miller. No.
Dr. Karlin. No.
Mr. Connor. No.
Chairman Reed. 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. Del Toro. Yes.
Mr. Cisneros. Yes.
Ms. Miller. Yes.
Dr. Karlin. Yes.
Mr. Connor. Yes.
Chairman Reed. Do you agree to provide records, documents,
and electronic communications in a timely manner when requested
by this committee, its subcommittees, or other appropriate
committees of Congress, and to consult with the requestor
regarding the basis for any good-faith delay or denial in
providing such records?
Mr. Del Toro. Yes.
Mr. Cisneros. Yes.
Ms. Miller. Yes.
Dr. Karlin. Yes.
Mr. Connor. Yes.
Chairman Reed. Will you ensure that your staff complies
with deadlines established by this committee for the production
of reports, records, and other information, including timely
responding to hearing questions for the record?
Mr. Del Toro. Yes.
Mr. Cisneros. Yes.
Ms. Miller. Yes.
Dr. Karlin. Yes.
Mr. Connor. Yes.
Chairman Reed. Will you cooperate in providing witnesses
and briefers in response to congressional requests?
Mr. Del Toro. Yes.
Mr. Cisneros. Yes.
Ms. Miller. Yes.
Dr. Karlin. Yes.
Mr. Connor. Yes.
Chairman Reed. Will those witnesses and briefers be
protected from reprisal for their testimony or briefings?
Mr. Del Toro. Yes.
Mr. Cisneros. Yes.
Ms. Miller. Yes.
Dr. Karlin. Yes.
Mr. Connor. Yes.
Chairman Reed. Thank you very much.
Mr. Del Toro, as Secretary of the Navy you have huge
responsibilities. One area is the introduction of new, unmanned
vessels into the fleet, which many feel could be one of the
more decisive technological revolutions that are taking place
right now. But what we have heard is that the appropriate
systems for development of propulsion and communications
systems that would be needed to make these unmanned systems
operate in the fleet has had some concerns. And I would like to
get your assurance that you would not approve plans to
shortchange the orderly development activities in order to
accelerate fielding of these unmanned systems, i.e., we have
got to get the science and technology right. Would that be your
position?
Mr. Del Toro. Yes, Mr. Chairman, and let me reinforce how
critically important unmanned systems will be for the future
combat effectiveness of our capabilities, and particularly in
the Indo-Pacific as well too. It is important first to ensure
that we have the right concept of operations to fully integrate
them with our existing concepts of operations for the use of
naval military forces. It is equally important to ensure that
they are fully integrated with all of our existing platforms--
air, surface, and subsurface, as well too. And so it is
incredibly important, Chairman, and I will ensure that we do
not advance those technologies until they are ready to do so.
Chairman Reed. Mr. Cisneros, Secretary Austin has presented
to the Congress, and the administration has supported his
presentation, significant changes in the Uniform Code of
Military Justice regarding sexual assault and other matters.
Doing this would require time and resources. The major military
justice reform enacted in 2017 required a 2-year implementation
timeframe, every bit of which was needed. And critical to this
process, the fact the President must republish the manual for
courts martial and ensure that ongoing investigations and
prosecutions are not jeopardized by rushed implementation.
As we move through this legislative year, do you commit to
keep the committee informed of our assessment of the time,
resources, and the qualified personnel necessary to effectively
implement any changes that Congress would introduce?
Mr. Cisneros. Thank you, Senator, for that question. Yes, I
commit to supporting Secretary Austin in implementing these new
recommendations, as well as keeping the committee informed as
the process and the status of those ongoing process of getting
those completed.
Chairman Reed. And with your experience as a naval officer
and as a naval enlisted man, do you understand that this is
just one aspect of a multiple challenge of prevention, changing
climate and culture, and ultimately leadership, and will you
push hard for those changes?
Mr. Cisneros. Yes, Senator. There is a culture shift that
needs to happen, and I commit to working with the branches,
well, the various branches, the different branches of service,
to help implement those cultures throughout the DOD, both
civilian and military.
Chairman Reed. Thank you. Ms. Karlin, one of your major
responsibilities will be drafting the National Defense
Strategy, the NDS. We are in a competition with China and
Russia--everyone admits that--but the notion of, quote,
``strategic competition'' is not particularly well defined.
What recommendations would you have as you approach the next
NDS for much more specifically defining strategic competition,
the long-range strategic objectives we have, vis-`-vis China
and Russia?
Dr. Karlin. Senator Reed, I thought the 2018 National
Defense Strategy was an exceptional document, and if confirmed,
I would seek to build on it with the 2022 National Defense
Strategy. If I were to have the opportunity to work on it, I
would absolutely want to focus on the point you are driving
home--how do we understand what strategic competition is, what
is the appropriate role for the Department of Defense in that
competition, and what is the appropriate role for the broader
interagency?
Chairman Reed. Thank you very much. Senator Wicker.
Senator Wicker. Well, thank you very much, and Mr. Del
Toro, let me talk to you for a few moments. As Secretary of the
Navy, you will have the good fortune of receiving military
advice from the Chief of Naval Operations and the Commandant of
the Marine Corps. Our nation's current leaders, those two
gentlemen in these positions, have a combined 75 years of
experience in the Navy and Marine Corps, respectively. Do you
plan to have a close relationship with the Navy and Marine
Corps Service chiefs, and will you listen to their professional
military advice, and will you advocate on behalf of the Navy
and the Marine Corps to the Secretary of Defense?
Mr. Del Toro. Senator, there is probably no more important
issue than that. The Navy-Marine Corps team must effectively
work as a team, and I have deep respect for the Commandant of
the Marine Corps and the Chief of Naval Operations. And if
confirmed, I will coordinate and seek their advice on every
issue that is before us and before the Congress. It is simply
incredibly important for us to be able to work as a team, and
for me, again, if confirmed, as the chief executive officer of
the Department of Navy, to provide that leadership and guidance
to them as well too, as to the actions and to effect the
challenges and the opportunities that lie ahead for us.
Senator Wicker. If they give you advice concerning
additional needs that are not yet proposed, I hope you will
feel free, and obligated, actually, to pass that along to the
appointed leadership.
Let me also ask you this, about the 355-ship Navy, which is
a part of the statute enacted by the Congress and signed into
law by the President of the United States. Admiral Gilday has
explained, in recent hearings, that based on the top line in
this administration's budget request we can afford a Navy of
only about 300 ships, not the 355 in the statute. In fact,
given the Navy's decommissioning plan, in the immediate future
that number would drop to 290, not 355.
At the same time, the CNO has maintained, publicly, that
the Navy has to grow to meet the challenges of an aggressive
China and a resurgent Russia, and he has stated that the
statutory requirement for a 355-ship Navy remains an important
goal.
So, Mr. Del Toro, the admiral who will serve as your
principal advisor for the Navy is on record stating that we
need the larger Navy in order to compete with the global
competitors like China. Do you agree with him, and if so, what
would be your plan to grow the Navy, given the current budget
constraints?
Mr. Del Toro. Senator, this is an incredibly important
issue, and I fully support the 2018 National Defense
Authorization Act that has as a goal a 355-ship Navy. I believe
that as our Nation shifts from a land-based strategy over the
past 20 years, fighting the wars in the Middle East, to a more
dominant maritime strategy in the Pacific, particularly in our
efforts to deter China, I do believe that our Navy-Marine Corps
team will need additional resources to be able to fully field
the combat effectiveness we will need as a nation to do so. And
I am committed--in fact, it is my responsibility--to make that
case to the Office of the Secretary of Defense and the
administration, moving forward, in the fiscal year 2023 budget,
if confirmed.
Senator Wicker. Well, you know, actually I think everyone
should remember that. The 355 is not something that came out of
the minds of the Congress. It was listed as a requirement by
the admirals and generals out there, who are actually doing the
work to make our Nation secure.
Let me say that I was particularly pleased with one thing
in your statement, and I was concerned about another thing in
your statement. You say, ``Our nation is at an inflection point
and we face challenges as severe as they are unprecedented in
China, with its authoritarian system and its determined
incursion in the South China Sea, and globally presents a
constant naval threat. Russia and other resurgent powers also
threaten stability.'' That is a true statement, and I agree
with it. I find it ironic that you would then say, a few
sentences later, ``I was pleased to see the President's budget
request recognize this challenge.''
I do not agree that it does, and I can just tell you, Mr.
Del Toro, that I think there is a bipartisan majority on both
sides of the aisle and on both sides of the dais in this
committee, to help you find more resources to do exactly what
you said is necessary, vis-`-vis China and Russia, and other
threats that we have, and I look forward to working with you.
Thank you, Mr. Chairman.
Chairman Reed. Thank you, Senator Wicker. Let me recognize
Senator Shaheen, please.
Senator Shaheen. Thank you, and congratulations to each of
our nominees this morning. Thank you for your previous service
and for your willingness to continue to serve, if confirmed in
these important posts.
I want to begin also with you, Mr. Del Toro. Last week,
Senator King and I went with Deputy Secretary Kath Hicks to the
Portsmouth Naval Shipyard, which is shared between New
Hampshire and Maine, and one of the things we looked at was one
of the first shipyard infrastructure optimization projects that
is in the works at the shipyard to more than double its drydock
capacity, make it much more efficient. They are making great
progress. It was very impressive to see what is happening
there.
Unfortunately, there are also significant cost overruns
with the project. Now if we are going to keep our nuclear subs
operating we have got to ensure that this project gets
completed. So I would ask you, if confirmed, what steps do you
intend to immediately take to ensure that this project remains
on schedule and to address future cost overruns?
Mr. Del Toro. Senator, it is incredibly important to ensure
that all of our platforms, all of our projects remain on cost
and on schedule. As a small business owner for the past 17
years, I know the value of a dollar, and if confirmed, I
understand the responsibility that I would have as Secretary of
the Navy to ensure a return on investment that the American
taxpayers make in supporting our Navy.
It is incredibly important, and I have tremendous amount of
experience, both in the Navy and in the private sector, in
managing projects. It is incredibly important to ensure that,
for one, requirement creeps do not interfere with the
continuing cost of projects, having the right program managers
in place and the right oversight from their leadership to
ensure that these projects stay on track.
When we identify problems that are challenging problems, we
immediately pay attention to them and take necessary actions to
correct them. So it takes a team to make that happen. They have
to have the support from their senior or civilian leadership in
the military as well for it to be an effective solution.
So as someone who has actually managed projects for 40
years, I look forward to the challenge, if confirmed, to be
able to work with my teammates on the Navy-Marine Corps team to
be able to do that.
Senator Shaheen. Well, I appreciate that sentiment and hope
that you and Admiral Gilday will come back to this committee
with specific measures that you are taking to address the
potential cost overruns. As you know, our four public shipyards
are critical to ensuring that our Navy remains operational and
competitive.
Dr. Karlin, I was pleased to hear President Biden address
steps that the administration is taking to help our Afghan
allies who worked so hard alongside of our troops for the last
20 years. As you know, we have had a backlog of special
immigrant visa requests for years, to help get those Afghan
allies out of harm's way. Right now we have thousands in the
queue. So can you talk about what you would like to see, if
confirmed, to help ensure that we can make sure that those
Afghans who helped us are not threatened by the Taliban, them
and their families, and then killed?
Dr. Karlin. Senator, my understanding is that there is an
extremely robust effort across the Department, and indeed the
interagency, on this exact important issue that you raise, and
if confirmed, I would absolutely prioritize, frankly, our
unparalleled network of allies and partners, which is not only
the right thing to do but it is also what sets us apart from
strategic competitors.
Senator Shaheen. Well, thank you. I keep hearing about the
robust effort but we have not seen the particulars on that
effort, and I think it would be very important for Congress to
see exactly what the administration is proposing. So I would
urge you to look into that as soon as possible, if confirmed.
Can I also ask you about what other measures you think that
we can take to help address the threat to Afghan women and
girls, now that we are withdrawing our troops?
Dr. Karlin. I think it is critical that we maintain a
relationship with the Afghan government and with our Afghan
partners. I believe the President and the Secretary of Defense
have been quite clear on that. We have seen tremendous gains by
Afghan women and girls, in particular, over the last two
decades, and along with our closest allies and partners it will
be important to continue helping them.
Senator Shaheen. I agree, and I hope you will do everything
possible to try and address that need. One of the things I have
heard from women leaders in Afghanistan is that the more
Americans can speak out at a high level about the threat, the
more helpful they see it.
Thank you, Mr. Chairman.
Chairman Reed. Thank you, Senator Shaheen. Let me recognize
Senator Ernst, please.
Senator Ernst. Yes, thank you, Mr. Chair, and thanks to our
witnesses for being here and for your commitment to our great
United States of America. And, Mr. Cisneros, if I could start
with you, please. The preservation of Force and Family Program,
which is being led by our Special Operations Forces really
should be introduced to the whole of our Department of Defense.
This program supports many different domains, so your physical,
mental, cognitive, family, and psychological health of our
greatest assets, which are our servicemembers.
And can I have your commitment that you will work across
the Defense Department to implement aspects of this program to
provide the best care to those who serve?
Mr. Cisneros. Senator, I couldn't agree more that the
people that are serving in our military are our greatest
assets, and them and their families sacrifice so much. And, if
confirmed, you have my commitment that I will work with this
committee and within the Department to do what we can to best
serve our people and make sure that we are taking care of their
needs.
Senator Ernst. Thank you very much. It has been a highly
successful program within SOCOM, and again, would love to see
that pressed out DOD-wide, at least those pieces that we can
implement as soon as possible. So thank you for that
commitment.
And then moving on, Ms. Miller, I always ask questions
about the health of our finances at DOD, and, of course, DOD
has maintained a very robust budget for many, many years, yet
they have struggled to pass a financial audit. And in a time
where the administration is looking to flatten the defense
budget, we really do need to make sure that every dime of
taxpayer dollars are used appropriately within DOD, and that
they are used effectively to outpace our adversaries.
So can you please explain how you would intend to ensure
the Department gives their full effort and attention to a
financial audit?
Ms. Miller. Yes, Senator. Thank you for that question. I
will start by saying that I believe the benefit of the
financial audit is not just from the end-State audit report but
from the process that we move through to understand our
material weaknesses and fix them, to understand where our
financial systems are compliant with generally accepted
accounting principles and where they are not, to fix them.
And so in the process of moving through an audit, we are
going to find places where we can improve our business
processes and hopefully gain some efficiencies. I was very
pleased to read the 2020 audit statement and see that the
number of material weaknesses have been reduced, that we did
have 24 full independent audits. We had 8 unmodified opinions
in those audits. And so I hope to, if confirmed, buildupon the
progress that has been laid down in the audit area and continue
to move us closer to that goal, using the outcome of the audit
findings to bring efficiencies to the Department.
Senator Ernst. I appreciate that very much. Thank you. It
is important, and I think the way you described it is quite apt
in that, you know, the findings along the way, but correcting
those deficiencies as we go, it is part of the process. And
while I do not know that we will ever achieve a 100 percent
clean audit at the DOD, there is obviously strength in working
toward that and correcting as we go. I appreciate your outlook
on that, and I do think that we can continually improve our
financial well-being at the DOD and making sure that we are
protecting our taxpayers. So that is fantastic.
But under the constraints of the flat budget, of course
then that gives the Department a number of challenges as well.
How can we continue to innovate and develop these new
capabilities to meet our strategic needs within your realm?
Ms. Miller. Yes, thank you, Senator. I believe that, if
confirmed, the first thing I would want to do is get a briefing
on the detailed audit plans that are in progress, so that I
have a better understanding of where we should focus our
efforts to gain the most benefit up front as soon as possible.
So I have not had the ability to see those audit plans in
detail yet, but if confirmed, I would do that and look to focus
and sharpen our approach to the audit, in an atmosphere of
potentially flat budgets.
Senator Ernst. And certainly we do have challenges, as
well, with the different types of tracking and data systems
within DOD. I know that that has been an issue in the past. But
certainly, you know, if you are confirmed, I look forward to
working with you and assisting in any way that I can.
So thanks to all of our witnesses. Thank you, Mr. Chair.
Chairman Reed. Thank you, Senator Ernst. Senator
Gillibrand, please.
Senator Gillibrand. Thank you so much, Mr. Chairman. Thank
you all for testifying today, and thank you for your commitment
to serving others. It really does make a different.
I would like to direct my first two questions to Mr.
Cisneros and Mr. Del Toro. As you know, President Biden asked
Secretary Austin to commit a review to how to deal with sexual
assault better. The recommendation from the commission of all
the crimes they looked at was to remove every single one of
them out of the chain of command. And they did that because
they believe that professionalization and an unbiased review by
a trained military prosecutor would do two things: one, create
more confidence in the system, that it was being done
professionally; and two, remove bias that is somehow
undermining the system overall.
For example, despite this committee's 8 years of intense
focus on reducing the rate of sexual assault in the military,
and increasing the rate of prosecution and conviction,
unfortunately the rate of sexual assaults has stayed steady, at
about 20,000, but the rate of cases going to trial and the rate
of cases ending in conviction have sadly continued to decline.
So we are not getting better on any measurable.
We also have data and statistics about racial bias within
the military. The Marines perhaps have the worst data. For
Marines, black marines are 2.61 times more likely than white
marines to be found guilty at general courts martial
proceedings that are, quote, ``typically reserved for the most
serious offenses and for which guilty findings carry more
severe ramifications.'' We also see across-the-board racial
bias, at approximately two times more punishment for black and
brown servicemembers across all services.
So this committee has been working on solutions for the
past 8 years. We have had multiple hearings. And the solution
that 66 members of the Senate have agreed on is to have a
bright line at all felonies, to make sure that these types of
crimes are taken out of the chain of command, given to trained
military prosecutors to eliminate bias, and to make sure the
most professional decisions are being made.
The bright line is something that has been done by our
allies. It has been done in Israel, the U.K., Germany,
Netherlands, Australia, and Canada, and they did it for
defendants' rights, because they believed if you could be put
to jail for more than a year of your life you deserved an
unbiased, professional review. So military justice experts have
recommended a bright line.
We carved out uniquely military crimes, such as going AWOL,
such as not following an order, but we leave in place all
serious crimes. And as you know, there was a recent report out
of Fort Hood saying at the command climate there was so toxic
that it was permissible for both sexual assault and sexual
harassment. That report was because a woman named Vanessa
Guillen was murdered. We have a record that she had been
harassed, and we know that she was murdered. There are many
cases where women are murdered and are also experiencing things
such as sexual assault and sexual harassment within the ranks.
And so the bright line does two things. One, it creates the
professionalization that we hope will fix the sexual assault
problem, but two, it makes sure that defendants have rights for
our servicemembers. President Biden has said in the past that
he would remove all serious crimes from the chain of command,
including murder, and he has accepted the recommendations of
this military commission.
So I have two questions for both of you. One, will you
support President Biden's commitment to take sexual assault and
related crimes out of the chain of command?
Mr. Cisneros. Senator, yes. I believe that is a direction
that--what he is suggesting, and they are moving, and I will do
what I can, if confirmed, to support that.
Mr. Del Toro. Senator, first let me thank you for all the
efforts that you have done. You have shown tremendous courage
and conviction in raising this incredibly important issue
across the Nation and in our military services. As a commanding
officer who actually served on one of the first mixed-gender
crews on the USS Buckley, there is no greater responsibility
than the care for the men and women who serve under your
command, so I applaud your efforts.
With regards to your question, I fully support the
Secretary's independent review committee and all the
recommendations that they have made. I know that the Deputy
Secretary of Defense is putting together an action plan to
implement all those recommendations, and I intend to fully
cooperate with all the recommendations that come out of that
committee.
Senator Gillibrand. I intend to offer an amendment within
this committee to make sure all the recommendations are
implemented.
And second, will you remain an open mind looking at the
bright line idea of all felonies as a way to professionalize
our entire military justice system, so we do not have one
system for some and have two unequal and separate systems, but
have one system where every servicemember can have access to
justice?
Mr. Cisneros. Senator, you know, that was an important
topic when I served on the House Armed Services Committee, the
military justice system and the injustice that sometimes
happened through it, and how, as you have stated, that people
of color seem to get harsher punishment. And if confirmed, that
will continue to be a priority of mine, and I will do what I
can to support the Secretary as well as the President and their
initiatives to change that.
Mr. Del Toro. Senator, I also share the Secretary of
Defense's view that there is absolutely no room for racial bias
in our military service, and I absolutely will remain an open
mind when addressing all these issues.
Senator Gillibrand. Thank you, Mr. Chairman. Thank you to
our witnesses, and for the record I am going to submit a
question for Mr. Connor about a dredging issue in New York.
Thank you.
Chairman Reed. Thank you, Senator Gillibrand. Let me
recognize Senator Cramer, please.
Senator Cramer. Thank you, Mr. Chairman. Thanks to all of
the witnesses. I am going to start with you, Mr. Del Toro.
Thank you for the generosity of your time last week. I enjoyed
our conversation very much. And I always appreciate being ahead
of Senator Sullivan so I can be the first Senator to use the
word ``Arctic,'' albeit in a different context. But obviously
the Arctic is getting a lot more attention, as you and I spoke,
and getting more attention from the Russian military, getting
more attention from the China military, obviously. It is
becoming an important domain and has great strategic value.
With that in mind, obviously good intelligence
surveillance, reconnaissance work with becoming more important,
as that region gets busier. And I know one of the options that
the Navy is looking to fill its requirements is the MQ-4C
Triton, as you and I talked about. The Triton is a similar
variant to the Global Hawks that we fly out of the Grand Forks
Air Force Base in North Dakota. In fact, between our existing
expertise, communications, architecture, contractor presence,
runway and base infrastructure, the ground-based detect and
avoid radar, and our proximity to the Arctic--yes, Grand Forks
is close to the Arctic--I think Grand Forks would be a really
smart choice for operating something like the Triton on an
Arctic ISR mission.
When confirmed, can you commit to fresh thinking when it
comes to new and evolving missions and looking at all of the
best options to execute Navy missions, and not just the
traditional options or only Navy bases?
Mr. Del Toro. Senator, first let me thank you for your
commitment to the Arctic. The Arctic is not just an issue of
national security. It is an issue of economic security to our
Nation. It is incredibly important that the Navy-Marine Corps
team remain fully engaged in the Arctic.
I am also a supporter of commitment to our nuclear triad in
every possible way. As you know, the Navy plays a very key,
important role in maintaining the nuclear triad, and as you
know, Columbia is our No. 1 procurement priority in the United
States Navy. And if confirmed, I commit to you that I will
remain committed to both the Arctic and our nuclear triad.
Senator Cramer. At a conference last week, Mr. Del Toro,
Rear Admiral Mike Studeman, the top intelligence officer in the
INDOPACOM, said the naval intelligence officials sum up to the
current situation with China in two words used by Douglas
MacArthur in discussing the failure to head off World War II,
and those two words are ``too late.''
Admiral Studeman said that it is too late in comprehending
the deadly purpose of a potential enemy, too late in realizing
the mortal danger, too late in preparedness, too late in
uniting all possible forces for resistance.
Do you agree with Admiral Studeman's assessment that we are
too late in confronting China, as he mentioned, and what would
you do as Secretary of the Navy to address this assessment?
Mr. Del Toro. Well, Senator, as I stated in my initial
opening statement, China is our No. 1 pacing threat and our
greatest threat, not just to our national security but to our
economic security as well.
I tend to be an optimist. I do not believe that we are too
late. I think what we need to do now and moving forward is make
the right investments so that we can deter China in every
possible way, part of the Navy-Marine Corps team, working with
our Joint Forces in the Indo-Pacific theater and across the
world.
So I tend to be an optimist, Senator. I think there are
many opportunities that lie ahead, and if confirmed as
Secretary of the Navy, I hope to dive in maybe head first, or
perhaps feet first--not quite sure yet--but I hope to dive in
quickly to resolve some of these issues that we are facing.
Senator Cramer. Well, whether head first or feet first, you
will be up to your head, for sure.
Mr. Del Toro. Yes, sir.
Senator Cramer. But thank you for that. I was going to ask
about new technologies and rigorous engineering, but the
Chairman handled that one very well. Thank you for your answer.
Ms. Miller, I know that the Deputy Comptroller job does not
directly include the responsibilities of acquisition reforms.
However, with your future responsibilities over budget,
obviously in fiscal matters, your past responsibilities over
planning and execution of all those things, I want to ask for
some help in thinking about how to fix a problem that I see,
and that is the problem of protests and lawsuits.
Some of the protests and lawsuits can delay or even cancel
a very important program, and, of course, just recently the
most recent victim is the JEDI program, which has now been
canceled. In fact, I would submit to you that some of these
protests and lawsuits do a more effective job of holding up our
progress than our enemies could do if they were working that
hard at it.
So if it is a lawsuit that goes before a judge, that
doesn't either have an understanding or maybe a commitment to
the same things that our military has a commitment to, it
becomes even worse. I am just wondering, from a comptroller
perspective, how does a program that gets delayed indefinitely
or canceled affect military readiness, and do you have any
thoughts, at least for today that we can start thinking about,
how we might be able to fix this?
Ms. Miller. Senator, thank you for that question. You raise
a really important point about how do we continue to deliver
cutting-edge technology quickly to our fighting forces, and how
do we do so economically? And certainly I am not a lawyer, so I
tread hesitantly upon the ground of legal controversies with
contracting.
But I would say that at the present we have to follow the
rule of law in terms of contracts and contract disputes, and
that there may be room inside of there for relooking at that,
given the kinds of delays that we have experienced, moving
forward.
I also believe that there are a number of alternative
contracting capabilities. OTAs, in particular, have been used
incredibly effectively recently, as we have moved forward
through the COVID response. And I believe looking at other
alternative contracting authorities that have already been
granted by this body would be an important part of looking at
how to streamline our contracting and acquisition processes
going forward. So, sir, if confirmed, I would be happy to dig
into that a little bit more with my colleagues in Acquisition,
and bring forward some additional ideas.
Senator Cramer. I appreciate all that. I do appreciate your
optimism, and all those alternatives still get menaced by
lawyers, of which you dodged that bullet, I understand. But
thank you.
Chairman Reed. Thank you, Senator Cramer. Senator
Blumenthal, please.
Senator Blumenthal. Thanks very much, Mr. Chairman. Thank
you to all of you for your service and for your willingness to
continue that service to our country. I am impressed with every
one of you, and I look forward to supporting you. I would like
to ask a couple of questions of Mr. Del Toro, and I appreciate,
first of all, your conversation with me yesterday and your
commitment to our submarine program, which I know you regard as
vital. I would like to invite you to visit Electric Boat and
the sub base in London at your very earliest opportunity. I
know you know a lot about the program, but I think you will be
deeply impressed by the ongoing efforts, very expert and
efficient work by Electric Boat on both the Virginia-class and
the Columbia-class submarines. And I welcome your commitment to
continuing the construction pace or cadence at two Virginia-
class submarines a year and ongoing efforts on Columbia.
I want to raise with you an issue that has really been, I
think, ignored, and that is that the theft of weapons, lost or
stolen weapons from our armories. The Marine Corps and the Navy
are involved in it, and June 15, 2021, the Associated Press
reported that the United States military has had more than
1,900 weapons lost or stolen over the past decade. I do not
expect you to be completely up to speed on this issue now, or
any of the other witnesses, but I would like you to report back
to me on how the Navy and Marine Corps tracks and accounts for
sensitive conventional arms, ammunition, and explosives. You
may be aware that recently a staff sergeant in the Marine Corps
pleaded guilty pursuant to a plea arrangement, to larceny of
military property and other charges in connection with lost and
stolen weapons and explosives. And I think that simply drove
home the point about the urgency of this issue.
Ms. Karlin, I welcomed your answer to my colleague, Senator
Shaheen, about both the Special Immigration Visa program and
also the plight of women and others in Afghanistan who will be
left behind once we withdraw. And I know that the President has
very good intentions, and we all have hopes about what will
happen there, but hopes and good intentions are not a strategy.
I do not know whether you are prepared now to provide more
specifics about what we are going to do to protect those women
and their rights, or others who will be left behind, having
relied on our past commitments, but I would welcome your more
specific response now, or in writing afterward.
Dr. Karlin. Thank you, Senator. Our partners are incredibly
important, both for what we have done in the past in
Afghanistan and what the future of Afghanistan looks like. If I
am confirmed, I would hope to work very closely with my
colleagues in Indo-Pacific Security Affairs and the Office of
the Secretary of Defense to ensure that those partnerships
remain meaningful.
Senator Blumenthal. Well, what I would like is more
specifics about what can be done to protect those folks. And I
know that there is an evacuation plan for the interpreters and
others who worked with us. I would like to know what more can
be done for people who will remain in Afghanistan. And if you
are not prepared to do it now, I would like it in, say, within
a specific period of time after your confirmation. I know a
week is probably short, but a couple of weeks. And I think that
we are looking for some kind of more specific commitment.
Dr. Karlin. Senator, I would be more than willing to give
you a longer answer separately. I would just say at this time I
think it will be important to maintain meaningful relationships
with our Afghan partners to ensure that we have robust
indicators and warnings, so that we have an understanding of
how and in what ways the situation on the ground is changing
and to make sure that we are monitoring that closely, not just
with colleagues inside Afghanistan but also with other relevant
allies and partners.
Senator Blumenthal. Mr. Cisneros, I am essentially out of
time, but I would like you to respond in writing to the
concerns about military suicide, raised by the recent Brown
University's Cost of War Project, which I think is deeply
alarming, indicating that the rate of suicide in the military
is 2.5 times the rate in our general population. If you could
respond in writing, I would appreciate it. Thank you.
[The information referred to follows:]
Mr. Cisneros. Suicide deaths have increased in the broader
U.S. general population, and sadly our servicemembers are not
immune to trends that occur in society. Like the broader
civilian population, within the military populations those who
are younger and males are at a higher risk for suicide. It is
my understanding that a best practice when comparing
populations is to account for the higher percentage of
individuals in the military who are younger and male. After
accounting for age and sex differences, military suicide rates
typically are comparable with those of the U.S. adult
population. If confirmed, I will strongly support the
Department's continued efforts to take a comprehensive approach
to suicide prevention at the individual, relationship, and
community levels. We need to continue to follow best practices
from emerging research areas to support targeted prevention
efforts, while also taking into account the unique
characteristics of our population. The Department must also
continue to address mental health and other risk factors, while
promoting protective factors. One suicide is one too many.
Chairman Reed. Thank you, Senator Blumenthal. Senator
Cotton, please.
Senator Cotton. Thank you, Mr. Chairman. Congratulations to
all of you on your nominations.
Mr. Del Toro, thanks for taking the time to visit
yesterday. I want to speak today about what we discussed
yesterday, in particular the health of the surface Navy. After
several incidents involving ships like the Fitzgerald, the
McCain, the Bonhomme Richard, the surrender of two patrol boats
to the IRGC Navy, I became concerned that there might be some
cultural problems, in our surface Navy, in particular. So I
asked some distinguished former leaders of the sea services to
conduct anonymous and large-scale interviews to review this.
That report just came back to me as well as Congressmen
Gallagher, Banks, and Crenshaw yesterday. We have released it
publicly. And I found a lot of what was in there very
concerning, and I think you probably share some of my concerns.
The most concerning thing, aside from the fact that 94
percent of all the sailors interviewed thought that the Navy
has a crisis of leadership and culture, on the surface, is that
they said that they have seen little institutional focus in
their training over the years in warfighting and lethality.
They think that these are not isolated incidents but cultural
problems.
I want to stress, at the outset, that this is not a
partisan or political or ideological issue. It spans multiple
administrations, multiple Secretaries of the Navy, multiple
CNOs. It probably goes back to 1991 and the loss of a pacing
peer competitor in the Soviet Navy.
Some of these are probably familiar to you, at least in
their nascent form, from your final days in the service. I
think they have gotten worse since then. I am going to go
through a few of them for you, and I want to stress again,
these are not my words or the words of Congressmen Gallagher,
Banks, or Crenshaw. These are the words of our sailors.
First concern, a number of officers think administrative
tasks are overburdening commanders and that the Navy promotes
skills that office chores instead of operational excellence,
and that this crushing bureaucratic load too often chases out
good officers and NCOs.
Once confirmed, can I get your commitment, Mr. Del Toro, to
take a look at this challenge of administrative tasks becoming
so burdensome that they squeeze out operational focuses?
Mr. Del Toro. Senator, let me first thank you for your
concern for our surface Navy. For as long as the Congress has
decided to maintain and support a Navy, our sailors and our
marines have sailed on our ships and upon our seas in a very
challenging and difficult environment. And I appreciate your
commitment to that.
I will confirm to actually look at all the administrative
burdens that our surface Navy has to contend with and ensure
that my primary focus is based on warfighting, training, and
skills.
Senator Cotton. Thank you. A second concern is the so-
called ``zero defects'' mentality, where sailors often call it
the ``one mistake maybe,'' that one mistake could result in the
end of an officer or NCO's career. They said this fosters
resentment and attrition in the force.
John Lehman, former Secretary of the Navy, one of your
predecessors, has pointed out that some of the finest and most
storied admirals of World War II, some of whom have ships and
ship classes named after them now, probably could not have
survived in this environment. It reminds me of what Lincoln is
supposed to have said of Grant. When people complained that
Grant drank too much, Lincoln said, ``Find out what whiskey he
drinks and send a case to all my commanders.'' But that there
is too big a fear of a single slip-up ending a career.
So can I get your commitment that you will look at this so-
called ``zero defects'' mentality as well, so that the
commanders can focus on doing their job without a worry of
constantly fearing the loss of their job?
Mr. Del Toro. Senator, let me first attest that Josephus
Daniels did away with drinking in our Navy, and I do not
condone drinking on board Navy ships, or anywhere else in our
military services.
But to this issue of zero defects, we have to empower our
commanders to be able to exercise their authorities. There is
no single most solemn responsibility for a commander of any
unit, particularly a commanding officer of a ship at sea, than
their responsibility to ship handle. And it is important not to
have a zero defect mentality. You are correct. Far from the
individuals that you mentioned I would argue that there are
many other more contemporary naval leaders, distinguished
leaders, who suffered through issues in their own career. I,
myself, had many challenges throughout my career. And so it is
important to not have a zero defect mentality when training our
future leaders of the United States Navy.
Senator Cotton. Thank you. And I understand that some
defects have to result in serious consequences, as do the
sailors who are cited in their report. But they were very clear
that zero defects is hurting their leadership.
A third issue is the suffocating micro-management that they
cited. Because of advances in information technology and
communications technology, admirals and commodores now can
reach across hundreds of miles and look over the shoulder of
ship commanders. That is not only stifling to dynamic
leadership but it also creates a real risk of those leaders
failing in an actual fight, because that communication is very
likely to be severed. Can I get your commitment to look into
this challenge of micro-management and making sure you have the
appropriate levels of command and control across the chain of
command but it is not stifling our ship commanders?
Mr. Del Toro. I will look into this issue of micro-
management. You know, there are times for good leaders to
micro-manage and there are times for good leaders not to micro-
manage. Unquestionably, for example, when a ship is in a
restricted maneuvering, under very difficult challenges, the
commanding officer of that ship, for example, has 20 years of
experience in ship handling. That is a proper time to micro-
manage and to continue to train your junior officers, for them
to be able to accomplish their missions.
I think that this issue of micro-management obviously has
been impacted in positive ways sometimes. You know, our systems
have become far more integrated, our combat systems have become
far more integrated, and there are advantages to that. But to
your point as well, too, we have to be able to empower our unit
commanders to be able to do their jobs, and do their jobs
effectively, and then back them up.
Senator Cotton. Thank you. My time has expired. There are
other findings in this report that I will provide to you,
unrelated topics like the instability and the short-changing of
surface warfare officer training or the corrosive influence of
certain kinds of attention to media or social media. But I will
provide it to you. I will provide some written questions for
the record as well.
I just want to say, I think our surface Navy is in need of
some help, and they need to get their fighting edge back. That
is the consistent theme I heard from officers, from NCOs, from
sailors at all levels. As a former commander yourself, a very
rare thing in the history of our Navy for the Secretary of the
Navy to have commanded ships at sea, I think you are uniquely
positioned to address this issue.
You have got a lot of other priorities, like shipbuilding,
but as we have heard this morning, you have got a lot of
fingers in that pie as well. This is a place where your
leadership could make the single biggest difference, and make
sure that our sailors and their leaders are ready to fight and
win tonight against a peer competitor like China. And I will do
everything I can, as will this committee, to help you make
those changes that the surface Navy needs, but first and
foremost it is a question of leadership, and we will need your
leadership on it.
Mr. Del Toro. Thank you, Senator. If confirmed, I commit to
taking on those opportunities.
Senator Cotton. And maybe after you have been on the job
for a couple of months, if you can get back to me on all these
things and we can talk about what you found, when you have
looked into it.
Mr. Del Toro. Yes, sir.
Senator Cotton. Thank you.
Chairman Reed. Thank you, Senator Cotton. Senator Hirono,
please.
Senator Hirono. Thank you, Mr. Chairman.
I like to start by asking all of the nominees the following
two initial questions, and I would like a verbal response from
you on these questions.
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. Del Toro. No.
Mr. Cisneros. No.
Ms. Miller. No.
Dr. Karlin. No.
Mr. Connor. No.
Senator Hirono. Have any of you ever faced discipline or
entered into a settlement related to this kind of conduct?
Mr. Del Toro. No.
Mr. Cisneros. No.
Ms. Miller. No.
Dr. Karlin. No.
Mr. Connor. No.
Senator Hirono. A number of my concerns have been touched
upon by other members of this committee, so I will go over some
of these very quickly.
Dr. Karlin, both Senator Shaheen and Senator Blumenthal
have expressed their concerns, which I share, about what will
happen to Afghan women and girls after we leave. So I just want
you to know that I share this concern and my expectation is
that you will be focused on what you can do to support the
women and girls.
In particular, a number of us signed a letter, sent a
letter to the President, asking him to quickly appoint an
ambassador at large for global women's issues as a point person
for the administration on these issues, with regard to Afghan
women and girls, and I would expect that you would be working
with that person.
Dr. Karlin. Thank you, Senator, for raising this important
issue along with your colleagues. If confirmed, I would
absolutely commit to the women, peace, and security work that
we have seen as playing such an important role globally.
Senator Hirono. For Mr. Del Toro, you have asked a number
of questions about the importance of the modernization of the
shipyards, and these are issues that Senator Shaheen and I
always bring up at these hearings. I would like your commitment
also to really focus on what we can do to reduce the
significant cost overruns that we are experiencing with the new
dry dock construction that is happening at Portsmouth, because
the next dry dock on the agenda for the Navy is the one at
Pearl Harbor. So I would like to reiterate my concern, along
with that of other Senators, that you will be very focused on
what we need to do to proceed with these matters.
Mr. Del Toro. Senator, I had the good fortune of building
one of our Navy's newest destroyers and lived in a shipyard,
practically, for a year and a half while she was being built,
and having first-hand experience with dry docks and
shipbuilding. And I want to applaud you and the other Senators
on this committee for your commitment to our shipyard capacity
and building industry. It is incredibly important to our
national security. It is incredibly important to our economic
security for the Nation as well too. And I know that the Navy
has a SIOP plan to invest in our shipyards, $20 billion over
the next 20 years. I know that there is legislation before the
Congress to try to include additional money through the
shipbuilding industry as part of the infrastructure plan. I
applaud all those efforts.
And I fully commit to you that I, if confirmed as Secretary
of the Navy, that I will look into this particular issue with
regards to cost overruns, and do everything that I possibly can
to correct the situation and put it back on track.
Senator Hirono. I think timing of the building of the dry
dock in Hawaii is very critical, and we cannot afford to have
huge cost overruns and delays. I appreciate your reiteration of
paying attention to these areas.
For you again, Mr. Del Toro, the Indo-Pacific area of
operations, which is a huge AOR, includes many island nations
such as Palau, Micronesia, Samoa, Marshall Islands, et cetera.
Do you agree that our continued collaboration with these
countries plays a vital role to our national security?
Mr. Del Toro. It absolutely plays a vital role to our
national security. It becomes increasingly more important as we
face the growing threat of China and the Indo-Pacific.
Logistics becomes incredibly important. We have to advance our
platforms and our troops as much as possible. Collaborating
with all these countries and islands is incredibly important.
And I look forward to, if confirmed, to be able to strengthen
our maritime diplomatic strategy in the Indo-Pacific and work
with all these communities.
Senator Hirono. I will be very interested in what you will
do to strengthen these relationships with these island nations,
because I think we have an ongoing commitment to these island
nations. We could do more to help them with their economy, to
strengthen their positions in the Indo-Pacific area, especially
with China's whole-of-government approach to these island
nations.
Again for you, Mr. Del Toro, it is concerning to me that
over a year has passed since the investigation into the fire on
the USS Bonhomme Richard occurred. This was a 4-day fire, and
it destroyed a $4 billion amphibious warship at a time when we
can ill afford to lose any of our ships. So I would ask that
you focus on what is taking so long in this investigation. It
has been over a year--that is somewhat unusual in these
circumstances. And I would like to hear from you as to--of
course, after you are confirmed--as to what is happening with
this investigation.
Mr. Del Toro. Senator, if confirmed, I commit to looking
into the issues with regards to the timing of these
investigations, and more importantly, looking into the
substance of what occurred.
Senator Hirono. Also, I note that there is a huge range of
numbers in terms of the number of ships that we will eventually
have, and I note that there is, in the 2018 NDAA, we are
talking about a 355-ship Navy, and then I have seen ranges
going from 398 ships to 512 ships. How can we even proceed with
these kinds of numbers being tossed out? So I would be very
interested in talking with you further, once confirmed, of
course, as to whether we can get more accurate numbers about
our shipbuilding schedule.
Just one more thing for Mr. Connor. The Army Corps of
Engineers has a huge role in Hawaii, particularly with regard
to the upcoming--the renewal of the leases for training ranges
in the State. And without these training ranges it will be very
difficult for the military, particularly the Army and the
Marine Corps, to stay in Hawaii, as far as I am concerned.
So I would invite you to come to Hawaii and to be able to
recognize how important it is, as we go forward with these
renewal of leases, that the community is very much kept abreast
of what we plan to do. I would welcome your coming to Hawaii
for that purpose.
Thank you, Mr. Chairman.
Chairman Reed. Thank you, Senator Hirono. Let me recognize
Senator Scott, please.
Senator Scott. Thank you, Mr. Chairman. Thank you, Senator
Tillis.
First off, congratulations to each of you on your
nominations, and I wish you the best of luck, and thanks for
your willingness to serve.
So my questions are for Mr. Del Toro. First, do you agree
that we are seeing increasing pressures from our adversaries
around the world, and especially China?
Mr. Del Toro. I do, Senator.
Senator Scott. And do you agree that it seems like our
adversaries are getting bolder, if you look at, whether it is
Communist China threatening Taiwan, or whether it is Iran
getting closer to the Venezuelan dictator, Maduro, or Putin
trying to control the Black Sea, the Arctic, and the eastern
Mediterranean? So are those examples of where we are seeing
that our adversaries are getting bolder, day after day?
Mr. Del Toro. I do, Senator.
Senator Scott. Do you think it is important for America and
our allies that we have a stronger and a bigger Navy?
Mr. Del Toro. I believe that it is important for us to have
the right mix of ships, capabilities, and lethality that is
necessary to address this increasing threat that we are seeing
to our national security, and our economic security.
Senator Scott. So if you look at the President's budget, he
doesn't really intend to focus on adding more ships. It is more
on research and development rather than procurement. So if you
look at that budget, can you say that when you look at, you
know, what we talked about, the threats and the bold action by
our adversaries, that we actually are looking at a budget that
makes some sense, in where we are and the issues we are dealing
with worldwide?
Mr. Del Toro. Senator, I was not here when that budget was
being put together, nor do I have detailed knowledge of the
analysis that went into putting that budget. I do know that our
Nation and our Department of the Navy felt--was presented with
threats with regards to increasing OPTEMPO, for example. We had
threats to the readiness of the fleet, for example, that had to
be addressed. At the same time, I always do believe that it is
incredibly important to make the right investments in
modernization. We can't be fighting the wars of yesterday. We
have to fight the new wars of tomorrow, that include
cybersecurity and space and many other challenges that are
presented.
So if confirmed, I look forward to jumping into the fiscal
year 2023 budget and being able to address all these
significant challenges in a serious way.
Senator Scott. Thank you. Have you participated in any of
the game scenario in the Indo-Pacific where it appears that
when people are doing those now that we will not be able to--
American and our allies will not be able to defend Taiwan if it
is invaded by Communist China?
Mr. Del Toro. Senator, I haven't recently, but I am a
graduate of the Naval War College, and I participated in war-
gaming when I was at the Naval Academy, as part of the advanced
research program at the War College. I have not had access to
the necessary classified op plans and war games today, but I
very much look forward, if confirmed, to ensure that I dive
into that immediately so that I can better understand the
threat and what we need to do to match that threat.
Senator Scott. So do you have any feel, based on the budget
that has been proposed by the President, that America is in a
position with our allies to be able to defend Taiwan, if, God
forbid, Communist China attacks?
Mr. Del Toro. Senator, it is incredibly important to defend
Taiwan in every way possible, and it takes a holistic view of
our national commitment to Taiwan. We should be focused on
providing Taiwan with as much self-defensive measures as
humanly possible, and if confirmed to the Navy, I am going to
be exclusively focused on the China threat, and exclusively
focused on moving our maritime strategy forward in order to
protect Taiwan and all of our national security interests in
the Indo-Pacific Theater.
Senator Scott. Do you think we should be clear that there
are no ifs, ands, or buts about it, we will defend Taiwan if
attacked by Communist China?
Mr. Del Toro. Senator, we should be clear about our foreign
affairs intentions and our support of Taiwan in every possible
way.
Senator Scott. Thank you. Thank you, Mr. Chairman.
Chairman Reed. Thank you, Senator Scott. Now let me
recognize, via Webex, Senator Peters, please.
Senator Peters. Well, thank you, Mr. Chairman, for the
recognition. I also wanted to thank Senator Kaine for allowing
me to take his slot. Thank you very much, Senator Kaine.
First off, to our nominees, congratulations on your
nomination and your willingness to serve. These are all
incredibly important jobs, and are all jobs that are going to
take all of your skills and talent in order to perform, so
thank you for your willingness to do that.
My first question is for Mr. Cisneros. The Fairness for
Veterans Act was included in fiscal year 2017 NDAA, and what
this act did is it helped veterans who may have received a bad-
paper discharge because of behaviors that they exhibited, but
it turns out those behaviors were the result of PTSD or
traumatic brain injury that basically went undiagnosed, folks
who performed admirably in combat situations but when they came
home had the kinds of behaviors that you would expect from
someone who is suffering from these injuries.
So the Fairness for Veterans Act allows folks to go to a
board, and if they have credible evidence to show that they are
indeed suffering from PTSD, which led to behaviors that led to
a bad-paper discharge, they can have that status changed, and
most importantly, can get the treatment that they have earned
and that they deserve from the Veterans Administration in VA
hospitals.
The Department has had some success with this program since
it went into place, but it is clear there is more work to be
done. Approximately 1,500 warfighters have had their status
changed as a result of this process. It has been estimated by
some veterans groups that up to 40,000 may be in that
situation. But unfortunately we have seen a very uneven
application of the criteria that was put forth in the
legislation, we have seen reductions in board staff, and we
have seen the absence of deadlines, and all of those, according
to veterans' legal defense groups and other veterans
organizations has led to a success rate that is simply
unacceptable.
So my question to you, Mr. Cisneros, will you commit, if
confirmed, to working with me to ensure that these review
boards are resourced appropriately and the men and women who
will have a right to go before these boards, to have their
cases adjudicated?
Mr. Cisneros. Senator, thank you for that question. PTSD, I
have personal reasons why this is so important. My father, a
Vietnam veteran, went over 30 years before he was finally
diagnosed with PTSD, and this is something that we need to do a
better job in our military. And Senator, if confirmed, I commit
to work with you to see how we can better improve this process
to ensure that we are not only including this board but also
making changes to help those that are serving in uniform,
dealing with their mental health issues.
Senator Peters. Thank you. Thank you. I look forward to
working with you, if confirmed.
Mr. Connor, the Great Lakes are an extraordinary resource
for the Nation, but they are ones that are facing some both
significant environmental and navigational challenges. The
Corps is responsible for overseeing many projects that are
absolutely vital to our region, as well as the country. For
example, the Soo Locks are in need of major repairs and
upgrading. They serve as a gateway to transport nearly 80
million tons of goods and raw material. We have the Brandon
Road Lock and Dam project, which is right now assisting us in
combatting evasive Asian carp. And the Corps is also going to
oversee a New START project that we are hopeful will begin this
year, which is the Great Lakes Resiliency Study.
So my question to you, sir, if confirmed, what are your
priorities for the Corps in the Great Lakes region?
Mr. Connor. Senator, my priorities are just as you just
stated, resiliency, whether it be with respect to projecting
the impacts of future change on the Great Lakes or taking care
of the existing infrastructure that is critical to commerce for
the benefit of the states in the Great Lakes region. That is
the challenge ahead. How do we maintain our existing
infrastructure for the challenges now and the challenges we
expect? How do we build new projects to carry out the functions
that we need them to do today and continue in the future? And
then the study, overall, to anticipate changes to the ecosystem
and the environment around the Great Lakes. I understand all
those factors are critical to your State and the other states
in the region, and I look forward to working on those issues,
if I am confirmed.
Senator Peters. Great. Well, thank you.
Mr. Del Toro, as we spoke earlier, cybersecurity is a major
challenge faced by the Department of Defense and all of us, all
through society, and certainly cyber is now a warfighting
domain, just like any other warfighting domain. Could you talk
a little bit about how you believe that we should be educating
our Navy and Marine Corps leaders, and not just those
cybersecurity professionals, which clearly have to be highly
trained, but how our Navy and Marine Corps leaders, all of
them, need to have training in cyber as a warfare domain.
Mr. Del Toro. Thank you, Senator. Cybersecurity presents a
tremendous risk to our national security and our economic
security, without question. China and other countries have
attacked us from a cybersecurity perspective, and this is a
domain that we need to pay a lot of attention to and to train
our most senior leaders in order to be combat effective against
it.
It is going to require skills training, skills training up
and down the entire chain of command. It is going to require
significant investments to protect our infrastructure as well
too. And if confirmed, you know, I look forward to really
digging in and taking a look at what capabilities we really
currently have with regards to defensive and offensive measures
as well too, in order to curtail the tremendous threat that I
think our Nation faces, both militarily and economically as
well, with regards to cyber.
Senator Peters. Great. Thank you. Thank you, Mr. Chairman.
Chairman Reed. Thank you, Senator Peters. Senator Tillis,
please.
Senator Tillis. Thank you, Mr. Chairman. Thank you all for
being here, and congratulations on your nomination.
Mr. Cisneros, since 2004, Congress has enacted more than
240 provisions of law directly targeted at enhancing sexual
assault prevention and response capabilities in the Armed
Forces. A recent GAO report on military sexual assault and
harassment states that of those 240 provisions only about 9
percent addressed prevention.
As the nominee for Under Secretary of Defense P&R, you are
going to be overseeing the implementation of sexual assault and
harassment form in the military. How do you see your potential
role overseeing this reform as the DOD has still not fully
implemented all 240 enacted provisions? And also, how much more
focus do you think we should place on the prevention component
versus what we do after the act?
Mr. Cisneros. Well, Senator, thank you for that question. I
think prevention is very important in what we do. I know when I
was serving in the U.S. Navy I was the diversity and inclusion
officer at a couple of my commands. I was responsible for
conducting sexual harassment training and ensuring it got done
at my commands, and I think it is very important to ensure that
that type of training is getting done. We need to focus on
prevention, and if confirmed, that is definitely an area that I
will make sure that we address.
Senator Tillis. I hope it is an area that we can do a
better job of tracking progress and show some real sustainable
results, positive results, moving forward. It has been up and
down, which actually leads to my next question.
There has been a real shift here in the Senate, and also, I
think, in the House, in removing the commanders from the
prosecution decision of certain offenses. You are probably
aware of a bill that is being discussed now, may be considered
an amendment, may be considered on the upcoming NDAA. I believe
that prior reforms of the UCMJ that have been implemented, in
most cases we gave the Department about 2 years to implement. I
am not sure if you are familiar with the scope of the proposal
that is being spearheaded by Senator Gillibrand. I am actually
very sensitive and supportive of a number of things that
Senator Gillibrand wants to do.
But what do you think about a 6-month implementation
timeframe for something as sweeping as being proposed?
Mr. Cisneros. Senator, the Secretary has made it clear what
direction he is taking the IRC recommendations and taking those
to the White House, which my understanding is the President has
approved. If confirmed, I will support the Secretary in
implementing these changes, and doing so as timely as we can.
Senator Tillis. Yes. I think that it would be very helpful
just to get feedback, when you are confirmed, on some of the
problems. I think that we could really win a battle and lose a
war if we don't get the operational side of it down, and
dealing with the fact that the caseload is going to be there. I
think the transition could be disruptive and actually create
challenges.
Mr. Del Toro, I have got to get parochial a little bit
here. The Fleet Readiness Centers, FRCs, down in North Carolina
at Cherry Point, provides depot services for a lot of advanced
aircraft today. If you go down there, it is like you are
walking back to the 1950's, in terms of the facilities. They
are out of date so much so that Lockheed is thinking about
implementing its own private depot-level maintenance facility
for the Joint Strike Fighter.
I am not going to get in--what I am going to do is submit
question for the record similar to what I did a couple of weeks
ago. We have got a lot of 5-year military construction projects
that were supposed to come online as late as next year that
haven't even been programmed. One that was programmed, I
believe, in 2018, has not been built. So if confirmed, I would
like to get your commitment to review some of these projects
that are in the pipeline, and explain to me why they are not
programmed or why the upfit of that facility is for some reason
still not on the priorities list for the Navy. Can I get your
commitment to do that?
Mr. Del Toro. Absolutely, Senator. Depot maintenance is
incredibly important, and, you know, we're spending only 1
percent of our top line in the Department of Navy on
infrastructure. So it is incredibly important to pay close
attention to these issues, and I look forward to working with
you and your staff.
Senator Tillis. Well, thank you all, and I am sorry I
didn't have time to get to the other questions. We are going to
have a vote here shortly, so I won't run over. We will be
submitting some questions for the record.
Thank you all, and once again, congratulations.
Chairman Reed. Thank you, Senator Tillis. Let me recognize
Senator Kaine and thank him for his patience.
Senator Kaine. Thank you, Mr. Chair, and what a
distinguished panel. And I just want to weigh in on the
nomination of Carlos Del Toro to be Secretary of the Navy. I
was so pleased to have my senior Senator, Mark Warner, here to
do the introduction. Mr. Del Toro and his family have been
close friends of mine for quite a long time, and I echo
everything that Mark said about the professional
qualifications, the patriotism, and most especially, the
character of this nominee, and I look forward to supporting you
as you continue your public service to the country. And to all
of you, this is a uniquely qualified panel.
Mr. Del Toro, I want to really focus my questions on you.
As you know, the Navy is so important to Virginia. And I think
Senator Cotton may have touched on this issue. After the
collisions of the McCain and Fitzgerald in 2017, the Navy
reinstated surface warfare officer training programs that, in
2003, had been sort of moved--I don't know exactly how I would
describe it--they weren't so much the in-person training
programs as they had been pre-2003, and it was more materials
that were submitted to surface warfare officers so that they
would become familiar with them. In the study of those tragic
collisions there was a decision made to sort of return back to
a more robust surface warfare officer training, and so we have
done that.
But the surface warfare environment has changed so
dramatically in the last 20 or 25 years. Commercial shipping
has gone up about, I think, 250 percent globally since the mid
1990's. There is now GPS spoofing that can mess around with
navigational accuracy on surface ships and others. The areas of
congestion in sea lanes are not now limited to a couple of
places in the world. Congestion is much more common all over
the world.
And so I guess I would like to ask you, with the experience
that you had as a surface warfare officer, including being the
commander of a destroyer, what would your approach be to making
sure that the surface warfare officer training component is
every bit a match for the kinds of training that is, you know,
sub officers or Navy aviators do? How would you approach that
topic, which I know you are so familiar with?
Mr. Del Toro. Thanks for raising this incredibly important
issue, Senator. As I said earlier, sailors and marines have
been going down for the ship since the beginning of our Navy,
and they are the backbone of our Navy in so many different
ways.
I was blessed, perhaps, by a quite robust training pipeline
for our junior officers as they first entered the fleet. I do
believe that the model that has been implemented again by the
Navy, post-2017, is the right model. It has the dedicated
resources that are necessary to properly train our junior
officers in the very basics of ship handling and rules of the
road and proper operations of the equipments that are necessary
to keep these platforms safe, and to be able to effectively
fight them as well too.
So I am actually quite inspired by the changes that have
been made in our surface Navy over the course of the last 4
years since those two very tragic incidents. And let me simply
add that I will, if confirmed, always carry the memories and
the honor of the lives that were lost in those instances with
me as a constant reminder of our solemn responsibility to our
Americans who served in the military.
Senator Kaine. Thank you, Mr. Del Toro. Mr. Cisneros,
congratulations. I do have a question for you to followup
Senator Tillis. I completely agree with Senator Tillis that in
the area of sexual assault and sexual harassment that
prevention is key. And I will be self-critical. I think we
spend more time here thinking about the important topic of
investigation, analysis, prosecution, and consequences, but we
don't spend the time on prevention. I am going to leave after
this questioning to go to a HELP Committee hearing where there
is a President Biden nominee for a key position in the
Department of Education. Similarly, in that committee, we spend
a lot of time on Title IX procedures. What is the right way, on
a college campus, or a K-12 campus that complaints of sexual
assault or harassment should be investigated, and what should
the standard be, and what rights should folks have, what should
the consequences be? We need to spend time on those things. But
we spend so little time talking about prevention. And if you
look at who are most likely to be victimized by sexual assaults
or harassment, it is more likely to happen when you are in the
18-to 24-year-old age range. Whether you are in the military,
on a campus, at a high school, in the workplace, out in
society, this is a problem that anyone can experience, but the
most acute time where you are at risk is in sort of 18-to-24,
and many perpetrators are also in that same age range.
So I would just say, as I conclude--my time is up--that I
really agree with Senator Tillis that all of us, this side of
the dais, your side of the dais, we need to spend more time on
the prevention side of this, and look at best practices that
are out there and figure out how to replicate them. So I hope,
and have confidence, that you will approach the topic in that
way.
And with that, Mr. Chair, I yield back.
Chairman Reed. Thank you very much, Senator Kaine. Let me
recognize Senator Blackburn, please.
Senator Blackburn. Thank you, Mr. Chairman, and
congratulations to each of you on your nominations, and thank
you for your time today to answer our questions.
Mr. Cisneros, I want to start with you, and let me just say
I am going to have questions for the record for each of you. I
know I am not going to get through all of this. But Mr.
Cisneros, we talk a lot about readiness in this community and,
of course, through the years, whether I was in the House or
here, working with Fort Campbell and many of our families that
are there, we have talked a lot more than just about personnel
and training and equipment. We talk about families and family
readiness. And I think that as we look more holistically at our
military, and as we look at dwell times and retention, then we
need to look at the family readiness component. And I would
like to hear from you how you think we can better account for
family readiness, and what we can do with some of the programs
that have been successful, like the Family Advocacy Program and
the New Parent Support Program, which has been vital for many
of our young men and women, the Exceptional Family Member
Program.
All of these are overseen by the Under Secretary for
Personnel and Readiness. So do you believe that when we are
looking at these and trying to find ways to account for these
that we are receiving the right degree of feedback from these
participants in these programs?
Mr. Cisneros. Well, thank you, Senator, for that question,
and thank you for your work on this topic and taking time also
to speak with me when we did earlier, a month or two ago.
You know, there is saying, right. You recruit the member
but you retain the family.
Senator Blackburn. That is right.
Mr. Cisneros. It is so important that we need to focus on
these family topics. For example, when I was in the House of
Representatives I remember sitting in a hearing where spouses
were there talking about the exceptional family members, and
how, when you say like take a more holistic approach, these
members were like at joint bases and they could not go use the
local facilities there because it was not their branch of
service. They had to go to the closest--you know, if they were
in the Navy, the closest Navy base or the closest Army base,
whatever branch of service they were in.
I believe we need to take a look at those issues and figure
out, with so many joint operations going on, how do we serve
the members as whole and not just the member of our----
Senator Blackburn. Is this going to be a priority for you,
because we are sharing the same concerns.
Mr. Cisneros. Mm-hmm.
Senator Blackburn. I think we just need to make certain
that this is a priority.
Mr. Cisneros. Yes, ma'am. If confirmed, taking care of our
military families is definitely a priority, and I believe that
is part of taking care of our people, which is one of my core
values that I will focus on, because, you know, our families,
whether it be housing or whether it be the Exceptional Military
Child Program, we need to ensure, as I said, retain the family,
and definitely----
Senator Blackburn. That is right. I need to move on.
Ms. Miller, I can see that you want to weigh in on this.
Can I ask you to submit to me, in writing, your thoughts on how
we improve this?
[The information referred to follows:]
Ms. Miller. DoD families are the support backbone for all
those who serve in uniform. If confirmed, I will work with the
USD(P&R) and the Department to ensure family support programs
are appropriately resourced in DoD budget submissions.
Dr. Karlin, I do want to come to you, because I think China
and our nuclear strategy is going to be increasingly important,
and we are about to run out of time. But as we look at the NDS,
if confirmed, you are the one that is going to need to begin
authoring the next NDS. I want to hear from you how you would
prioritize China in that, and then also, China expanding their
nuclear arsenal and how that affects us. And we are about out
of time, but I would love to hear your response to those two.
Dr. Karlin. Thank you, Senator. I am profoundly concerned
about this issue, and if confirmed, if I have the opportunity
to lead the next National Defense Strategy I can assure you
that that would be a priority, ensuring the Department
understands how to approach this challenge and has the
capabilities and the investments that are in place to ensure
that we can prevail in it.
Senator Blackburn. Thank you. Thank you, Mr. Chairman.
Chairman Reed. Thank you, Senator Blackburn. There is a
vote ongoing, which I must attend. I will now recognize, via
Webex, Senator Warren. Then I will recognize Senator Hawley,
and also after Senator Hawley, Senator Tuberville. And by that
time I will be back to be able to recognize other members who
may be on Webex.
Senator Warren, you are recognized.
Senator Warren. Thank you, Mr. Chairman, and thank you to
all our witnesses for being here. Congratulations on your
nominations.
Mr. Connor, I am very pleased to hear from a nominee with
your deep experience and understanding of Native American
policy and natural resources issues. I am, however, very
concerned about the Dakota Access Pipeline and what it reflects
about the Army Corps of Engineers' relationship with Tribal
nations. Several Tribal nations with homelands along the
Missouri River have sued the Corps over the Dakota Access
Pipeline. I joined with a number of my colleagues to support
the Tribes' cause. A Federal district court found that the
Corps violated Federal law when it failed to prepare an
environmental impact statement before granting approval for the
pipeline to run under Lake Oahe.
I am concerned that the pipeline continues to operate
without a completed environmental review, despite the legal
requirements. So, Mr. Connor, will you commit to making sure
that the Corps follows the law and that this situation with the
Dakota Access Pipeline is addressed as quickly as possible?
Mr. Connor. Senator, thank you. Absolutely. The Corps will
be following the law with respect to the directions of the
court and all other applicable laws and policy with respect to
completing the work on the Dakota Access Pipeline, and that
includes addressing the issues identified by the court and
robust Tribal consultation. And I think that is the next step.
Tribal consultation is not a check-the-box exercise. It has got
to be robust, meaningful, and that means it has got to be
substantive in the interaction with Tribes.
So I look forward to working on this issue, if I am
confirmed. I understand there is a solid schedule that has been
put together to finish the work on the environmental impact
statement, and it is my intent to oversee that, not, obviously,
interfere with that. The Corps is doing good work with very
substantive direction now from the court, and we will be
overseeing that and ensuring that the laws are followed.
Senator Warren. Well, I very much appreciate hearing you
say that you are going to make sure that the laws are followed.
You know, I think you have your work cut out for you here. The
district court has noted, I think with some exasperation, that
the Corps has dragged its feet on making a decision about
whether to use its enforcement powers to halt operation of the
pipeline, even though the pipeline is, in the court's words,
quote, ``an unlawful encroachment.''
So let me just ask, Mr. Connor, will you commit to promptly
exploring the appropriate use of the Corps' enforcement powers
in this case?
Mr. Connor. Yes, Senator, I will promptly look into that
issue, if I am confirmed.
Senator Warren. Good. Well, I want you to look into it and
I want you to enforce the law here. This is about the Federal
Government's fulfillment of its trust and treaty obligations to
Tribal nations, and about the Corps' adherence to Federal law.
So I hope you agree that this deserves your urgent attention.
I have heard a lot of complaints from Tribal
representatives that over the years the Department of Defense
has not done enough to consult Tribal nations or to respect the
Federal Government's Nation-to-Nation relationship with them.
So let me ask the question another way, Mr. Connor. Will you
commit to ensuring that the Corps respects Tribal nations and
the Federal Government's obligations to our Tribal nations?
Mr. Connor. Senator, that will be one of my highest
priorities. I have spent a long time in government. I have
spent a long time working on Native American issues on behalf
of Tribes and trying to improve the relationship of the Federal
Government as a whole with Tribal nations. You have my strong
commitment that I understand the concerns. I have heard them
many, many times over the years, I understand them, and I want
to act on them and improve that relationship, improve the
Federal trust responsibility, improve the way we do
consultation. It will be one of my highest priorities, if I am
confirmed.
Senator Warren. Strong commitment, highest priorities. That
is what I like hearing. Thank you, Mr. Connor. I am looking
forward to working with you to ensure that we are treating
Tribal nations with the respect to which they are entitled,
both legally and morally. Thank you.
And thank you, Mr. Chairman, and I think now we go to the
next person.
Senator Hawley. Thanks to all of the nominees for being
here. It is good to see you, Mr. Del Toro. I want to start with
you. I want to start with China. I have become a broken record
in this committee on this subject, but I have been asking just
about everybody who is up in front of us, including the
Secretary of Defense, Deputy Secretary Hicks, about the fait
accompli scenario involving Taiwan with China. I ask about this
because China and PACOM is our pacing theater, and the fait
accompli scenario in Taiwan is our pacing threat.
So let me just ask you what I have asked them, whether or
not it is vital that the United States maintain the ability to
defeat an attempted Chinese fait accompli takeover invasion of
Taiwan. Secretary Austin, Deputy Secretary Hicks, virtually
everybody else I have asked this question to, has said yes, it
is vital, but I would like to get your view on this. Do you
think it is vital that we maintain the ability to deter and, if
necessary, defeat a fait accompli, Chinese fait accompli
against Taiwan?
Mr. Del Toro. Absolutely so, Senator.
Senator Hawley. Very good. And given that, do you think
that the Navy ought to prioritize this scenario as it develops
operational concepts?
Mr. Del Toro. Absolutely so, Senator.
Senator Hawley. Great. That is great. I like those answers.
Dr. Karlin, I enjoyed speaking with you. I think it has
been a couple of months ago now, but I enjoyed our
conversation. You said, when we spoke, that this fait accompli
scenario against Taiwan, and I am quoting you now, has
``absolutely got to be one of the key scenarios used to shape
the 2022 NDS development,'' and you went on to say it should be
a higher priority than scenarios involving North Korea, Russia,
or other possible contingencies with China. I agree with that
100 percent. Do you stand by that, I assume? I assume you
haven't changed your view in the last couple of months.
Dr. Karlin. Senator, I absolutely do stand by that, and I
also want to thank you for your leadership on this really
important issue.
Senator Hawley. Well, that is kind of you to say. Earlier
this year, Secretary Austin told me that, and I am quoting him
now, ``Combat credible forward deterrent posture is
instrumental to the U.S. military's ability to deter and, if
necessary, deny''--emphasis, deny--``a fait accompli
scenario.'' Do you agree with this emphasis on denial, a
strategy of denial in PACOM and as it relates to China,
specifically?
Dr. Karlin. Senator, I want to ensure that China does not
think that it should take any of these actions today, does not
try to take them in the future, and if it does, we have a
military that can prevent it from happening successfully.
Senator Hawley. Good. Very good. Still with you, Dr.
Karlin, if I could. The force planning construct in the 2018
NDS shifted focus, in a pretty significant way--and you and I
talked about this a couple of months ago--from maintaining our
ability to fight and win two simultaneous regional conflicts to
fighting and winning a single war against a near peer or peer
competitor, a great power conflict, while deterring
opportunistic aggression simultaneously. So pretty big
difference there.
Do you agree with that force planning construct that the
2018 NDS adopted?
Dr. Karlin. Senator, I have not dug into the classified
information behind this. If I am confirmed, that would
absolutely be a priority. Nevertheless, I do absolutely
believe, as the Secretary has said, China needs to be the
pacing threat.
Senator Hawley. Let me just ask you about the two-war
construct that governed much of our strategic thinking for a
long period of time, that the 2018 NDS departed from, again,
pretty significantly. Is it your sense that we should return to
a two-war force construct and that ought to govern our
thinking, our strategic planning, operational planning going
forward, or do you think that the trajectory that the 2018 NDS
set us on is broadly correct?
Dr. Karlin. I think, Senator, the U.S. military, going
forward, needs to be prepared across the spectrum of conflict.
However, looking at the future security environment and the
challenges that we see from strategic competition, it
particularly needs to prioritize the challenge that we see from
China.
Senator Hawley. Well, I am glad to hear you say that. I
just want to register on the record my own concern about
returning to a two-war construct. I think given the unique
challenges that we have with great power competition--you have
mentioned now China multiple times, which is excellent--I think
that the earlier construct that governed our thinking from the
1990's forward is outmoded, outdated, and it is certainly
something that I would oppose, if there was a move to return to
that. So I look forward to working with you on this, if you are
confirmed.
Mr. Del Toro, let me come back to you, still on the subject
of China. It has the largest navy now in the world and it
continues to outpace many of our own modernization efforts,
which obviously is a big concern. Let me ask you about our
current funding levels. At these levels, is it your view that
our Navy can both maintain readiness and pursue the
modernization that we need to do in order to outpace the
growing Chinese threat?
Mr. Del Toro. So first let me say, Senator, that I do
believe that China may have more numbers of platforms, but we
are a more powerful and capable and experienced Navy than any
other Navy on the globe. Having said that, though, we have to
remain conscious of the fact that that naval superiority may
not always be there either, and we have to make the necessary
investment in the fiscal year 2023 budget to ensure that we
abide by the 2018 National Defense Authorization Act, as I said
before, that is committed to a 355-ship Navy, and make those
investments, not just in numbers of platforms but capability
and lethality. As you well know, Senator, we have to invest in
missile technology, hypersonics, computing power, all the
cybersecurity, all those other technologies that are going to
advance our ability to deter China in the Indo-Pacific.
Senator Hawley. I am glad to hear you say that, and I have
to say I have got real concern about this year's budget, about
these funding levels in terms of our ability to both maintain
our readiness, which is itself a significant challenge, and
pursue the modernization that we are going to need. So I look
forward to, if you are confirmed, to working with you on this.
I need to yield to Senator Tuberville. I have a few more
questions for Dr. Karlin and Mr. Del Toro both. I will give
those to you for the record. Thanks again to all the nominees.
Chairman Reed. Let me thank Senator Hawley and recognize
Senator Tuberville.
Senator Tuberville. Thank you very much. Thank you for your
service. You all look hungry so I will be quick.
Dr. Karlin, you know, if confirmed, you will be responsible
for missile defense review, a subtask of the Global Force
Posture Review. China has rapidly expanded their long-range
strike capabilities. For 2 years in a row, the INDOPACOM
commander's No. 1 unfunded priority has been a missile defense
system for Guam. Do you believe that in order for our military
to properly pivot Indo-Pacific that we need a defense system on
Guam to defend against advanced Chinese cruise ballistic
missiles?
Dr. Karlin. Senator, Guam is a key operating location for
the U.S. Department of Defense, and we need to ensure that it
is appropriately protected. While I have not dug into the
classified details behind this issue, if I am confirmed I can
promise you it would be a priority of mine.
Senator Tuberville. Thank you. Do you believe that the
missile defense architecture to defend Guam should include a
variety of capabilities including the 360-degree sensor
coverage and a wide range of tools to defeat ballistic, cruise,
and hypersonic missiles?
Dr. Karlin. Senator, while I cannot speak to specific
platforms since I am not privy to the classified information, I
do think the need for such a capability, ensuring Guam is
appropriately protected, is absolutely important.
Senator Tuberville. Would these two INDOPACOM commanders
wanting the Aegis Ashore system to defend Guam, do you agree
with their assessment?
Dr. Karlin. I have not read the classified information
behind this one either, sir. That said, I think we need
analytically rigorous and operationally effective capabilities
to ensure that our military can do what it needs in this key
region.
Senator Tuberville. You have got a lot of reading to do.
Dr. Karlin. Indeed, sir.
Senator Tuberville. Mr. Cisneros, 300 million young men and
women, 17, 18, 19, 20, 21 years old, capabilities of being in
our military to defend this great country. We were recently
told only 450,000 of those 30 million were capable and
qualified to be in our military. How are we going to overcome
that?
Mr. Cisneros. Well, Senator, there are a lot of issues that
kind of go in with that, and one of the issues that do not
really have a lot of is physical fitness. A lot of these young
men and women do not meet the standards. It is important that
we maintain these high standards. We want the best and the
brightest, to be able to recruit the best and the brightest. I
know you know a little bit about recruiting. And, you know, if
confirmed, definitely recruiting and retention, because I
believe you cannot talk about recruiting without also talking
about retention, because we want to recruit the best and the
brightest but we also want to make sure that we maintain them,
their skills and the knowledge that we give them.
And so I am committed, if confirmed, to do what we can to
help our services in their recruiting efforts, to make sure
that we can do the best that we can to get the best and the
brightest.
Senator Tuberville. We cannot drop our qualifications,
though. You know, I keep hearing our commanders and people that
come in front of this committee say that, you know, we are
changing some standards that they have to go through. Instead
of running 2 miles they just have to walk 1 mile. I can't
believe that the United States of America would drop its
qualifications, especially for what is so important, our
military. And our education system. Only half the kids in this
country can read over the sixth-grade reading level. That is
embarrassing. And we would hate to send them to the military to
have to learn to read, after coming out of high school. So we
have got a lot of work to do.
Mr. Cisneros. Senator, I agree. I believe it is important
for us to maintain our high standards in the military, and if
confirmed, I will work with our different services to ensure
that we do that.
Senator Tuberville. Mr. Del Toro, thank you for your
service. I think you are going to be great in this position. As
a former Aegis destroyer commander you have got the
qualifications. We all know that China is a huge threat. Who is
going to be our most important allies around China, for us to
fall upon?
Mr. Del Toro. Senator, that is a marvelous question, and
there are going to be many allies. We have many allies and
partners right now in the Indo-Pacific theater, and we continue
to strengthen those alliances and those partnerships, more so
as we advance our troops and our logistics into the Indo-
Pacific theater. It is important to respect each and every one
of them and respect their concerns as well too, and to work
very collaboratively with them--diplomatically, economically,
and militarily as well, so that we can present a really
combined deterrence to China and how China wants to accomplish
its economic goals around the globe.
Senator Tuberville. As we have talked, our allies are one
of our most--our biggest asset, you know, other than the men
and women who fight in our military. We need to continue to
build, especially for China. They do not have a lot of friends.
We do, and we need to count on those friends. So we hope that
you would build on that.
Thank you very much. Thank you, Mr. Chairman.
Chairman Reed. Thank you, Senator Tuberville. Let me
recognize, via Webex, Senator Duckworth.
Senator Duckworth. Thank you, Mr. Chairman. Good morning,
and thank you all for being here today. According to numerous
studies, paid family leave offers clear advantages to both
employers and families. For employers, it increases employee
morale, productivity, and retention of key talent. For
employees, it provides economic security, has a positive effect
on infant and maternal health, and reduces infant mortality
rates.
Yet depending on the branch of service and family
situation, many servicemembers currently only receive 2 or 3
weeks of parental leave. Now that is actually an improvement,
because when I had my baby, my husband, who was on active duty,
only got 10 days. So 2 to 3 weeks is better than that, but it
is still not good enough.
Servicemembers in dual military relationships have to
decide who is the, quote, ``primary caregiver'' and who is,
quote, ``secondary caregiver.'' It is an artificial distinction
that devalues the role of one parent compared to the other in
the early days of an infant's life. And currently
servicemembers who accept a long-term foster placement do not
receive any guaranteed paid parental leave, despite the obvious
need to spend time bonding with a foster child and helping them
adjust to their new home for the first few weeks after they
arrive.
That is why I introduced the Servicemember Parental Leave
Equity Act, which would ensure that all caregivers in the
military get access to 12 weeks of paid parental leave, whether
they are a birth parent or not. Paid family leave is critical
for the physical, mental, and psychological health of military
families who are welcoming new family members. The children of
servicemembers already face frequent moves and parents who work
long hours, have rigorous training requirements away from home,
and can be deployed for months or years on end, often to
dangerous locations.
Mr. Cisneros, as a veteran yourself I know you see first-
hand the pressures that military families face. Do you agree
that we can do more to promote the development, long-term
emotional health, and stability of military children?
Mr. Cisneros. Senator, thank you for your service and thank
you for this question and really your dedication to supporting
our military families. I do believe we can do more to support
or military families, and if confirmed, I am looking forward to
working with yourself as well as this committee to see how we
can further support our military families who sacrifice so much
and give up so much in order to support their servicemember,
their spouse who is serving our country, as well as, you know,
our military families are serving our country as well.
Senator Duckworth. Thank you. You know, we cannot change
all the operational requirements that take military parents
away from their children, but we can extent parental leave
benefits to give all parents, not just the ones who give birth
to the child, adequate time to bond with and care for their
children at the beginning of their parent-child relationship.
Research from many sources has consistently shown that this
early bonding time can lead to better developmental outcomes
for children in the long term as well as improve parent-child
relationships that can last for years. It is a foundation that
is especially important for a servicemember who may have to be
away from home later in their child's life.
As you said, if confirmed, I look forward to working with
you, Mr. Cisneros, to prioritize policies that improve the
health and resilience of military families.
Now helping military children should be motivation enough
to increase parental leave, but this policy will also, I
believe, bolster military recruitment. Mr. Cisneros, in your
written testimony, you stated recruitment and retention of top
military personnel is of great importance to both this
committee and the DOD. In order to recruit and to retain the
best and brightest, DOD must modernize its parental leave
policy to be more competitive with the private sector and to
remove some of the pressures that force dedicated
servicemembers to choose between serving their country or doing
right by their family.
Will you commit to exploring opportunities such as the
ideas contained in the Servicemember Parental Equity Leave Act
to expand the current parental leave policy to ensure that we
are recruiting and retaining talent?
Mr. Cisneros. Senator, thank you for that, and again, thank
you for all your work on this subject. I will commit that I am
open to looking at options about how we can better take care of
our servicemembers and their families and looking at all
options that will help with the recruiting and retention, and
definitely, you know, giving families time off during the birth
of a child is something that definitely needs to be looked at
and definitely trying to create a uniform policy throughout the
military, for all branches, is something that, amongst other
subjects, all different topics that I think is important that
we have. And again, if confirmed, I am committed to working
with you to see how we can develop options to better take care
of our families.
Senator Duckworth. Thank you. Well, it needs to cover more
than just the birth of a child but also adoptions and fostering
as well. Thank you, and I look forward to working to better the
lives of our servicemembers in the future.
I yield back, Mr. Chairman.
Chairman Reed. Thank you very much, Senator Duckworth. Now
let me recognize Senator Sullivan.
Senator Sullivan. Thank you, Mr. Chairman, and thank you to
our witnesses here. Congratulations on your nomination.
Mr. Del Toro, I appreciated our opportunity to have a good
discussion yesterday. Same with you, Mr. Connor, so thank you
for your time on that.
You know, these issues of culture in the Navy, I know
Senator Cotton raised a couple of issues. But I think it would
be good here if you could just clarify your intent to focus on
the Navy's core mission, which is to win and fight our
country's wars, if called upon to do so. Isn't that the main
mission of the U.S. Navy, U.S. Marine Corps?
Mr. Del Toro. Senator, I could not agree more. I mean, the
main mission of the Navy-Marine Corps team is to fight our wars
and maintain our peace and be as committed to that as humanly
possible. And let me thank you for your commitment to our
Nation's national security as well too, and also recognize your
commitment, as a White House fellow as well, too, and how you
have actually taken the lessons that you learned early on in
your career as White House fellow and applied them to these
important issues of national security to our Nation.
Senator Sullivan. Thank you. Well, I think just keeping
that core mission readiness, lethality, and if called upon to
go win--people do not like to say it--kill people, right,
destroy our enemies. That is what we need to do. Everything
else is collateral. We have got to keep that focus. So I
appreciate you maintaining that focus.
I want to talk about the Arctic. For a number of reasons,
our Pentagon--and this has been both parties, has kind of been
delinquent on recognizing the strategic importance, national
security, economic security, the people, who I happen to
represent, in Alaska. America is an arctic nation because of my
State. And the Pentagon has been slow to recognize this, slow
to recognize the challenges, slow to recognize the national
security, economic security dimension. This committee and the
Congress have been pushing the Pentagon leadership to wake up
to this big, important area of national security and great
power competition.
So, Mr. Del Toro, in January 2021, the Department of Navy,
the Navy published its Arctic strategy. The Air Force had done
this recently. The Army had done this recently. The Secretary
of Defense, Secretary Austin and Deputy Secretary Hicks
committed to me, in their confirmation hearings, to fully
resource the Arctic strategies of the different services,
including the Navy's.
So if confirmed, can I get your commitment to follow
through with the pledges made by the Secretary and the Deputy
Secretary to fully resource the Navy's Arctic strategy, and for
you, within 45 days, you and the CNO to come brief me on the
implementation of that strategy? This is very important.
Tomorrow the Secretary of the Army and the Chief of Staff of
the Army are coming in to brief me on the implementation of
their Army's Arctic strategy. It was a commitment the Secretary
of the Army made to me during her confirmation hearing. So I
would like to get that confirmation from you as well.
Mr. Del Toro. Senator, let me assure you that the Arctic
strategy is incredibly important to our national security. As
you well know, the Navy has operated in the Arctic for many,
many years. Our submarine forces, our Marine Corps forces
operate in the Arctic. It is incredibly important to our
economic security, and I pledge to you that within 45 days, if
confirmed, I will come back to you with the Navy's commitment
to the Arctic as well too, moving forward.
Senator Sullivan. Great. Well, part of that--and I
appreciate that--part of that plan is the Navy talks about it
will maintain an enhanced presence, strengthen cooperative
partnerships, adopt our naval forces for a Blue Arctic, do
freedom of navigation operations, not undersea ones--I
appreciate the submarine fleet, but FONOPS--and yet I would
like you to be able to brief me on how the Navy can achieve
these objectives without any icebreakers. We have two--one is
broken--for our Nation, without any Arctic deepwater ports and
without any ice-hardened surface ships.
Right now the Navy talks a big game, but literally has no
ability to execute its Arctic strategy. So I would like to be
able to make sure you would brief me on that within the next 45
days.
Mr. Connor, you made a commitment to me yesterday, I
appreciated it, on the Arctic deepwater port, to continue the
good progress that we have made between the Corps and the city
of Nome and the State of Alaska. Can I get your commitment, as
we talked about yesterday, to continue that? That is an
important element of our overall Arctic strategy, to have
infrastructure that can actually handle a Navy destroyer or an
icebreaker. Right now there is literally no port between
Anchorage and the Bering Strait that can do that. That is about
a 1,300-, 1,400-nautical-mile span of American territory. So we
need to change that. Can I get your commitment to continue the
progress the Corps and the State of Alaska made on that?
Mr. Connor. Senator, yes, you have my commitment to keep
working on that issue and the deepwater port. I understand the
expanse of Alaska, having been up there a number of times.
Chief's report authorization work is proceeding. I will
continue to work with you on that.
Senator Sullivan. Thank you very much. And, Mr. Chairman,
unless there are other witnesses----
Chairman Reed. There are.
Senator Sullivan. Oh, there are. Okay. I will submit
additional questions for the record, so thank you very much.
Chairman Reed. Thank you, Senator Sullivan, for your
graciousness. I appreciate it very much.
Senator Sullivan. Yes, of course.
Chairman Reed. Let me now recognize, via Webex, Senator
Rosen.
Senator Rosen. Thank you, Chairman Reed, and, of course,
Ranking Member Inhofe, for holding this hearing. We have got
lots to work on today but I would really like to thank Mr. Del
Toro for speaking with me yesterday, and I want to thank all
the nominees for your willingness to serve.
But Mr. Del Toro, I really want to speak specifically today
about Fallon Naval Air Station. Nevada is proud to host Fallon
Naval Air Station. It is home to Top Gun and our Nation's
premier carrier air wing, and the SEAL training center. Last
year, the Navy requested an expansion of over 600,000 acres of
Federal land, and over 65,000 acres of non-Federal land, which
would expand the Fallon training complex to 900,000 acres.
Federal land managers currently allow the public to access
much of the proposed expansion area for grazing, for hunting,
for mineral exploration, and geothermal development, and the
Navy's proposal would curtail many of those activities in
addition to restricting Tribal access to its really important
cultural sites.
So in fiscal year 2021 NDAA we included a provision that
Senator Masto and I put in, that we offered it mandates the
creation of an intergovernmental executive committee, or IEC,
to allow local, State, and Tribal governments this public forum
to collaborate, to communicate with the Navy and to give advice
on what we need to do, exchange all of that information. It is
really important to make sure that if we do expand that it is
done so in agreement with others.
And, of course, we do have to worry about modernization
requirements, and we have to keep up with emerging threats and
technologies. But I have to think about Nevada's natural
resources and our cultural resources.
Recently, however, the Navy sent over a legislative
proposal to this committee, which unfortunately, after having
some of these meetings, was identical to the request from last
year. It does not incorporate any of the suggested changes that
came out from the local stakeholders or the Nevada delegation.
So, Mr. Del Toro, as the Navy pursues modernization of the
range can you commit, if confirmed, to exchanging the
information, collaborating with our local, State, and Tribal
governments, all the relevant stakeholders, and be sure that
you will begin to incorporate these as you try to submit any
requests to this committee?
Mr. Del Toro. Senator, I want to make sure I am looking at
you. First of all, let me thank you, Senator, for your
commitment to national security. Fallon, Nevada, the base there
is incredibly important to our national security, for our naval
aviators, for our SEAL teams, and your commitment has been very
long, and we are very grateful to it.
It is incredibly important to expand that naval air
station, as you know, and the range, in order to accomplish our
national security mission. In doing so, it is also equally
important to respect the Tribes that have sacred lands there.
And I commit to doing all the things that you said, working
with the committee that was established, and I also look
forward to meeting with those Tribal leaders as well too. I am
not sure if they have actually ever met with the Secretary of
the Navy, but I commit to you that I will meet with them and
have these critical discussions. I think there are also
interagency discussions that need to be had, with the
Department of Interior, to try to correct the problem that you
mentioned, and I look forward to working with you and your
staff on all these issues, to make them right.
Senator Rosen. Thank you. And so I am hoping that, if
confirmed, you will submit a revised legislative proposal that
would incorporate the stakeholder input.
But briefly, in just the minute I have left, in 1959, the
Navy dropped live and inert ordnance outside of Fallon's B-19
range. We talked about this. Approximately 6,000 acres of land
was contaminated at the Walker River Paiute Tribe's
reservation. So if confirmed, will you commit to working with
me and the Nevada delegation to ensure that the Walker Paiute
Tribe is fairly compensated?
Mr. Del Toro. Senator, if confirmed, I fully commit to
working with you and your staff on this incredibly important
issue as well.
Senator Rosen. Thank you. I need to go vote, so I am going
to yield back my time. Thank you, Mr. Chairman.
Chairman Reed. Thank you, Senator Rosen, and to the
nominees, thank you for your testimony this morning. Thank you
for your public service, which is outstanding and
distinguished, and thank you for again committing to serve the
public.
And with that I will adjourn the hearing. Thank you.
[Whereupon, at 12:10 p.m., the hearing was adjourned.]
------
[Prepared questions submitted to Mr. Carlos Del Toro by
Chairman Reed prior to the hearing with answers supplied
follow:]
Questions and Responses
duties and responsibilities
Question. What is your understanding of the duties and
responsibilities of the Secretary of the Navy?
Answer. The Secretary of the Navy leads the Department of the Navy,
including his or her staff and the Navy Marine Corps team in all
matters as its Chief Executive Officer, responsible under Title 10 U.S.
Code 8013 and subject to the authority of the Secretary of Defense. His
or her principal functions include organizing, recruiting, supplying,
equipping, training, servicing, mobilizing, de-mobilizing, maintaining,
and construction, outfitting, and repair of military equipment,
buildings, and other real properties.
Question. What background and experience do you possess that render
you ``most highly qualified'' to perform such duties and
responsibilities?
Answer. I possess over 40 years of experience, leading
organizations in both the military and the private sector during times
of peace and war. My subject matter expertise in the Navy for 26 years
and my current experience as a Chief Executive Officer of a ``highly
successful'' small business for 17 years renders me ``most highly
qualified'' to serve as Secretary of the Navy.
Question. In particular, what management and leadership experience
do you possess that you would apply to your service as Secretary of the
Navy, if confirmed?
Answer. I would apply numerous and very diverse leadership and
management experiences to my service as Secretary of the Navy, if
confirmed.
I currently serve as a Chief Executive Officer of a small business
that I founded 17 years ago, providing program management services to
several federal agencies. As such, we serve as an extension of the
Government's Program Management Teams.
In the private sector, I have served on numerous Boards of
Directors and Advisory Boards that have gained me community service and
engagement experience relevant to serving as Secretary of the Navy, if
confirmed. I currently serve on the Stimson Board; the Virginia
Governor's Board of Visitors to Mount Vernon; and the Virginia
Committee on Higher Education Board of Visitors Appointments. I have
previously served on the Board of a Public University; the Foundation
Board of a Community College; and numerous other not-for-profit boards,
including Rappahannock Goodwill Industries and the DC Metro area
Juvenile Diabetes Research Foundation Boards.
During my tenure in the military, I gained extensive leadership and
management experience fulfilling responsibilities as:
1. The Senior Military Assistant in the Office of the Secretary of
Defense's Office of Program Analysis & Evaluation (now CAPE);
2. The Pre-Commissioning and later Commanding Officer of our
nation's then newest Arleigh Burke Destroyer, overseeing the
construction of the ship and initial training of the crew;
3. White House Fellow and Special Assistant to the Director of the
White House Office of Management & Budget, focused mostly on National
Security & International Affairs related agencies;
4. Director of Training for all Aegis Class Cruisers & Destroyers;
5. Executive Officer of a Cruiser stationed in Asia, operating
extensively with Japan and South Korean naval forces;
6. Program Manager of a satellite ground station;
7. Engineering Department Head aboard a destroyer and an aircraft
carrier during Operations Desert Storm, Desert Shield, and Provide
Comfort;
8. Division Officer at the end of the Cold War conducting anti-
submarine operations in the Mediterranean and Black Sea.
4. If confirmed, what innovative ideas would you consider
providing to the Secretary of Defense regarding the organization and
operations of the Department of the Navy?
As a veteran of the Armed Forces and as a small business owner, I
have come to understand that no matter what organization I have been
associated with, a critical review of an organizational structure,
policies, practices, and procedures can reveal areas that can be
improved upon to ensure the organization is operating effectively and
efficiently. Although I do not have any specific recommendations at
this time, I am interested in reviewing the effectiveness to the
Department's Programming, Planning, Budgeting, and Execution system to
determine if it is responsive and agile in the era of rapid technology
development to support the Department of the Navy. If confirmed, I
would like the opportunity to thoroughly review the Department of the
Navy's organizational structures, policies, practices and procedure
prior to making any specific recommendations.
In its 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.''
Question. If confirmed, specifically what would you do to ensure
that your tenure as Secretary of the Navy epitomizes the fundamental
requirement for civilian control of the Armed Forces embedded in the
U.S. Constitution and other laws? (DUSN)
Answer. One of the foundational elements and attributes of the
United States military has been the establishment of a non-partisan
culture that carries out and executes the orders as directed by the
civilian leadership of the military. Ensuring we maintain this non-
partisan culture, focused on respect, dignity, and unity of action, in
the defense of this Nation, is critical in ensuring our military
remains one of the most well respected military forces in the world.
Should I be confirmed, I will work closely with the Chief of Naval
Operations, the Commandant of the Marine Corps, and the civilian
leadership of the Department's staff to continue to build upon,
reinforce, and strengthen these foundational elements to ensure our
marines and sailors have the trust and confidence of the leaders and
institutions that direct them.
Question. What do you consider to be the most significant
challenges you would face if confirmed as Secretary of the Navy?
Answer. I believe our most significant challenge is the long-term,
strategic competition with peer competitors, China and Russia. This
long-term challenge is complicated by enduring and emerging threats
causing episodic disruptions in the international order by other state
and non-state actors. If confirmed, I will lead the Department in
accelerating its progress to align strategy to mission; match resources
to strategy; adapt existing systems, develop new systems, and
demonstrate new ways to use them in order to increase awareness,
accelerate decision making and disrupt our adversaries, and deter or
defeat, if necessary, this broad range of threats.
Question. What plans do you have for addressing each of these
challenges, if confirmed, and on what timeline?
Answer. Deterring Russia and China is a critical national security
priority, requiring a robust ``Joint Force'' approach. The Navy and
Marine Corps have been pursuing a force structure to protect and defend
our national interests with a clear-eyed focus on China and Russia. If
confirmed, to increase awareness, accelerate decisions and disrupt our
adversaries, I will lead the Department's efforts to align and execute
our maritime strategy in support of our national security interests as
defined by the President and the Secretary of Defense. I will then
match resources to that strategy. The Department of the Navy is also
uniquely positioned to foster and develop cooperation with our allies
and international partners as part of that strategy. Historically, the
Naval Services have been a major contributor to global diplomacy. If
confirmed, I will fully support the Secretary of Defense's efforts in
cooperation with the State Department to build new relationships and
strengthen existing ones in the pursuit of national security. I will
also master the data and technology space and leverage accelerated
prototyping, experimentation and acquisition to rapidly develop the
required systems and capabilities to disrupt our adversaries' ability
to affect the battle space.
national defense strategy
Question. The 2018 NDS prioritizes ``great power competition and
conflict'' with China and Russia as the primary challenges with which
the United States must contend, while also recognizing the need to
deter and counter rogue regimes like North Korea and Iran, and moving
to a ``more resource sustainable'' approach to counterterrorism.
In your view, what, if any, changes should be considered in
reshaping the NDS, taking into account developments since 2018?
Answer. The 2018 NDS identified China and Russia as our strategic
competitors and the focus of its implementation. The President and
Secretary Austin have affirmed those priorities, which I fully support.
Recent challenges, such as the coronavirus pandemic and extreme weather
events related to climate change highlight the importance of Defense
Support to Civil Authorities (DSCA) and a whole of government approach
to national security issues. Secretary Austin has emphasized the
importance of DSCA moving forward and I see DSCA as a critical enabler
to any U.S. response to a future pandemic or other large-scale
catastrophe.
Question. In your view, how should the Coast Guard factor into NDS
implementation?
Answer. The Coast Guard is a naval service and an important partner
that brings important law enforcement authorities to the high seas.
Together we provide unique and complementary capabilities and
capacities to secure our maritime interests at home and abroad. If
confirmed, I will continue the work already in place with the
Department of Homeland Security and the Commandant of the Coast Guard
to ensure effective inter-operability and continued cooperation.
Secretary of Defense Austin has announced that the Department will
conduct a Global Posture Review to assess requirements for military
capability.
Question. If confirmed, what role would you expect to play in that
review?
Answer. I understand that the Department of the Navy has been
actively involved in the ongoing Global Posture Review, and is
participating in the supporting analyses and decision forums. Should I
be confirmed as Secretary, I will make it a priority to become fully
informed on this effort to guide the Department's continued engagement
in the GPR, providing our naval warfighting perspective and helping to
constructively shape future force posture decisions in support of Navy
and Marine Corps requirements for great power competition.
navy and marine corps readiness
Question. How would you assess the current readiness of the Navy
and Marine Corps --across the domains of materiel and equipment,
personnel, and training--to execute their required missions?
Answer. I am confident that the Navy and Marine Corps team stands
ready today to execute their missions, deter conflict in any domain,
and if necessary, fight and win against any challenger. I recognize
readiness challenges exist and the Services are working through the
backlogs in maintenance, modernization, and procurement. My
understanding is that the Navy and Marine Corps are making steady
progress in recovering from and responding to these readiness
challenges, in addition to modernizing and transforming the force in
ways that most effectively meet the demands of strategic competition to
execute the defense strategy. If confirmed, ensuring that our sailors
and marines have the materiel, equipment, and training to execute their
missions will be one of my top priorities.
Question. In your view, what are the priority missions for which
current and future Navy and Marine Corps forces should be trained and
ready in the context of day-to-day activities, as well as for
contingencies?
Answer. Maintaining the nation's advantage at sea remains the most
important peacetime and warfighting mission. It requires generating
integrated all-domain naval power, strengthening alliances and
partnerships, prevailing in day-to-day competition, controlling the
seas to deny the objectives of our adversaries, and modernizing the
future force. However, the threats to global security are rapidly
changing and no longer limited to conventional warfare. Pandemics and
other biological risks, the escalating climate crisis, cyber and
digital threats, international economic disruptions, protracted
humanitarian crises, violent extremism and terrorism, and the
proliferation of nuclear weapons and other weapons of mass destruction
all pose profound and, in some cases, existential dangers. The Navy and
Marine Corps play an active role within the Joint Force in responding
to all of these threats in order to defend our national security
interests. The Navy and Marine Corps team also needs to be trained and
ready to support global security missions, to include humanitarian and
pandemic response, tackling the climate crisis, enhancing diversity
within our force, and protecting economic trade across free and open
seas.
Question. If confirmed, how would you prioritize maintaining
readiness in the near term, as compared to modernizing the Navy and
Marine Corps to ensure future readiness?
Answer. If confirmed, I plan to work closely with the Chief of
Naval Operations and the Commandant of the Marine Corps to find the
best balance of investments across readiness, capability, capacity, and
taking care of our people. All are critical priorities to defend our
nation - we cannot field a hollow force. The operating environment of
the future will likely not afford us the luxury of time to project
force, so having modernized forces in the right places, sufficient size
and readiness will be the key to sustaining deterrence, maintaining the
peace, and if deterrence fails, then fighting and winning. If
confirmed, I will seek risk analysis and assessments to make strategy-
driven, data-informed decisions on where risk can be managed and
accepted.
Question. Does the Department of the Navy have the requisite
analytic capabilities and tools to support you, if confirmed as the
Secretary of the Navy, in measuring its readiness to execute the broad
range of potential Navy missions envisioned by 2018 NDS and associated
operational plans--from low-intensity, gray-zone conflicts to
protracted high intensity fights? Please explain your answer.
Answer. I understand that the Tri-Service Maritime Strategy titled
``Advantage at Sea'' builds on the National Defense Strategy and
provides guidance to the Navy, Marine Corps, and Coast Guard for the
next decade to prevail across a continuum of competition, from day-to-
day competition to being in crisis to times of conflict. If confirmed,
I will fully familiarize myself with the Department's analytic
capabilities and tools in measuring readiness and the ability to
execute missions. In addition, I will work closely with the Department
of Defense to fully leverage analytic capabilities and tools across the
Joint Force. If adjustments are needed, then it will be my
responsibility to ensure the Department develops these capabilities, in
partnership with the Department of Defense, to ensure we can make
strategy-driven, data-informed decisions across the continuum of
competition.
Question. To what extent has Optimized-Fleet Response Plan (O-FRP)
been successful in stabilizing rotational deployments and making them
more predictable?
Answer. As I understand it, OFRP has been generally successful in
generating forces in a more stable, predictable, sustainable, and
disciplined manner. In addition, I understand that the Chief of Naval
Operations directed an assessment of the Navy's force generation model
in 2019. My understanding is that this assessment re-validated OFRP as
a sound construct. I am aware of challenges to OFRP due to high
operational tempo and ship maintenance delays, and that the Navy is
aggressively working to improve on-time maintenance. If confirmed, I
plan to work closely with the Navy to regularly assess OFRP - making
improvements as needed.
Question. Given the current operational tempo, are the Navy and the
Marine Corps able to maintain desired dwell ratios?
Answer. It is my understanding that over the last year, the COVID-
19 pandemic and Combatant Commander demand for forces necessitated
multiple extended Carrier Strike Group deployments. I know from my own
military experience that this results in increased stress on the force,
including impacts to maintenance schedules, training, and quality of
life for sailors and their families. If confirmed, I will work closely
with the Office of the Secretary of Defense, and the Navy and Marine
Corps to assess and attempt to improve dwell ratios while continuing to
assess and meet the demands of the Global Force Management Allocation
Plan. We will additionally adjust based on the outcome of the
Department of Defense's ongoing review of global force posture.
national security budget
Question. In its 2018 report, the National Defense Strategy
Commission recommended that Congress increase the base defense budget
at an average rate of three to five percent above inflation through the
Future Years Defense Program (FYDP). The President has released the DOD
budget for fiscal year 2022 which would not provide such an increase,
but would be essentially flat.
Question. If confirmed, by what standards would you measure the
adequacy of funding for the Department of the Navy?
Answer. If confirmed, I would measure the adequacy of the
Department's funding by our ability to meet the mission of the
Department to recruit, train, equip, and organize to deliver combat-
ready naval forces to win conflicts and wars while maintaining security
and deterrence through sustained forward presence. Fundamental to
measuring adequacy of funding is analyzing, assessing, and measuring
risk so we can make informed recommendations as we develop each budget.
Question. Do you believe that the Navy and the Marine Corps require
3-5% real budgetary growth through the FYDP to implement the NDS
effectively? Please explain your answer.
Answer. Recent testimony by the Chief of Naval Operations and the
Commandant of the Marine Corps highlighted the key factors the Navy and
Marine Corps face in sustaining and modernizing the naval power
necessary to address the potential challenges posed by our nation's
strategic competitors. If confirmed, I will work closely with the
Service Chiefs to understand the resource requirements generated from
their classified analysis and to examine opportunities for reform and
efficiency to maximize the return for every dollar received. The
President's Interim National Security Strategy commits to ensuring our
armed forces are equipped to deter our adversaries and to defeat
emerging threats. Secretary Austin has committed to matching resources
to strategy. Numerous strategic reviews are on-going and Secretary
Austin has announced his intent to develop a National Defense Strategy
that supports President Biden's strategy. If confirmed, I will work to
ensure the Department of the Navy fully supports Secretary Austin's
direction for a more integrated Joint Force that leverages our allies
and partners while also ensuring that appropriate funding for unique
naval contributions to our Nation's defense are prioritized within our
budget requests.
Question. Given the President's Fiscal Year 2022 Budget request,
will the Navy and Marine Corps be adequately funded to fight one major
power rival, while maintaining deterrence and stability in other
regions of the world? Please explain your answer.
Answer. The Fiscal Year 2022 President's Budget resources the
capabilities most needed for strategic competition and drives
investments that advance key priorities to defend the Nation, take care
of our people, and succeed through teamwork. I agree with Secretary
Austin that the fiscal year 2022 budget request reflects a commitment
to continued U.S. naval dominance, including a properly sized and well-
positioned defense industrial base. Today, the Navy and Marine Corps,
as part of the Joint Force, stand ready to deter conflict in any domain
and, if necessary, to fight and win against any challenger. Much has
changed since I served in uniform; if confirmed, I will work closely
with the Service Chiefs to understand the classified analysis that
informs future budget requests and ensure that we remain the world's
preeminent naval power.
Question. Given the President's Fiscal Year 2022 Budget request,
will Navy and Marine Corps' budgets be adequate to execute operations,
maintain readiness, procure needed weapons and equipment, modernize
capabilities, and sustain sailor, Marine, and family quality of life?
Please explain your answer.
Answer. As I currently understand, the Fiscal Year 2022 President's
Budget is sufficient to meet current mission requirements. Developing a
properly prioritized balance between readiness, modernization and
capacity, while ensuring a healthy defense industrial base, will be
critical in future budgets as the Department keeps pace with China and
its regional ambitions. If confirmed, I will be a strong advocate for
the resources needed to sustain naval forces and will work with the
Secretary and Deputy Secretary of Defense and the Service Chiefs to
strike the correct balance in our investments.
Section 222a of title 10, U.S. Code, provides that not later than
10 days after the President's submission of the defense budget to
Congress, each Service Chief must submit to the congressional defense
committees a report that lists, in order of priority, the unfunded
priorities of his or her armed force.
Question. If confirmed, would you agree to support the Chief of
Naval Operations and the Commandant of the Marine Corps in providing
their unfunded priorities lists to Congress in a timely manner?
Answer. Yes.
alliances and partnerships
Question. Mutually beneficial alliances and partnerships are one of
our greatest comparative advantages in competition with near-peer
rivals.
What do you see as the role of the Department of the Navy in
building relationships and interoperability with allies and partners?
Answer. In order to meet today's and tomorrow's challenges, we must
have allies and partners who are aligned with our national security
objectives and interoperable with our own maritime forces. The
Department of the Navy should work closely with allies and partners
through bilateral and multilateral engagements to strengthen their
maritime capabilities and to increase our ability to operate
effectively together to deter threats and defeat our adversaries. The
Department of the Navy has many tools available to strengthen
relationships with allies and partners and to ensure the United States
is and remains their security partner of choice in the face of growing
foreign influence from our strategic competitors, especially China.
Question. If confirmed as Secretary of the Navy, what specific
actions would you take to prioritize and strengthen existing U.S.
alliances and partnerships, build new partnerships, and take advantage
of opportunities for international cooperation?
Answer. If confirmed, I will focus the Department of the Navy's
security cooperation efforts on strengthening our maritime partnerships
and alliances, and empowering allies and partners to improve their
maritime capabilities as well as to increase their interoperability
with us and among one another. Through a range of Security Cooperation
opportunities--bilateral and multilateral exercises; cooperative
deployments, key leader engagements, support to armament cooperation,
and training and education of and with our partner and allied military
personnel--we can strengthen our partnerships and enable our allies and
partners to face regional and global threats alongside our own maritime
forces. Using these and other means, we can also build new partnerships
with others and enable them to contribute to our collective effort to
deter threats and counter our strategic competitors.
Question. What would you do, if confirmed, to support the seamless
integration of partner nations within the National Technology and
Industrial Base (NTIB)?
Answer. It is my understanding that the defense industrial base
relies on both domestic production and material and components from
other nations within the National Technology and Industrial Base
(NTIB), and that the Navy is responsible to ensure programs are
procured in a cost efficient manner while also ensuring that critical
industrial capabilities are maintained domestically or within the NTIB
for national security purposes. If confirmed, I will be a strong
advocate for cooperative programs between the DoD and partner nations
within the NTIB in order to accomplish the Navy mission.
indo-pacific region
Question. What are the key areas in which the Department of the
Navy must improve to provide the necessary capabilities and capacity to
the Joint Force to deter Chinese aggression and, if necessary, prevail
in a potential conflict with China?
Answer. China continues to develop sophisticated military
capabilities to include surface, air, and undersea platforms, while
demonstrating aggressive behavior that flouts the rules-based order,
and threatens regional stability and security. Meeting this challenge
will require a combination of greater investment and increased actions:
Investment in modernization of weapons and systems; force posture
assessment and infrastructure investment; focusing priorities to the
Indo-Pacific region; and continued engagement with allies and partners.
If confirmed, I will lead the Department of the Navy's efforts to
support the joint force to meet the challenges presented by China. I
pledge to work with the Congress to develop, field, and maintain a
robust, integrated Navy and Marine Corps team of combat-ready forces.
Question. How would you assess the threat to Navy forces and
facilities from Chinese missile forces? In your assessment, have Navy
investments, posture shifts and/or new operational concepts
sufficiently addressed this threat?
Answer. I would assess it as significant. However, a more detailed
response to this question requires specific information to which I do
not currently have access. I am aware that China continues to develop
and field sophisticated military capabilities to include an
increasingly sizable and sophisticated conventional missile force. It
is my understanding that the Navy and Marine Corps are increasing
emphasis on controlling the seas in conflict to provide joint and
allied forces with the freedom of maneuver to protect our national
interests. If confirmed, I will make it a priority to thoroughly
examine this topic in order to make informed decisions and
recommendations to the Secretary of Defense.
Question. In your assessment, what are the priority investments the
Department of the Navy could make that would help implement the NDS in
the Indo-Pacific?
Answer. I believe conducting forward operations; gaining greater
access to operational and logistics bases and gaining the right force
posture in Indo-Pacific region are essential to preserving the
international order and maintaining our deterrence position.
Investments in a relevant force structure with the right capabilities
and capacities to deter and defeat adversaries are also critical. In
addition, we must prioritize the training and exercising of naval
forces, especially in concert with regional allies to establish
strategic maritime partnerships and enhance interoperability with our
allies in support of a free and open system in the Indo-Pacific.
Question. What is your current assessment of the risk of
operational failure in a conflict with China as a result of a critical
logistics failure?
I am unable to address the specific operational risks in a conflict
with China; however, I recognize that our logistics capabilities and
capacity are critical to any successful campaign and especially in a
denied environment against peer competitors. Assessing naval logistics
capabilities in support of naval and joint operations will be one of my
top priorities if I am confirmed.
europe
Question. What are the key areas in which the Navy must improve to
provide the necessary capabilities and capacity to the Joint Force to
deter Russian aggression and, if necessary, prevail in a potential
conflict with Russia?
Answer. Russia remains determined to enhance its global influence
and play a disruptive role on the world stage. As it continues to
develop its military capabilities, the Russian pattern has been to
apply military force and coercion to destabilize international order.
In the face of strategic challenges from an increasingly
destabilizing Russia, we will assess the appropriate structure,
capabilities, and sizing of the force, and, working with Congress,
shift our emphasis from unneeded legacy platforms and weapons systems
to free up resources for investments in the cutting-edge technologies
and capabilities that will determine our competitive advantage in the
future.
Question. In your view, are there investments the Navy should
prioritize for the competition with Russia below the level of direct
military conflict in order to counter Russian malign influence and
hybrid warfare operations?
Answer. I do not yet have access to information necessary to make
these assessments at this time. I am aware that the maritime domain is
particularly vulnerable to malign behavior below the threshold of war
and our competitors are exploiting new approaches to advance their
interests, to include using social media, infiltrating global supply
chains, and leveraging space and cyber. I believe it is important that
we recognize these threats and compete in these spaces. If confirmed, I
will make it a priority to thoroughly examine this topic in order to
make informed decisions and recommendations to the Secretary of
Defense.
acquisition
Question. Congress expanded and refined the acquisition-related
functions of the Chief of Naval Operations, the Commandant of the
Marine Corps, and the other Service Chiefs.
If confirmed, how would you synchronize your acquisition-related
responsibilities and those of the Assistant Secretary of the Navy for
Research, Development, and Acquisition, with those of the Chief of
Naval Operations and the Commandant of the Marine Corps?
Answer. It is my understanding that the Department of the Navy's
acquisition process is codified in the Department of the Navy's Gate
Review process, which leverages the authority and expertise of the
Assistant Secretary of the Navy for Research, Development, and
Acquisition (ASN RD&A), the Chief of Naval Operations and the
Commandant of the Marine Corps to provide for the warfighting needs of
sailors and marines. This collaboration enables the accurate
translation of warfighting requirements into technical requirements
that are executable and affordable. If confirmed, I will work with the
key stakeholders within the Department to ensure that the Gate Review
process effectively manages the trade-offs between requirements, cost,
schedule, technical feasibility, and total ownership cost and ensure
accountability in DON acquisitions.
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.
Question. In your view, what benefit has the Department of the Navy
derived from its utilization of Section 804 authority?
Answer. The speed of technology development today is greater than
any point in our history. As I understand it, Section 804 authorities
provide the Department the authority to conduct middle-tier
acquisitions through specially tailored requirements and acquisition
processes. It enables the Department to accelerate the prototyping of
selective technologies or equipment to inform requirements,
acquisition, and concepts of operations as well as rapidly field
systems where the requirements and capabilities are mature. As a
result, I understand that the Department has been able to accelerate
the development of capabilities in advance or parallel to the
development of the formal requirements, enabling learning at the speed
of relevance to meet emerging threats.
Question. What risks accrued?
Answer. As I have come to understand, the use of Section 804
authorities does not add risk to the acquisition process or program as
the Department continues to ensure these efforts are managed properly.
By prototyping early in the development of requirements, and in some
cases, building a small quantity rapidly, Middle Tier of Acquisition
has the opportunity to reduce risk versus a traditional acquisition
approach in which technologies are not proven until major resources are
committed. If confirmed, I am committed to ensuring that the Department
judiciously use authorities such as Section 804, consistent with
Congressional direction and the Department's review and oversight
processes.
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 be committed to continuing appropriate
oversight of Middle Tier of Acquisition Programs in alignment with the
intent of Congress and OSD policy. This includes a focus on ensuring
programs entering into Middle Tier of Acquisition are using the
appropriate adaptive acquisition pathway, management rigor is
maintained, and lessons learned continue to be shared across the
Department's enterprise.
Question. What best practices can the Navy and Marine Corps employ
to generate realistic and technically achievable specifications,
particularly in sophisticated, rapidly-evolving technical areas such as
cybersecurity, hypersonics, and artificial intelligence?
Answer. I believe the Department must continue to leverage the
entire Research Development Test & Engineering enterprise to develop
realistic specifications in rapidly-evolving areas as cybersecurity,
hypersonics, and artificial intelligence. Ensuring close collaboration
between the requirements, technical, and acquisition teams will enable
the Department to develop technically achievable capabilities for the
Navy and Marine Corps. If confirmed, I will continue to review best
practices and leverage the work of the S&T enterprise to reach the most
promising technologically advanced solutions at pace to meet warfighter
need.
Question. In your view, would the Navy and/or Marine Corps derive
benefit from participating in a greater number of joint acquisition
programs? Please explain your answer.
Answer. I believe that where there are common requirements that
meet Service specific needs, Joint programs can save money by
eliminating duplicative research, development, test, and evaluation and
by realizing economies of scale in procurement, operations and support.
I believe the DON should consider all options when establishing new
acquisition programs, including joint solutions with other Services. If
confirmed, I will work to ensure the Department of the Navy pursues
opportunities to participate in Joint Programs where the Services
involved have studied their requirements and determined that
requirements are well aligned.
One long-standing special civilian personnel management program is
the DOD Civilian Acquisition Workforce Personnel Demonstration Project
(commonly known as AcqDemo).
Question. Should AcqDemo continue as a temporary authority or be
made a permanent program?
Answer. Highly educated, skilled, and experienced acquisition
professionals are key to providing the warfighters the products they
need to compete and win. In my view the flexibilities inherent in
AcqDemo, such as simplified hiring processes and job classifications,
help the Department achieve its mission by ensuring there is a highly
qualified workforce able to respond to evolving mission needs. If
confirmed, I will consult with organizations currently using this
authority and work with Congress to ensure the Department has the
necessary tools to recruit and retain a professional acquisition
workforce to support Navy programs.
Question. In either case, should AcqDemo be expanded?
Answer. If confirmed, I will consult with the Under Secretary for
Personnel and Readiness as well as organizations currently using this
authority and work with Congress to ensure the Department has the
necessary tools to recruit and retain a professional acquisition
workforce to support Navy programs.
Question. If confirmed, what steps would you take to ensure that
the Department of the Navy has an acquisition workforce of the size and
capability required?
Answer. It is my understanding that the Navy has developed an
Acquisition Workforce Strategic Plan that establishes the vision for
shaping the future acquisition workforce. If confirmed, I will review
this plan to ensure the Navy has the necessary tools to attract,
develop, retain, and incentivize a diverse workforce. Leveraging
commercial best practices, existing hiring authorities, and data-driven
solutions, as well as modern training tools, expanded training
opportunities and increased experiential learning will be essential to
meet current and future workforce needs.
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. It is critical that weapons systems and equipment undergo
rigorous testing to certify their safety, effectiveness, and
suitability for operational use. It is my understanding that the
Department of Defense has an Urgent Capability Acquisition process to
fulfill urgent operational needs, as in the case of impending or
ongoing conflict, with minimal testing. If confirmed, I will ensure
Navy weapons systems are thoroughly tested and evaluated to meet the
needs of the warfighter.
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. If confirmed, I will continue to strengthen the
Department's efforts to ensure developmental and operational test and
evaluation communities are fully integrated into rapid acquisition and
streamlined acquisition processes. These communities play an important
role in supporting streamlined acquisition processes by informing
program decisions and ensuring these systems are tested and evaluated
according to their intended use. If confirmed, I will make informed
program decisions based on system performance data, and that risks are
clearly documented and understood.
Question. Are you satisfied with Department of the Navy test and
evaluation capabilities?
Answer. It is my understanding that the Navy is continuously
assessing the adequacy of test and evaluation capabilities to support
current and future acquisition programs. The Navy has significant
critical test capabilities that must be maintained, but as new
technologies mature into programs of record there will be a need to
invest in new capabilities. Prioritization and balancing legacy and
future test requirements will continue to be a challenge. If confirmed,
I will leverage existing forums and processes such as budget
development, acquisition program reviews, Navy/Joint test and
evaluation investment processes, to identify test capability gaps and
make informed investment decisions.
Question. In which areas, if any, do you feel the Navy should be
developing new test and evaluation capabilities?
Answer. In my view, the Navy must continue to make investments
across the enterprise in modeling and simulation test capabilities that
will support collecting performance data earlier in the acquisition
process and build a more efficient and effective approach to test and
evaluation. The Navy needs to continue to make investments in
cybersecurity test capabilities, directed energy and autonomy. If
confirmed, I will support continued investment in the modernization of
legacy test capabilities to ensure they are ready and adequate to
support customer requirements.
audit
Question. Do you support efforts to drive the Navy to obtain a
clean financial audit opinion?
Answer. I absolutely support the requirement for the Department of
the Navy to obtain a clean financial audit opinion. Annual financial
statement audits enhance transparency, validate an organization's
accountability of the resources entrusted to it, and drive business
process efficiencies and stronger internal controls. If confirmed, I
will support efforts that push the Department of the Navy to earn and
sustain a clean audit opinion.
Question. Do you think the Navy should invest funding as needed in
audit activities and audit remediation activities to achieve the goal
of obtaining a clean financial audit opinion?
Answer. I support the Department of the Navy obtaining a clean
audit opinion. My experience in the business world, where my company
had a long history of clean audits, provides me practical, first-hand
experience in the process of undergoing an audit and obtaining an
opinion. Audit and the outcomes of a clean financial audit opinion--
improved and more efficient business processes, better internal
controls, data-driven decision making, and sustained effective
stewardship of our resources--pays dividends beyond the financial
management and comptroller organizations. If confirmed, I will ensure
the Department of the Navy makes additional investments to drive
necessary business process re-engineering and system modernization
efforts to correct audit findings. My experience shows me there will be
a positive return on investment from obtaining a clean audit opinion.
Question. If confirmed, how would you hold Department of the Navy
civilian and military leadership accountable for achieving Navy and
Department audit goals?
Answer. If confirmed, I would hold leaders and process owners
accountable for audit progress by having clearly stated, prioritized,
and actionable remediation plans and goals. My ``tone-from-the-top''
would make it clear that I expect leaders to use audit and audit
remediation as management tools to pinpoint and fix our problem areas.
I intend to use robust governance, data supported metrics, and frequent
performance assessments/metrics to hold leaders and process owners
accountable for audit progress. What gets measured also gets done, so
if confirmed, I will monitor and push for progress by using and
emphasizing metrics that enable the Department to quantify progress
throughout the year.
reform of dod business operations
Question. What ideas would you explore and implement, if confirmed,
further to reform the Navy's business operations?
Answer. If confirmed, I will explore lean and agile governance to
remain ahead of rapid technological advances, enabling immediate access
to enterprise data for informed decision-making, and measuring
performance based on mission-derived outcomes. I will leverage business
intelligence and data analytics tool to ensure all business decisions
are data driven, derived from information collected, stored, and
managed from a secured and centralized platform. I would develop a plan
to sunset all redundant business capabilities and transition to a
dynamic visualization platform. I will invest in the modernization of
technologies, skills and processes such as advanced data analytics,
cloud computing and continuous process improvement to keep pace with
our business partners, our allies and our adversaries. This approach
will enable a continuous performance improvement loop where we design,
measure, analyze, and improve upon established performance objectives.
It is vital that this living management framework be agile enough to
maintain alignment with evolving technology.
Question. Why is the reform of business operations relevant to Navy
missions, in your view?
Answer. The need to reform our business processes and respond with
urgency to emerging global events is inextricably driven by the Navy
and Marine Corps missions to maintain, train and equip combat-ready
naval force that is capable of winning wars, deterring aggression and
maintaining freedom of the seas. Just as we modernize the naval
warfighting strategies, our business operations need to be relevant,
and agile enough to support the combat-ready sailors and marines.
safety
Question. The Department of the Navy continues to experience non-
combat related injuries, fatalities, and mishaps that undermine its
ability to execute mission-critical taskings, even when its sailors and
marines are successfully trained.
Answer. What specific steps would you take, if confirmed, to ensure
that all Department of the Navy personal are protected from coercion,
discrimination, or reprisal for reporting mishaps, hazards, and near
misses?
Developing and implementing a culture of safety is paramount in the
military to identify, and put into place, mitigations to reduce or
eliminate safety risks to personnel and/or equipment. From my
experience as a Commanding Officer of a Navy ship, I fully understand
the risks to our sailors and marines. The environment we ask our
sailors and marines to operate in is dangerous. Critical and honest
feedback is vital in an organization that values safety. Any attempts
to coerce, discriminate, or retaliate against individuals that report
mishaps, hazards, or near misses should be dealt with aggressively and
swiftly to remove that bias from the organization. If confirmed, I will
conduct a thorough review the Department's safety policies, practices,
and reporting procedures to ensure there is a consistent standard and
means for our sailors, marines, and civilians to report safety issues
across the Department.
Question. What is your understanding of the root causes and
corrective actions related to the tragic sinking of an Amphibious
Assault Vehicle in July 2020, as well as the June 2017 and August 2017
collisions of USS Fitzgerald and USS John S. McCain?
Answer. My understanding is that root causes related to these
incidents were associated with materiel readiness of the equipment,
inadequacy of the training and certifications, and a false sense of
urgency to complete assigned tasks. All three of these mishaps were
completely avoidable and should never have happened, and in my view,
directly represent a failure of leadership (across all echelons) to
ensure the safety of their units. My understanding is that both the
United States Marine Corps and United States Navy have conducted a
thorough review of these mishaps and have implemented recommendations
to strengthen training and certifications, reinforced or implemented
new procedures to report safety issues, mishaps, or near misses, as
well as, reviewed materiel issues that may have contributed to the
mishaps. If confirmed, you have my commitment to work with the Chief of
Naval Operations and the Commandant of the Marine Corps to review the
Department's safety culture, practices, and procedures to ensure there
is a clear understanding of roles and responsibilities, a consistent
standard, and the means of reporting across the Department to capture
critical feedback from our sailors and marines.
cost of recapitalizing the fleet
Question. Despite the Navy's existing 355-ship requirement and
Secretary Esper's goal of having a fleet of 400-500 ships, the Navy is
currently operating with approximately 297 battle force ships.
Additionally, the Congressional Budget Office (CBO) concluded that the
Navy has underestimated recent shipbuilding costs.
How would you characterize the risks to NDS implementation posed by
the current shortfall in battle force ships and tactical aircraft?
Answer. Having the right amount of battle force ships and tactical
aircraft is an important component to achieving Navy and Marine Corps
goals in support of the President's Interim National Security Strategy
objectives. Our peer competitors are expanding their naval forces as
well as their global reach and areas of operation. It is my
understanding that the Navy's goal for its future fleet structure is an
innovative, distributed architecture, to include a combination of
manned ships and unmanned vessels. I also understand the Navy is
exploring alternative ``future fleet'' designs that support the NDS. If
confirmed, I look forward to working with the Secretary and Deputy
Secretary of Defense, the Chief of Naval Operations, the Commandant of
the Marine Corps, and the Congress on this effort.
Question. Do you agree with CBO's assessment that there is
significant cost risk associated with the Navy's shipbuilding plan?
Answer. It is my understanding that there is cost risk associated
with any procurement program, particularly those that incorporate new
designs and capabilities. I further understand that the Navy and CBO
use different estimating methods and make different assumptions about
the design and capabilities of some future ships, which have resulted
in higher cost estimates from CBO. If confirmed, I will work to better
understand the two different cost-estimating practices and reconcile
these differences, to ensure the Department is accurately capturing
cost risk to procurement programs.
Question. What adjustments to individual shipbuilding programs are
necessary and appropriate to reduce the risk of erosion in cost,
schedule, or performance?
Answer. While each shipbuilding program is unique, eliminating
erosion in cost, schedule, or performance requires a properly
structured acquisition strategy, a fair and reasonable contract, and
stability in shipbuilding planning and budgets. If confirmed, I will
work to ensure the Navy leverages all existing authorities to develop
acquisition strategies appropriate to the specific shipbuilding
program, including Multi-Year Procurement and Economic Ordering
Quantity funds. In addition, I will support efforts to drive workload
stability and predictability for the shipbuilding industrial base and
execute supplier development efforts as directed by Congress.
Question. To reduce the operational risk?
Answer. In my view, improving on-time delivery of ships is
essential to reducing operational risk. It is my understanding that the
Navy is working with the shipbuilding enterprise to identify areas for
improvements in the shipbuilding yards, such as capital expenditure for
facility improvements, workforce development and producibility
improvements in manufacturing, to increase on-time performance trends.
If confirmed I will support these efforts to increase productivity in
both public and private shipyards.
improving government technical control in shipbuilding
Question. A June 2018 Government Accountability Office (GAO) report
found that the last eight combatant lead ships cost a total of $8
billion more than the initial budget; were delivered at least six
months late; and were marked by dozens of deficiencies. As an example,
the first procurement dollar for the Ford-class was spent in 2001.
Twenty years later, construction on the lead ship is $2.8 billion over
the original budget estimate, the ship was delivered 20 months late,
and remains incomplete.
Do you believe acquisition performance on recent lead ships has
been satisfactory?
Answer. Although I understand that lead ship development in any
class comes with complex challenges in technology development and
integration, design, ship construction, and testing, I believe that the
Department must do better. It is my understanding that the Department
is addressing these challenges through processes that leverage the
expertise of the requirements and acquisition communities to reduce
overall risk and improve business cases for upcoming lead ships, and
through designation of Senior Technical Authorities to provide
oversight and risk management of new classes of ships. If confirmed, I
will continue to build on these efforts to improve performance and
establish more effective processes for working with industry to deliver
capability to the Fleet.
Question. In a March 27, 2019 hearing before the Seapower
Subcommittee of the Senate Armed Services Committee, the Assistant
Secretary of the Navy for Research, Development, and Acquisition
acknowledged the challenges of building lead ships and highlighted four
initiatives to improve performance: (1) better integration of
requirements and acquisition; (2) improved sub-system prototyping; (3)
matching necessary government talent to program needs; and (4)
investing in the right technologies.
Where does the Department of the Navy stand on implementation of
each of these four initiatives, and what metric is the Navy applying to
assess the effectiveness of each initiative on its performance in
building lead ships? Please explain your answer.
Answer. Although I do not have any specific details, my
understanding is that the Department is implementing the initiatives to
improve shipbuilding performance. I believe that the four pillars
highlighted are consistent with a systems engineering approach adopted
by Admiral Rickover in the development of the Nuclear Navy, and with
Admiral Wayne E. Myer when he developed the AEGIS program. If
confirmed, I am committed to ensuring the Department implements these
initiatives to improve performance in shipbuilding programs and to
develop additional approaches to meet the challenges associated with
lead ship construction.
Question. If confirmed, what other options would you explore for
improving lead ship performance?
Answer. If confirmed, I will work to better control ``requirements
creep,'' create more efficient processes and support more cost
effective contracting approaches. In addition, I will look to
collaborate with industry early in the design stages to understand any
production challenges that may not be obvious to Navy designers. I will
work to ensure the Navy has the appropriate focus on mitigating
technical risks in ship design efforts to improve shipbuilding cost,
schedule, and performance outcomes.
force structure reviews
Question. The former Secretary of Defense reviewed the Department
of the Navy's Integrated Naval Force Structure Assessment, which was
intended to re-validate or update the previous 355-ship requirement.
What do you consider to be appropriate requirement for fleet size,
given the current and future strategic environment?
Answer. Although I am aware of the Department's Integrated Naval
Force Structure Assessment and the subsequent Office of Secretary of
Defense Force Naval Force Structure Assessment (2020), I have not had
access to the studies due to the classification associated with the
studies. As a general comment, the United States Navy and Marine Corps
must be sized appropriately to support the Joint force today and in the
future, to deter and if required, defeat strategic competitors such as
China and Russia. In order to do this, the Navy and Marine Corps must
have enough ships, submarines, aircraft, and amphibious platforms to
project power from the sea. If confirmed, I am committed to working
closely with the Administration and Congress to ensure that the Navy
and Marine Corps team is sized appropriately to carry out assigned
missions in support of the National Defense Strategy.
Question. In March 2020, the Acting Secretary of the Navy chartered
the Future Carrier-2030 Task Force--a 6 month study designed to examine
the future of the aircraft carrier and carrier-based aviation (manned
and unmanned) for 2030 and beyond. Former Secretary Esper's plan for
the fleet included having as many as 6 light carriers and 100 unmanned
surface vessels.
What are your views on the need to considering alternative aircraft
carrier designs and the advantages such new designs might bring to bear
in a near-peer conflict, as envisioned by the NDS?
Answer. The strategic environment is rapidly changing due to the
pace and fielding of technologically advanced missiles and other
weapons, such as cyber and space, designed to reduce the United States
Navy's advantages at sea. As such, I believe that the Navy and Marine
Corps team should critically look at all alternative platforms, to
include alternative aircraft carrier designs, as well as, practices,
techniques, and procedures to enable Distributed Maritime Operations
and Expeditionary Advanced Base Operations to ensure the Navy and
Marine Corps team retain the advantage at sea.
Question. In your view, to what extent will unmanned systems, air,
surface and undersea, contribute to the Navy's vision of distributed
operations and how will unmanned platforms augment and amplify the
ability of a distributed naval force to successfully compete against a
near-peer competitor fleet?
Answer. I believe the development and integration of Unmanned
Systems in all warfighting domains, as a part of the Department of the
Navy's force architecture, is already providing key enablers and is a
force multiplier for providing combat capacity against peer competitors
and adversaries. It is important to develop a seamlessly integrated
manned/unmanned force, with unmanned systems contributing the unique
and disruptive elements that they can provide. In any competition
against peer competitors who enjoy numerical advantages, the augmenting
value and cost effectiveness of teaming with Unmanned Systems cannot be
overstated.
Question. In his Force Design 2030, the Commandant of the Marine
Corps stated unequivocally, ``I assess that the current force is
unsuited to future requirements in size, capacity, and specific
capability.''
Do you agree with the Commandant's assessment and his plans for
reshaping the Marine Corps?
Answer. I believe that the Marine Corps Force Design 2030
represents a transformational change that recognizes the new operating
environment and which aligns to the Interim National Security Strategy
as well as Secretary Austin's goals and objectives for the Department
of Defense. I support the Commandant's vision and his bold efforts to
transform this Service. If confirmed, I look forward to working with
the Commandant and the Congress on this effort.
Question. In light of the Commandant's assessment, should the Navy
and Marine Corps' requirement for amphibious ships remain the same, or
be decremented, in your view?
Answer. Amphibious ships and the forces they deliver provide the
nation with a crisis response capability that remains forward deployed
and ready. Amphibious ships carry USMC F-35Bs to locations unreachable
by other assets, and provide credible conventional deterrence on a
daily basis. I understand the Navy and Marine Corps worked closely
together to determine that a mix of 28-31 amphibious ships, as well as
35 Light Amphibious Warships, best supports global presence demands and
is necessary to conduct crisis response. If confirmed, I look forward
to working with the Commandant of the Marine Corps and the Chief of
Naval Operations to ensure that our fleets remain in balance to deter
or defeat a peer adversary.
ford-class aircraft carriers
Question. The Director of Operational Test and Evaluation's most
recent annual reports cited the reliability of four systems: the
electromagnetic aircraft launching system; advanced arresting gear;
dual band radar; and advanced weapons elevators, as the most
significant risks to the performance of the Ford-class program. Only 7
of the 11 elevators on the USS Gerald R. Ford (CVN-78) have been turned
over to the Navy due to ongoing technical issues, notwithstanding the
Navy's acceptance of the ship in May 2017. The reports also noted that
the demonstrated reliability of the catapults, arresting gear, weapons
elevators, and radar is either orders of magnitude below the
requirement or remains unknown.
What are your views on the acquisition program for the Ford-class
aircraft carrier?
Answer. While the FORD Class has faced challenges with development
and construction delays, the program incorporates advances in
technology such as a new reactor plant, propulsion system, electric
plant, Electromagnetic Aircraft Launch System, Advanced Arresting Gear,
machinery control, and integrated warfare systems that are expected to
increase lethality, and lower life cycle costs through reductions in
maintenance and manning requirements. Although I believe the FORD Class
carrier will prove to be a critical combat enabler, future acquisition
programs must take a deliberative systems engineering approach to
assessing the maturity of new technologies prior to a construction
decision.
Question. What is your understanding of the current capability and
reliability of each of the key systems on CVN-78?
Answer. It is my understanding that the FORD Class program
continues to show significant progress and has improved system
reliability for new technologies such as Electromagnetic Aircraft
Launch System, Advanced Arresting Gear, Dual Band Radar, and Advanced
Weapons Elevator. Although I understand some work is still required to
complete the elevators, the systems turned over to the ship are making
good progress with at-sea testing with the Air Wing onboard. If
confirmed, I will review the Navy's strategy to improve system
reliability growth for key systems to ensure they meet operational
performance parameters.
Question. What is your view of the sufficiency and efficacy of the
measures being taken to ensure these key systems are stable for the
next Ford-class aircraft carrier, USS John F. Kennedy (CVN-79), and
those that follow?
Answer. It is my understanding that the reliability growth of key
systems will increase as those systems continue to mature and operate
during at-sea periods. If confirmed, I will examine the Navy's strategy
to improve system reliability growth for key systems and review how the
Navy and industry are addressing lessons learned to ensure they are
being applied to the fullest extent to increase reliability drive down
costs of follow-on ships.
columbia-class submarines
Question. Navy leaders have testified that if a higher Navy topline
or outside funding is not provided, the investment required by the
Columbia-class program will result in equivalent reductions elsewhere
within the Navy budget.
If confirmed, what would be your recommendation for funding the
Columbia-class program?
Answer. If confirmed, Columbia would remain my #1 acquisition
priority. Continuing to fully fund the program will be essential to
ensure on time delivery of the COLUMBIA Class, so that the nation's sea
based strategic deterrent requirements continue to be met as the OHIO
class is retired. I would also continue to prioritize efforts to reduce
cost and schedule risk, strengthen the industrial base, and improve
affordability.
Question. If confirmed, what mitigation options would you consider
in the event the Columbia-class program incurs schedule delays that
prevent the lead ship from deploying in 2031?
Answer. If confirmed, I will work to ensure COLUMBIA delivers on
time. Near term action to mitigate COLUMBIA deployment delays must be
focused on removing risks to the on-time delivery of COLUMBIA SSBNs. As
risks to delivery arise, I will consider all mitigation options and
work with the relevant teams involved to manage risk.
attack submarine force levels
Question. The Navy's current requirement for attack submarines is
at least 66. However, the Navy currently has just 50 attack submarines
in the fleet inventory.
What options, including improved maintenance and life extensions of
current submarines, as well as increased new construction, exist to
ensure the Navy deploys attack submarines sufficient to meet the
combatant commanders' requirements and other intelligence,
surveillance, and reconnaissance (ISR) needs?
Answer. I understand the Navy's attack submarine force will be
below is target strength in the late 2020s. If confirmed, I will work
to ensure the Navy evaluates all options to improve maintenance
execution, extend the service life of the remainder of the Los Angeles-
class, and improve new construction performance to meet the combatant
commanders' needs. Additionally, if confirmed, I will continue the
Department's evaluation of strategies to increase the production rate
of Virginia-class submarines in the future.
ship maintenance
Question. The Navy has experienced continuing problems maintaining
the current fleet of some 296 ships, including experiencing cost
overruns and delays in schedules. These problems have plagued both
public and private shipyards.
To update and improve the capability of the Navy-owned public
shipyards, the Navy has been pursuing a Shipyard Infrastructure
Optimization Program (SIOP). The Committee is not aware of a specific
plan to expand the capacity or improve the efficiency of private sector
shipyards.
If you are confirmed, what steps would you take to improve the
capability and capacity of the industrial base to perform maintenance
for Navy ships?
Answer. I understand the importance of the private ship repair
industry in maintaining the Navy the nation needs. If confirmed, I will
work to look for opportunities to partner with industry to leverage
private investment to improve private shipyard capacity.
missile defense
Question. Aegis Ballistic Missile Defense (BMD) ships perform their
mission in support of other Navy assets, as well as in defense of U.S.,
allied, and partner forces on land. There continues to be higher demand
for Aegis BMD ships than the number of ships available at any given
time.
Do you view BMD as a core Navy mission?
Answer. Yes, I believe that BMD is a core mission of the U.S. Navy.
The Aegis ships in the United States Navy have a unique and proven
capability to defeat ballistic missiles from the sea in protection of
the Battle Force or if required, in defense of a land-based target.
Question. How would you balance the competing demands for Aegis BMD
ships?
Answer. Navy BMD units are multi-mission platforms that support the
Combatant Commander missions as part of the Joint Force. As such, the
Joint Force resource allocation process balances the day-to-day
apportionment available. However, if confirmed, I will look to
understand the demands being placed on our Aegis BMD fleet, and to
determine if there are sufficient number of platforms to support the
Combatant Commander requirements in support of the National Defense
Strategy.
Question. Are there opportunities to transition some of the defense
of land-based forces to other Navy or land-based assets, with a view to
freeing up Aegis BMD ships for maritime-focused missions?
Answer. Aegis BMD ships are only one element of the broader U.S.
ballistic missile defense architecture. These forces include Ground-
based Midcourse Defense, Terminal High Altitude Area Defense, and
Patriot Advanced Capability. Depending on the scenario, land-based
capabilities may provide a more enduring and holistic approach in
defending land targets. As an example, Aegis Ashore in Romania and
Poland are excellent examples of a land-based assets that provides the
same BMD capabilities resident in the Navy ships, protecting vital
areas of Europe.
nuclear enterprise
Question. The 2018 Nuclear Posture Review (NPR) reaffirmed the
importance of all three legs of the nuclear triad, and recommended two
supplemental capabilities to strengthen deterrence against Russia, in
particular. This past winter, the Department announced deployment of
the W76-2 low-yield submarine-launched ballistic missile, and the Navy
is currently studying the return of a nuclear sea-launched cruise
missile to the fleet.
Do you support full funding for the modernization of each leg of
the nuclear triad and the National Nuclear Security Administration
(NNSA) weapons complex?
Answer. Yes. I support full funding for the modernization of the
nuclear triad and the associated weapons design and production
capabilities of the National Nuclear Security Administration. Updating
our nation's nuclear forces is a critical national security priority
and will be key to providing the flexibility and adaptability to meet
future adversarial threats.
Question. Do you believe the current Navy program of record is
sufficient to support the modernization of the sea-based leg of the
nuclear triad? Please explain your answer.
Answer. Sea Based Strategic Deterrence is the most survivable leg
of the Nuclear Triad, and the Columbia-class is the Navy's number one
acquisition priority. It is my understanding that the Columbia must be
on patrol in fiscal year 2031 in order to meet U.S. Strategic Command
requirements. If confirmed, I will work to ensure the Navy's program of
record remains on scheduled and fully supports the modernization of the
sea-base leg of the nuclear triad.
Question. If confirmed, would you advocate for the NNSA's W93
warhead program, which is driven by the Navy's requirements?
Answer. It is my understanding that the Navy is responsible for
over 70 percent of the nation's deployable warheads. If confirmed, I
will advocate for the Navy programs necessary to meet NNSA and U.S.
Strategic Command requirements.
Recently, the Acting Secretary of the Navy stated that he directed
the Navy not to fund development of the nuclear sea launched cruise
missile in fiscal year 2023 budget. He gave this direction without
consulting any other senior DOD officials. This action appears to
contradict assurances provided by Secretary Austin that no programmatic
decisions on nuclear forces would be made prior to the department's
review of U.S. nuclear policies was completed.
Question. Do you agree that any changes to U.S. nuclear
modernization plans should occur only once a thorough review of US
nuclear policies has been completed?
Answer. Yes. I believe it would be premature to make any decisions
until the Administration's Nuclear Policy Review is completed.
Question. If confirmed, would you rescind the Acting Secretary of
the Navy's direction to defund this program in fiscal year 2023 and
honor Secretary Austin's commitment to deferring action on any
programmatic decisions relating to the nuclear sea launched cruise
missile until after such a review is completed?
Answer. If confirmed, I am committed to deferring action on any
programmatic decisions related to the nuclear sea launched cruise
missile until the Nuclear Posture Review is completed.
Question. In 2014, then-Secretary of Defense Hagel directed a
comprehensive review of the DOD nuclear enterprise in response to
adverse incidents involving U.S. nuclear forces. The review yielded
recommendations to improve personnel management, enforce security
requirements, increase deliberate senior leader focus and attention,
enact and sustain a change in culture, and address numerous other
concerns. More than five years later, responsibility for addressing
these recommendations and monitoring implementation of corrective
actions has been transferred from OSD to the Military Services.
In your view, is the Navy maintaining appropriate focus on
implementing the corrective actions recommended by the 2014 nuclear
enterprise review?
Answer. It is my understanding that the Navy conducts continuous
self-assessments to maintain the appropriate focus on the entirety of
the nuclear enterprise and its strategic mission, and communicates the
results of these performance evaluations to OSD leadership through the
Nuclear Deterrence Senior Oversight Group and Nuclear Deterrence
Enterprise Review Group. If confirmed, I will continue this effort to
ensure the Navy is maintaining the appropriate focus on implementing
the corrective actions recommended by the 2014 nuclear enterprise
review.
Question. If confirmed, how would you ensure that the Navy
continues its efforts to improve the training, readiness, morale,
welfare, and quality of life of the sailors charged to execute and
support the Navy's nuclear mission?
Answer. The U.S. Navy's contribution to the nation's nuclear
deterrent has been steadfast for over 61 years. Ensuring sailors and
the families that support them, have the training and support they need
to carry out their important and demanding missions must be a
foundational element of leadership. One area that concerns me is the
ability to recruit and retain the highly skilled men and women that the
Navy requires to serve in our nuclear force and the Navy and Marine
Corps writ large. Given the all-volunteer force, the Navy and Marine
Corps must be an employer of choice, and a place where people want to
be part of the Navy and Marine Corps team. If confirmed, I am committed
to working with the CNO and CMC to look for opportunities to improve
and develop a culture where our sailors and marines feel empowered,
have the necessary and required training, have competitive salaries,
have opportunities for advancement and leadership, and support for
their families.
amphibious fleet requirements
Question. What is your view of the need for and size of the Navy's
amphibious fleet?
Answer. The Navy's amphibious fleet is the cornerstone of the Naval
Force's ability to maneuver from the sea to land, in-stride and
seamlessly. I understand that the most recent force analysis has
identified between 28-31 traditional amphibious ships, as well as a
number of other non-traditional amphibious ships, such as the future
Light Amphibious Warship. I have not been able to review the underlying
assessments due to the classification of the analysis. If confirmed, I
am committed to conducting a thorough review of the analysis with the
Chief of Naval Operations and the Commandant of the Marine Corps, and
make recommendations to ensure the Naval Force has the required number
of ships to execute the National Defense Strategy.
Question. What alternatives would you consider to augment
amphibious ships in providing lift to Marine Corps units?
Answer. It is my understanding that the Department is examining
several options to augment traditional amphibious ships. These include
the Light Amphibious Warship and Next Generation Logistics ships. In
addition, current platforms such as the Expeditionary Staging Base and
Expeditionary Platform Fast vessels are providing lift opportunities
for the Marine Corps. If confirmed, I look forward to working closely
with Chief of Naval Operations and the Commandant of the Marine Corps
to discuss and review alternative lift (both sea and air) platforms
that will enable Distributed Maritime Operations and Expeditionary
Advanced Base Operations.
Question. In what scenarios would you envision these alternatives
being necessary and appropriate?
Answer. I do not yet have access to information necessary to make
these assessments at this time. However, it is my understanding that
the Light Amphibious Warship and Next Generation Logistics Ships will
augment traditional amphibious ships, and are key enablers that will
enable Distributed Maritime Operations and Expeditionary Advanced Base
Operations. If confirmed, I look forward to the opportunity to conduct
a deep dive with the CNO and CMC to understand the assumptions,
assessment, and analysis to determine the future lift requirement that
supports Naval maneuver from the sea.
ready reserve force (rrf) recapitalization
Question. DOD has developed a three-pronged recapitalization
strategy for the Ready Reserve Force (RRF) and Military Sealift Command
surge fleet consisting of a combination of constructing new vessels,
extending the service life of certain vessels, and acquiring used
vessels.
What is your understanding of the Navy's recapitalization strategy
for the RRF and the affordability of acquiring more than 40 sealift
vessels as outlined in the latest 30-year shipbuilding plan?
Answer. My understanding is that the Navy's plans to buy used
commercial vessels to replace the aging sealift fleet seems to be a
very affordable way to maintain required sealift capability in support
of the Joint Force. If confirmed, I am dedicated to continuing to work
with our joint partners and Congress to ensure we acquire the right
capability at the best value for the taxpayer, as we proceed with our
multi-faceted approach to extend the service life of selected ships,
buy used, and acquire new construction.
Question. To what extent do you believe the Navy has identified the
appropriate mix of used and new ships to meet sealift and auxiliary
requirements?
Answer. I am aware that the Navy has several recapitalization
programs underway to meet the sealift and auxiliary force requirements.
If confirmed, I look forward to reviewing Navy's plans so that I can
make a personal assessment of the force structure planned for strategic
sealift and combat logistics force fleets.
unmanned systems
Question. The Center for Strategic and Budgetary Assessment's
report on Future Carrier Air Wings makes recommendations for the use of
unmanned aircraft to augment ``5th Gen'' fighters. The fiscal year 2022
budget request includes significant investment in Navy unmanned aerial
(e.g., MQ-25), surface (e.g., LUSV and MUSV), and undersea systems
(e.g., Orca and Snakehead).
To what extent will these unmanned systems be interoperable with
manned naval platforms and utilize existing Navy and Marine Corps
communication links?
Answer. The assurance of interoperability is an imperative across
existing and future naval and joint platforms and systems. If
confirmed, I will make it a priority to see that all air, surface,
undersea and land-based manned and unmanned systems are interoperable,
which I understand is a key tenant of the Department of the Navy's
Unmanned Campaign Framework. I will work with the Service Chiefs to
determine which legacy communications links can be leveraged for
manned/unmanned interoperability.
Question. Do you believe these links will be sufficient to conduct
operations in a near-peer conflict, as envisioned by the NDS?
Answer. While I am not completely familiar with all communications
links that are available or necessary to execute manned and unmanned
teaming, if confirmed, I will work with the Service Chiefs to assess
legacy communications links to determine if they are sufficient to
conduct operations during conflict.
Question. How do you envision such manned-unmanned teaming
manifesting in naval aviation, and with strike-fighters in particular?
Answer. In my view, these technologies offer significant
opportunity for developing a continuum of manned and unmanned teaming
across all warfighting domains. In regards to strike-fighter aviation,
unmanned assets can significantly enhance and act as a force multiplier
by increasing range, weapons capabilities, ISR enhancements and
distribution of the strike force in contested environments. If
confirmed, I will work with the Service Chiefs to mature or expand such
capabilities to address warfighting threats.
Question. How will this affect the make-up of a carrier air wing?
Answer. The carrier air-wing continues to evolve with the
successful development and demonstration of the MQ-25A unmanned
aircraft system. If confirmed, I will work with Navy and Marine Corps
leadership to assess requirements to determine the structure of the
future carrier air-wing as the Navy moves forward with programs such as
the Next Generation Air Dominance program.
Question. If confirmed, what would be your vision for the increased
role of unmanned combat systems in the Navy?
Answer. It is my understanding that the Department is committed to
developing and integrating unmanned and autonomous systems to the Fleet
as a component of the Distributed Maritime Operations and Expeditionary
Advance Base Operations concepts. This includes capabilities such as
communications; intelligence, surveillance, reconnaissance, targeting;
refueling; and logistics. Integration of such systems with manned
systems will reduce risk to the force, provide access to areas
otherwise denied to manned platforms, increase force capability and
provide distributed intelligent battlespace awareness. If confirmed, I
am committed to fully assessing the potential for unmanned systems for
the Navy and Marine Corps.
Question. What do you envision as the appropriate balance between
manned and unmanned combat aircraft in the Navy's future force
structure?
Answer. The Department of the Navy must develop and field unmanned
systems to ensure the naval forces have the necessary capabilities to
address future threats. It is my understanding that the Department has
begun development of key unmanned systems and enabling technologies. If
confirmed, I am committed to ensuring that the Department carefully
assesses, develops, fields and sustains the required unmanned
capabilities to ensure success in any future conflict.
Question. The Navy spent approximately $1 billion on 10 Remote
Multi-Mission Vehicles (RMMVs), semi-submersible USVs, prior to
cancelling the program in 2016, primarily due to unacceptable
reliability.
What lessons learned should the Navy take from the RMMV program?
Answer. The RMMV program and similar programs that have experienced
similar outcomes, demonstrates the importance of increasing
collaboration between all stakeholders to ensure appropriate linkages
between the warfighting requirements, technical requirements,
acquisition processes and industry. If confirmed, I will encourage an
enterprise approach that focuses on resolving technical, testing, and
integration issues while prioritizing reliability and maintainability
in earlier program stages.
Question. Do you believe that new unmanned systems and subsystems
should be prototyped and proven in a real-world environment prior to
procurement?
Answer. Yes.
Question. The Navy divested all legacy Hornets (F/A-18C/D) from its
Active component squadrons, and has stopped buying Super Hornets.
What priority has the Navy set for transition to the Super Hornet
(F/A-18E/F): in what order will Reserve squadrons, the Naval Aviation
Warfare Development Center, test squadrons, and the general fleet
inventory be transitioned?
Answer. I understand the Navy Flight Demonstration Squadron (Blue
Angels) is transitioning this year to the F/A-18E/F Block 1 Super
Hornet first, followed by the Naval Aviation Warfare Development Center
(NAWDC) and the Reserve Force.
Question. What is your understanding of the rationale for this
order of prioritization?
Answer. It is my understanding that the Blue Angels, the NAWDC, and
Reserve Component squadrons are following in this respective order
based on Active component demand and reserve squadron transitions.
Question. What is the Navy doing to improve depot throughput for
legacy Hornets and to apply lessons learned to the looming service life
extension program for the Super Hornet?
Answer. As I currently understand, improving depot throughput for
legacy Hornets is one of the areas where the Marine Corps and Navy have
had the most success in recovering readiness through reform efforts.
These efforts implemented industry best practices, applied data
analytics, re-focused performance based on outcomes, and drove
efficiencies throughout the system to successfully address systemic
depot throughput issues that led to reduced aircraft availability. If
confirmed, I am committed to continuing to apply lessons learned from
reform efforts to ensure the effectiveness of the Service Life
Modification program and increase efficiency across the Department.
Question. What is the Navy's plan for upgrading and maintaining its
Super Hornet fleet and on what timeline will this plan be executed?
Answer. It is my understanding that the Department of the Navy
completed procurement of the F/A-18E/F Naval Strike Fighter in fiscal
year 2021, with a total of 678 aircraft, and that delivery of the
remaining new production aircraft will complete in fiscal year 2025. I
also understand, the Navy intends to use capability upgrades and
Service Life Modification to enhance inventory and maintain tactical
relevance of the aircraft. If confirmed, I will review the plan and
timeline for upgrading and maintaining the Super Hornet fleet to ensure
the Navy has the proper mechanisms in place to manage Strike Fighter
inventory risk.
Question. What capabilities are being added or should be added to
maintain the Super Hornet's relevance in the high-end fight?
Answer. It is my understanding that upgrades, including Beyond Line
of Sight communications, passive survivability systems, and future
weapons capabilities, will deliver lethality and survivability, while
ensuring that it can provide the capacity to augment the capability
provided by the F-35C. Should I be confirmed, I will work to ensure the
Department maintains the right mix of combat aircraft, and is making
the required investments in capability and sustainment to maintain the
Super Hornet's tactical relevance to carry out required missions as
articulated in the National Defense Strategy.
Question. The Air Force is moving to a disaggregated architecture
for air battle management. The Navy, on the other hand, is investing
heavily in the E-2D Advanced Hawkeye and P-8 Poseidon to perform the
naval battle management function.
Why are the Air Force and the Navy pursuing different strategies?
Answer. I believe that all Services should fully integrate into the
Joint architecture and pursue mutually supporting strategies where it
makes sense in carrying out Service designated tasks as outlined by the
National Defense Strategy. It is my understanding that the Chief of
Naval Operations recently certified that the Navy's multi-domain
command and control efforts are compatible with the Joint All Domain
Command and Control (JADC2) Reference Architecture, and align with the
JADC2 Strategy. If confirmed, I am committed to working more closely
with the other Service Secretaries to align our efforts in support of
the Secretary of Defense's objectives.
Question. Is the Joint All-Domain Command and Control effort
compatible with the Navy plan?
Answer. It is my understanding that in accordance with the National
Defense Authorization Act for Fiscal Year 2021, the Chief of Naval
Operations recently certified that the Navy's multi-domain command and
control efforts are compatible with the Joint All Domain Command and
Control (JADC2) Reference Architecture, and align with the JADC2
Strategy. The Naval Operational Architecture is the maritime element of
JADC2, and is being worked closely with the Marine Corps and is
integrated fully with JADC2 efforts, as well as the Air Force's
Advanced Battle Management System and the Army's Project Convergence.
Question. What is the Navy's approach to air battle management and
how do the Navy and Air Force intend to execute joint air battle
management in a high-end fight?
Answer. It is my understanding that the Navy and Air Force continue
to share command and control of operational air forces in combat
environments. It is also my understanding that Navy and Air Force
platforms are integrated and are fully capable of executing air battle
management in a high-end fight. If confirmed, I would work to maximize
unity of effort and develop the required joint capabilities and
concepts that support the Joint Force to succeed in a high-end fight.
Question. Given the new capabilities the E-2D Advanced Hawkeye will
bring to the battlespace, and the new tactics and concepts of operation
it will enable, does the Navy perceive a need for expeditionary
squadrons of E-2Ds? Why or why not?
Answer. It is my understanding that there are currently no plans or
supporting requirements for expeditionary E-2D operations. If
confirmed, I would commit to continued assessment of Navy's
contribution to the Joint Force and the Combatant Commanders in support
of the National Defense Strategy.
Question. In your view, what would be the benefits and/or drawbacks
of establishing expeditionary E-2D squadrons, similar to those for the
EA-18G Growler?
Answer. This is an issue I would need to review more, but if
confirmed, I would commit to continued assessment of Navy's
contribution to the Joint Force and the Combatant Commanders in support
of the National Defense Strategy.
the f-35 joint strike fighter program
Question. The follow-on modernization of the F-35 is scheduled to
bring key warfighting capabilities to the fleet, but the budget and
schedule remain in flux. The total number of F-35s planned for the
Department of the Navy was set at 680, but the Marine Corps alone has
articulated a requirement for 420 F-35Bs.
Question. Do you believe that the plan for 680 aircraft can fully
accommodate the needs of both the Navy and the Marine Corps?
Answer. I am not fully familiar with all requirements outlined by
each respective service, but I have been made aware of Department
objectives in procuring the goal of 680 aircraft. If confirmed, I look
forward to reviewing the planned buy of 680 total aircraft and working
to ensure that number is adequate to meet the challenges faced by the
nation.
Question. How many of the Marine Corps' current F-35Bs will not be
upgraded to Block 4?
Answer. It is my understanding that the Marine Corps plans to
upgrade the current F-35 fleet. This will include retrofits back
through Lot 11 for both F-35B and the F-35C. A small number of the
Marine Corps' current F-35Bs and F-35Cs will remain in training
squadrons, do not require upgrade, and therefore will not be upgraded
to a Block 4 configuration.
Question. What do you view as the biggest challenges to successful
integration of the F-35 into the carrier air wing?
Answer. I understand that the first Navy F-35C deployment occurs
this summer, and next year the second F-35C deployment will be the
first Marine Corps F-35C Tactical Aircraft Integration squadron. I
understand that one of the biggest challenges to successful integration
of F-35 aircraft into the carrier air wing is the sustainment of the
current procurement schedule to include on-time deliveries.
Question. The F-35B brings new capabilities and operational
possibilities to the Marine Expeditionary Unit (MEU). There has been
much discussion of linking MEUs more closely with the Joint Force.
However, such new capabilities and operating concepts require
investment in shipboard infrastructure, including upgraded data links.
What is your vision for amphibious assault ship connectivity?
Answer. I believe that in order to take full advantage of the
cutting edge capabilities, the objective should be for all amphibious
ships to have the capability to downlink and share F-35 data.
Question. What are the Navy's current plans to achieve that vision?
Answer. It is my understanding that the Navy has installed the Ship
Self-Defense System (SSDS) on all Landing Helicopter Assault (LHA)
ships and all but two of the Landing Helicopter Dock (LHD) ships. If
confirmed, I will work closely with the Chief of Naval Operations and
the Commandant of the Marine Corps to field the necessary upgrades and
infrastructure to support integration of F-35Bs.
Question. There has been much discussion about the importance of
networking and connecting all Navy and Marine Corps capabilities across
air, land, and sea platforms.
What is the Navy/Marine Corps team doing to make machine-to-machine
command and control, across multiple domains, a reality?
Answer. It is my understanding that the Department is looking to
support operational concepts such as Distributed Maritime Operations,
by delivering a Naval Operational Architecture that will integrate with
Joint All-Domain Command and Control to allow forces to connect with
each other and coordinate actions across multiple domains. If
confirmed, I will support this critical effort that will ultimately
enable machine speed decision making across the Naval force and in
conjunction with the Joint Force and our mission partners.
Question. Have the Navy and Marine Corps developed and refined the
joint operational concepts that will govern this integrated fight?
Answer. I understand that to support the successful implementation
of the concepts within the Navigation Plan and Force Design 2030 the
Marine Corps and the Navy work closely together to align joint
operational concepts, identify current gaps, and develop appropriate
modernization efforts to support operational requirements. If
confirmed, I commit to a fully integrated Navy-Marine Corps Team.
Question. What is being done to ensure that the Navy and Marine
Corps airborne data links are interoperable--not only with each other--
but also with the Air Force and Army platforms, as well as resilient,
against peer competitors?
Answer. It is my understanding that there are multiple efforts
across the Services to ensure that airborne data links are
interoperable and resilient against peer competitors. Project Overmatch
is the Navy's initiative to allow forces to connect with each other
more seamlessly and coordinate actions across a widely distributed
force. If confirmed, I will work within the Department and with the
other Services to ensure the Navy can deliver on this critical
capability in alignment with Joint Staff-led Joint All Domain Command
and Control initiative.
Question. Current technologies allow ``low probability of
intercept/low probability of detection'' datalinks to connect 4th and
5th generation aircraft. As well, other platforms, operating across
multiple domains can be networked.
Who is leading this effort for the Navy, the Marine Corps, and
across the Joint Force, and what progress is being made?
Answer. It is my understanding that the Navy and Marine Corps are
developing datalink capabilities connecting multiple platforms that
will feed into the Joint All-Domain Command and Control (JADC2)
concept. JADC2, led by Joint Staff, will identify commonalities and
gaps in interoperability as well as coordinate technology
demonstrations and exercises to test and refine technologies and
concepts. If confirmed, I will continue to work with the other Services
to protect interoperability across all domains.
naval surface fire support
Question. The DDG-1000 program was initiated to fill the capability
gap for naval surface fire support. The original requirement for 24 to
32 DDG-1000 ships, each with two 155mm Advanced Gun Systems, was
reduced to 12 ships, then to 10 ships, then to 7, and finally to 3. The
fiscal year 2022 budget request funds the DDG-1000 program as the first
ship class to be integrated with the Conventional Prompt Strike weapons
system.
In your view, what capabilities and missions should DDG-1000, 1001,
and 1002 be equipped to perform?
Answer. I believe these unique stealth destroyers have potential to
serve as part of the Navy's fleet architecture. I understand the Navy
is exploring alternatives for this platform, to include the ability to
deliver new and lethal deterrent capabilities. If confirmed, I will
work with the CNO to explore options to leverage Zumwalt class
capabilities for Great Power Competition.
Question. Do you support CPS integration on the DDG-1000 program?
Answer. Conventional Prompt Strike is an important capability and I
would support integration on multiple platforms in order to provide a
credible surface capability to deter and defeat adversaries. This
credible deterrence is particularly vital in our era of Great Power
Competition where our peer competitors are quickly increasing the
sophistication and capacity of their military capabilities. If
confirmed, I intend to discuss the types of platforms envisioned for
this capability with the CNO.
Question. If confirmed, on what other capabilities would be relied
on to meet naval surface fire support requirements?
Answer. The Department should avoid limiting itself to a single
solution for any important warfighting capability, and that certainly
includes this critical mission. If confirmed, I will ensure the
Department considers modifying traditional technologies as well as
adapting emerging technologies to satisfy naval surface fire support
mission requirements.
Question. Will the Army's Long Range Precision Fires programs meet
the need, in your view?
Answer. I understand the Navy and Marine Corps team is looking for
lethal solutions that can be adapted to the naval environment quickly
and affordably. If confirmed, I would support assessing all options to
meet warfighting requirements and especially those options that could
be modified and fielded quickly and affordably.
ground-based anti-ship missile (gbasm) and remotely operated ground
unit expeditionary (rogue) fires vehicle
Question. The push for a way for marines to strike and sink
ships.shooting from land to sea.has been a recent priority for the
Corps.
How does this weapons system fit into the Marine Corps' war
fighting concept?
Answer. The Marine Corps is uniquely suited to provide precision
fires from land-to-sea to contribute to sea denial operations and
enable Fleet maneuver. While this is a significant change from the past
two decades of land-based operations, the Marine Corps is implementing
this change to maximize its deterrent and combat capabilities in
support of future naval campaigns. It is my understanding that this
capability is the Marine Corps' number one modernization priority, has
immense value to the Fleet Commanders, and will support and reassure
our allies and partners.
Question. Where does the Corps stand in the process of testing and
fielding this system?
Answer. It is my understanding that the Marine Corps is on track to
field an initial operational capability in fiscal year 2023. The anti-
ship missile and its unmanned platform were successfully tested in
November 2020. The Marine Corps refers to the initial solution for this
capability as the Navy/Marine Corps Expeditionary Ship Interdiction
System (NMESIS), which consists of the same Naval Strike Missile fired
by the United States Navy and a robotic version of the Joint Light
Tactical Vehicle. The use of existing systems ensures minimal technical
risk to this vital program.
ground-based air defense (gbad) and medium range intercept capability
(mric)
Question. The Marine Corps is pursuing several unique air and
missile defense capabilities under its GBAD program.
Why is an integrated and layered approach to air and missile
defense important, in your view?
Answer. Strategic competitors and rogue actors maintain robust and
varied anti-access and area denial weapons, and these threats dictate
an integrated approach to air and missile defense for the Navy and
Marine Corps. Because the Marine Corps is committed to operating within
the range of enemy weapons, it is my understanding that the Marine
Corps will invest in capabilities that can detect, track, identify, and
defeat adversary threats. These investments will support the Marine
Corps and the Joint Force. It is important to note that as a highly
mobile force, the Marine Corps must find air and missile defense
systems that have sufficient range to protect assets but are also light
enough to be moved by Navy and Marine Corps organic lift.
Question. If confirmed, what steps would you take to ensure that
Marine Corps systems like MRIC are integrated into the larger air and
missile defense architecture?
Answer. If confirmed, I will work with the Commandant of the Marine
Corps and the Chief of Naval Operations to ensure that service systems
are complementary and not duplicative. The Joint Force can best
function when range or capability overlaps are sufficient to cover
seams and gaps in coverage from one service to the next. Close
coordination between the services is required in this area, and I am
committed to ensuring that coordination happens.
recapitalization
Question. The Marine Corps intends to concurrently recapitalize
several of its front line systems. The MV-22 Osprey tilt-rotor aircraft
and the Joint Strike Fighter are both in production now.
Do you believe that these production plans are realistic in light
of the demands on resources associated with maintaining current
readiness?
Answer. I understand the fiscal year 2022 budget request balances
procurement, modernization, readiness recovery and preparing the Marine
Corps to invest in the capabilities needed to support future naval and
joint operations. The Marine Corps is nearly complete with MV-22
deliveries and continues to ramp up deliveries across the FYDP for the
F-35 in order to meet transition timelines and modernize legacy
tactical air capabilities. If confirmed, I will continue to work with
Marine Corps Leadership to ensure that modernization and
recapitalization efforts are synchronized and affordable.
Question. Have MV-22 readiness rates--both deployed and in
garrison/ship-borne--achieved desired levels?
Answer. It is my understanding the readiness rates for MV-22s have
increased steadily over the previous year. While forward deployed units
will always be the priority for parts and support, garrison units in
training have also seen increases in their readiness rates along with
deployed units and are expected to see these rates climb as long as
readiness accounts are funded to current levels. If confirmed, I will
work with the leadership of the Marine Corps to continue to assess and
evaluate progress in attaining full mission readiness for these
important programs.
Question. Will the Common Configuration Reliability and
Maintainability program increase overall readiness, in your view?
Answer. I believe that completion of Common Configuration-Readiness
and Modernization efforts is one of the critical USMC efforts to
improve MV-22 fleet readiness. If confirmed, I will work with the
leadership of the Marine Corps to continue to assess and evaluate
progress in attaining full mission readiness for these important
programs.
Question. In your view, will the MV-22 be sustainable over time at
an acceptable cost?
Answer. Like all programs at inception, the cost per unit to
produce such an advanced aircraft like the MV-22 is high. However, the
U.S. history of aircraft procurement has proven that programs are more
cost effective as they mature. It's my understanding that the
Department has undertaken a number of efforts focused on driving
sustainment costs to more affordable levels, but this will require
vigilance. In my view, no other aircraft can match the unique
capabilities of the MV-22. It has revolutionized the way the USMC
operates and influences future modernization efforts for other Marine
aviation platforms. If confirmed, I will ensure the Department
continues to work with industry partners to identify ways to lower the
cost of the MV-22 sustainment program.
ch-53
Question. CH-53K testing is behind schedule and over budget,
requiring an additional $158 million to fund continued testing. In
addition, the development program has significant deficiencies that
must be corrected before testing can be finished.
What is your assessment of the current status of the CH-53K
program?
Answer. As the only fully heavy-lift rotorcraft operating in marine
environments that supports current and future Joint warfighting
concepts, the CH-53K remains a critical enabler for the Marine Corps. I
understand the CH-53K will enter Initial Operational Test and
Evaluation this summer, and is on track to meet Initial Operational
Capability. If confirmed I will monitor this program to ensure that it
supports service requirements while being cost efficient.
Question. Does it remain on track to achieve initial operational
capability and meet the proposed deployment timeline?
Answer. Yes, it is my understanding that the CH-53K program is
tracking to Initial Operational Capability and proposed deployment
metrics.
Question. What is the effect of CH-53K delays on the CH-53E fleet?
Answer. I understand that the CH-53E continues to support the
Marine Corps requirements for heavy-lift, and has sufficient remaining
airframe life to absorb the CH-53K program delays to date. Recent
efforts like the CH-53E Reset program will ensure that fleet readiness
continues to improve. If confirmed, I will work closely with service
leadership and industry to minimize any additional delays and ensure
the continued readiness and availability of the CH-53E to execute the
heavy lift mission.
Question. On overall Marine Corps readiness?
Answer. I understand delays may affect the heavy-lift capacity
shortfall and the Marine Corps' ability to effectively execute the
National Defense Strategy (NDS). If confirmed, I will work closely with
service leadership and industry to minimize any additional delays and
ensure the continued readiness and availability of the CH-53E to
execute the heavy lift mission.
Question. The Commandant has articulated the need for the Corps to
move away from ``exquisite and costly systems''.
Is the CH-53K one such system, in your view?
Answer. The CH-53K is the only heavy lift helicopter in the
Department of Defense capable of meeting the challenges associated with
the Marine Corps' distributed maritime operations. A heavy lift
helicopter is required to deliver equipment, personnel, and bulk
liquids in support of Expeditionary Advance Base Operations (EABO). If
confirmed, I will continue to work with the service and industry to
bring the cost curve down throughout procurement of the CH-53K.
Question. What is the total fleet size the Corps needs?
Answer. I understand the Marine Corps continues to refine the
support required for Force Design 2030. If confirmed I will work
closely with the Commandant of the Marine Corps to ensure that the
Service has the appropriate number of aircraft to carryout assigned
missions.
Question. How many can the Corps afford?
Answer. It is my understanding that the Marine Corps supports the
program of record and the requirement based on Force Design 2030.
Question. In your view, what role does the CH-53 play in
battlefield mobility, particularly given the Corps' requirement to move
and sustain ground forces that have become heavier due to the evolving
need for additional armor on the modern battlefield?
Answer. As the only fully heavy-lift rotorcraft operating in marine
environments, the CH-53K will support Joint and Coalition Forces in a
range of future maritime missions. The CH-53K is able to lift a greater
payload at sea level and high-altitude conditions, addressing connector
shortfalls of the future Marine Air Ground Task Force, such as lifting
the Joint Light Tactical Vehicle. With a distributed force conducting
Expeditionary Advanced Base Operations, the CH-53K is a critical
logistical connector.
modernization of marine corps capabilities
Question. The Marine Corps' current concepts for modernization of
its amphibious capabilities includes ships, ship-to-shore connectors--
such as the Landing Craft Air Cushion--and armored amphibious combat
vehicles. Modernization across these systems is complex, technically
challenging, and costly.
What is your assessment of the current capability of amphibious
maneuver and assault systems in the Navy and Marine Corps?
Answer. In my view, the Navy and Marine Corps' amphibious
capabilities, including ships, connectors, and combat vehicles, will be
able to meet the needs of the nation if the replacement of legacy
systems, to include Amphibious Ships, Amphibious Combat Vehicle, Ship
to Shore Connector, and Landing Craft Utility, remain on track. If
confirmed, I will work with Chief of Naval Operations, Commandant of
the Marine Corps, as well as the Office of Secretary of Defense, on the
amphibious requirements to support the National Defense Strategy.
Question. If confirmed, how would you prioritize the development
and acquisition of capabilities required for sea basing, connectors,
and armored amphibious assault and tactical mobility ashore to achieve
a full spectrum capability in the Marine Corps?
Answer. I understand the Marine Corps has prioritized the
procurement of the Amphibious Combat Vehicle as fast as fiscally
possible and at a level that industry can support, and that the Navy
and Marine Corps have worked closely together on developing the
Department's amphibious capabilities. If confirmed, I will ensure
integrated capability development and acquisition efforts continue.
Question. In your view, what is necessary to ensure that
modernization of the amphibious force--ships, connectors, and
vehicles--is achievable and affordable in both the near and long terms?
Answer. I believe that the Navy and Marine Corps need to modernize
to retain overmatch against the pacing threat. The amphibious force is
a critical element of the Nation's maritime force because it is a
ready, lethal, and forward deployed force that can perform a variety of
missions. If confirmed, I will work closely with the Chief of Naval
Operations and the Commandant of the Marine Corps to develop a sound
investment plan to field the necessary amphibious forces to meet
current and future threats.
Question. Given the future envisioned by the NDS, high-intensity
combined arms combat inland against a peer- or near-peer opponent, are
current Marine Corps modernization plans and budgets adequate?
Answer. I believe the Commandant has set the Marine Corps on a path
to modernization by judiciously reallocating resources from within his
own budget. By investing in capabilities such as long-range precision
fires, sensors, resilient communication networks, and mobility assets,
I understand that the Marine Corps will be able to compete and, if
required, defeat strategic competitors and rogue actors. If confirmed,
I look forward to working with the Commandant and Congress to ensure
sustained and adequate funding to achieve this modernization plan.
amphibious combat vehicle
Question. Current Navy and Marine Corps amphibious assault
capability includes a large number of self-deploying amphibious assault
vehicles (AAV-7) to carry infantry ashore, and a lesser number of small
vessels--connectors--that can ferry other vehicles, such as tanks,
artillery, and supplies from ship to shore. The Marine Corps is
procuring the Amphibious Combat Vehicle as a modernized platform to
replace the aging AAV-7 fleet. Despite originally planning for two
increments: an ACV 1.1 and ACV 1.2, the Marine Corps made the decision
to combine all variants into one program.
In your view, where does armored amphibious assault fit in the set
of capabilities required to field a credible amphibious operations
capability?
Answer. It is my understanding armored amphibious assault is a
critical requirement to execute the Expeditionary Advance Base
Operation concept and USMC missions. I understand the Amphibious Combat
Vehicles (ACVs) are performing very well and meeting the Marine Corps'
requirements, and that the initial increment, known as 1.1, was so
successful that it met almost every requirement, so there was no need
to have two versions. If confirmed, I look to understand the details of
this procurement program, and to work closely with the Commandant of
the Marine Corps to ensure the Service has the necessary platforms to
carryout assigned missions.
munitions
Question. Navy munitions inventories--particularly for precision
guided munitions and air to air missiles--have declined significantly
due to high operational usage, insufficient procurement, poor program
execution, and a requirements system that does not adequately account
for the ongoing need to transfer munitions to our allies.
If confirmed, what steps would you take to ensure the Navy has
sufficient inventories of munitions to meet the needs of combatant
commanders?
Answer. If confirmed I will work with the Combatant Commanders, the
Secretary of Defense's staff, the Chief of Naval Operations and the
Commandant of the Marine Corps to ensure all weapons and munition
warfighting requirements are understood and properly resourced.
Question. If confirmed, what changes in budgeting and acquisition
processes would you recommend to facilitate faster and more accurate
Navy munitions replenishment rates?
Answer. While I am not currently aware of concerns with munition
replenishment rates, if confirmed, I will work with the relevant
stakeholders to ensure we are adequately replenishing munitions.
Question. How will the Navy adapt to self-imposed DOD restrictions
on area attack and denial munitions, consistent with the Ottawa
Agreements?
Answer. If confirmed, I will work closely with DoD leadership to
ensure the Navy and Marine Corps are equipped with the capabilities
required by the Joint Force to deter potential adversaries and to fight
and win wars. I will ensure that these capabilities comply with all
applicable law and policy.
freedom of navigation
Question. In your view, what role should the Navy play in
supporting the freedom of navigation in international waters, including
in the South China Sea and in the Arctic?
Answer. The Navy plays a crucial role in ensuring international
waters and airspace are free and open, and this freedom of navigation
and overflight is vital to the flow of global commerce. Through
presence and its global operations, the Department of the Navy plays a
pivotal role in preserving these navigational rights. Protecting this
freedom of access is especially important in the strategically
contested areas of the South China Sea and the Arctic.
Question. If confirmed, how would you lead the Navy in engaging our
allies in the common cause of ensuring freedom of navigation?
Answer. Freedom of Navigation and overflight is fundamental to the
prosperity and economic security of all nations. As President Biden's
Interim National Security Strategic Guidance lays out, the United
States will continue to defend access to the global commons, including
freedom of navigation and overflight rights. If confirmed, I will work
closely with our allies and partners to ensure a shared understanding
of the necessity of freedom of navigation, to promote a rules-based
order, and to vigilantly assert and preserve the navigation and
overflight rights guaranteed to all nations under international law.
cyber and electronic warfare
Question. Section 1657 of the Fiscal Year 2020 National Defense
Authorization Act (NDAA) directed the appointment of an independent
Principal Cyber Advisor (PCA) for each Military Department, to act as
the principal advisor to the Secretary concerned on all cyber matters
affecting that Department.
Question. What do you see as the role of this position in the
Department of the Navy?
Answer. I am overall supportive and appreciative of the initiative
to standup a PCA within each military department. I agree a dedicated
office to coordinate cyber requirements and resources seems prudent
given the complexity of fully integrating all facets of cyber within
the Department of the Navy. It is my understanding the PCA will oversee
the execution of Departmental policies and programs including: (1) the
recruitment, resourcing, and training of military cyberspace operations
forces, (2) acquisition of cybersecurity tools and capabilities, and
(3) cybersecurity and related supply chain risk management of the
industrial base. I also understand, the PCA will advise senior
leadership on the full spectrum of cyberspace activities and
information operations and the threat from adversary activities.
Question. If confirmed, how would you plan to utilize the Navy PCA
as part of your leadership structure?
Answer. If I am confirmed, the PCA would be part of my direct
leadership team to keep me informed on cyber issues and threats that
may affect the Department and the ability to meet obligations in
defending the Homeland or competing with adversaries. In addition, the
PCA would be integral in developing, monitoring, and executing the
Department's implementation of the DOD Cyber Strategy. I would also
look to work with the PCA to determine how to integrate cyber as a
warfighting domain, with the more traditional means and methods of
warfare.
Question. What are the Department of the Navy's top 3 Cyber
Challenges, and how will you use the Principal Cyber Advisor to address
them?
Answer. I believe the top three cyber challenges with the
Department of the Navy are: (1) embracing Zero Trust principles across
our traditional information technology, critical infrastructure and
weapon systems, and the Defense Industrial Base (DIB); (2) truly
embracing cyber as a warfighting domain and expanding our scope of
thinking well beyond simply cybersecurity to ensuring we can credibly
deliver effects against adversary information systems, critical
infrastructure and weapons systems; and finally, (3) the readiness of
the Department's cyber mission forces entrusted with not only the
protection of DON systems but holding adversary systems at risk with
organic non-kinetic cyber capabilities. If confirmed, I would empower
the PCA to engage with the organization responsible for acquiring and
delivering these capabilities, and recruiting and training the
workforce, to ensure our cyber ecosystem is adequately resourced and
supported.
In May 2018, the Cyber Mission Force achieved full operational
capability. In September, DOD released its 2018 Cyber Strategy.
Question. In your view, how well postured are the Navy and the
Marine Corps to meet the goals outlined in the 2018 DOD Cyber Strategy?
Answer. It is my understanding that Navy and Marine Corps
activities and investments have improved the Department's cybersecurity
and cyber resiliency posture while also supporting the DoD Cyber
Strategy objective to ``secure DoD information and systems against
malicious cyber activities, including such activity on non-DoD-owned
networks.'' The Department of the Navy continues to pursue initiatives
to improve our cyber defense posture and increase resilience through
the DON Information Superiority Vision ``Defend'' line of effort
including: (1) measuring cyber risk, (2) driving active monitoring, (3)
promoting a cybersecurity culture, and (4) securing the Defense
Industrial Base (DIB). These strategic objectives are aligned to the
DoD Cyber Strategy. If confirmed, I will continue to ensure the Navy
and Marine Corps are postured correctly to detect, protect, and respond
to cyberattacks and intrusions. I will also integrate cyber operations
into operations to build a lethal joint force to deter and defeat
adversaries in cyberspace.
Question. What actions would you take, if confirmed, to remediate
any gaps between Navy and Marine Corps capacity and capability and
Cyber Strategy goals?
Answer. If confirmed, full spectrum cyber operations will be an
area of priority for me. The Department must not only fully embrace
cybersecurity and cyber resiliency principles but it must also fully
embrace cyber as a means of warfare integrated with how it will project
power from the sea as a combined Navy and Marine Corps team. I support
the creation of the Joint Cyber Warfighting Architecture (JCWA) to
ensure Navy and Marine Corps equities are addressed and incorporated
into the DOD future warfighting construct. Also, as identified in the
Department's 2019 Cybersecurity Readiness Review, there is an urgent
need to improve Defense Industrial Base (DIB) cybersecurity for the
protection of Controlled Unclassified Information (CUI). I will
emphasize efforts to increase accountability and accelerate the pace at
which we attain complete cyber integration with our warfighting
capabilities.
Question. In your view, should the Navy and Marie Corps expand
acceptable professional qualifications for their cyber workforces to
include non-traditional professional credentialing and schooling from
so-called technology boot camps and massive online open courses (MOOCs)
as an alternative to traditional education, provided candidates meet
the necessary technical standards?
Answer. The Department should look for innovative ways to train a
highly skilled workforce shaped for today, but prepared for tomorrow's
needs. Technology boot camps prepare attendees for industry
certifications, some of which are accepted qualifications for certain
cyber workforce roles. However, I would need to conduct further review
to determine if non-traditional credentialing can replace the
foundational requirements currently provided by formal education or
professional certification. If confirmed, I will look into the
educational and technical standards required to determine if non-
traditional forms of credentialing can reduce barriers to entry into
this work space.
Question. If confirmed, what will you do to enhance Navy and Marine
Corps information dominance capabilities?
Answer. If confirmed, I will continue support for the Department of
the Navy's Information Superiority Vision, which aims to securely move
information from anywhere to anywhere when needed, resulting in
improved readiness and our ability to observe, orient, decide, and act
faster than our adversaries. Guided by this vision, I understand that
the Department will build information superiority by modernizing
infrastructure, innovating and deploying new capabilities, and
defending networks, systems and data.
Question. Given the difficulty in defining where cyber operations
and electronic warfare merge, if confirmed, how you would organize,
train, and equip the Navy to minimize gaps and seams in these two
critical mission areas?
Answer. If confirmed, I will commit to refining how our Naval
forces approach the convergence of not just cyberspace operations and
electronic warfare but also space and operations in the information
environment. It is imperative that the Navy and Marine Corps must
implement the right technologies in these mission areas. The Department
must also organize and train with the other Services, including allies
and partners, to operate in the multi-domain environment of tomorrow,
while staying aligned with DOD regarding organizing, training, and
equipping Naval cyber and electronic warfare forces.
Question. What progress has the Department of the Navy made in
implementing the recommendation of the ``Cyber Readiness Review'' it
conducted 2019?
Answer. As I understand, the Department's 2019 Cybersecurity
Readiness Review (CRR) highlighted the need to treat data and
information as a strategic asset and warfighting capability. The report
organized recommendations into five key areas: structure, culture,
people, process, and resources. In response to findings in the CRR, the
Secretary of the Navy established an empowered CIO responsible for
closing a 10-15 year technology gap, leveraging emerging technology to
deliver transformative capability, and securing Department of the Navy
data regardless of where it resides. I also understand that in the last
two years, the Department of the Navy has made substantial progress in
modernizing our infrastructure and securing our information for
competitive advantage. If confirmed, I will look to understand how the
Department is implementing the recommendations, and if any adjustments
are required.
navy-related defense industrial base
Question. What is your assessment of the systems and processes for
identifying, evaluating, and managing risk in the Navy's organic and
commercial defense industrial base, including the munitions industrial
base?
Answer. The Navy continually assesses the health and resiliency of
the entire defense industrial base, which includes munitions. It is my
understanding that the Navy has worked to identify risks and address
supply chain disruptions related to the COVID-19 pandemic, and has put
in place new processes to identify future risks and issues within the
supply chains. If confirmed, I look forward to working across the
Department and with OSD to leverage existing authorities and funding,
such as the Defense Production Act, to strengthen the supply chain.
Question. How should Navy acquisition leaders weigh impacts on the
industrial base when addressing requirements for recapitalization or
modernization of major defense weapons systems and munitions?
Answer. In my view, Navy acquisition leaders must weigh the effects
of program decisions on the industrial base when balancing resources
and requirements, and should emphasize continued collaboration with
industry to improve the health of the industrial base. It is my
understanding that the Navy has worked diligently to coordinate
government and industry efforts to keep the nation's industrial base
healthy and functioning during the coronavirus pandemic by balancing
worker safety, economic wellness and National Defense imperatives. If
confirmed, I will continue efforts maximize the use of the American
workforce to build and sustain our forces.
Question. If confirmed, what changes, if any, would you pursue in
systems and processes to ensure that risk in the Navy-relevant sectors
of the defense industrial base is adequately managed to enable the
development, production, and sustainment of technically superior,
reliable, and affordable weapons systems and munitions?
Answer. If confirmed, I will assess the Department's systems and
processes for managing risk within the defense industrial base and work
with industry to develop recommendations to strengthen partnerships and
ensure the health of the industrial base.
united nations convention on the law of the sea
Question. Do you support United States accession to the United
Nations Convention on the Law of the Sea?
Answer. Freedom of navigation and overflight are essential to our
defense and other national security interests. The Convention's
provisions on navigation and overflight rights and freedoms reflect
customary international law, and it is in the United States' interest
to support these rights and freedoms. Accession to the convention would
increase our credibility when we act to protect the rights, freedoms,
and lawful uses of the sea and airspace above.
If confirmed, I will strive to preserve and protect the global
mobility of our Naval forces, to include supporting the navigational
freedom provisions of the Convention.
Question. How would you respond to critics of the Convention who
assert that accession is not in the national security interests of the
United States?
Answer. U.S. military operations benefit from the navigational
freedoms provided by the Law of the Sea Convention. The Convention's
provisions on freedom of navigation and overflight reflect customary
international law. Our nation supports these rights and freedoms.
Accession to the convention would increase our credibility when we act
to protect the rights, freedoms, and lawful uses of the sea and
airspace above. If confirmed, I will continue to support the navigation
and overflight provisions of the Convention as I believe they are vital
to U.S. national security interests.
Question. In your view, what impact, if any, would U.S. accession
to the Law of the Sea Convention have on ongoing and emerging maritime
disputes such as in the South China Sea and in the Arctic?
Answer. All nations have the right to engage in the lawful use of
the sea and airspace as provided by international law. If confirmed, I
will support and promote our national interest of freedom of the seas.
Acceding to the Law of the Sea Convention would strengthen our
strategic ability to protect free and open access in the South China
Sea and the Arctic.
operational energy and energy resilience
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 and generators. Department of Defense energy
requirements are projected to increase due to technological advances in
weapons systems and the execution of distributed operations over longer
operating distances.
If confirmed, how would you lead the Navy in harnessing innovations
in operational energy and linking them with emerging joint operational
concepts in order to reduce contested logistics vulnerabilities for
warfighters?
Answer. As I understand it, the Navy's and Marine Corps'
operational energy investment is focused on increasing range and time-
on-station of naval platforms and advancing technologies that support
distributed maritime operations, as well as increasing the capabilities
of advanced weapon systems and sensors. These technologies provide
increased warfighting capabilities to the warfighter while also
focusing on reducing the logistics demand of our forward deployed naval
forces.
Question. In what specific areas, if any, do you believe the Navy
needs to improve the incorporation of energy considerations and
alternative energy resources into the strategic planning processes?
Answer. I believe the Navy and Marine Corps should incorporate
energy planning and risk assessments into all relevant programs as part
of their strategic planning process, always thinking of ways to save
energy-related costs to maximize combat effectiveness. Energy
considerations should be seriously addressed in developing effective
supply chains for component and warfighting commands. Such assessments
are critical to understanding their ability to meet the capabilities
required to succeed at their missions.
Question. In your view, how can Navy acquisition systems better
address requirements related to the use of energy in military platforms
to decrease risks to warfighters?
Answer. It is my understanding the Navy and Marine Corps are
currently working to improve energy performance, storage, distribution,
and controls to both reduce costs and better support advanced weapon
systems and sensors. If confirmed, I will prioritize a continued focus
on hybridization platforms and energy management in DON acquisition
programs, enabling a more lethal force with greater reach and agility.
Question. How can energy supportability that reduces contested
logistics vulnerabilities become a key performance parameter in the
requirements process beyond just a ``check the box'' consideration?
Answer. I believe the energy key performance parameter already
requires an operational energy supportability analysis. If confirmed, I
will ensure Navy and Marine Corps leadership conduct supportability
analyses using contested logistics scenarios to maximize strike
capability while reducing logistics in contested environments.
Question. It is essential that DOD maintain capability to sustain
critical operations in the event of an energy disruption--including
commercial grid outages.
If confirmed, specifically how would you inculcate energy
resilience as a mission assurance priority for the Department of the
Navy, including acquiring and deploying sustainable and renewable
energy assets to support mission critical functions and address known
vulnerabilities?
Answer. I believe both mission assurance and energy resilience are
inextricably linked. Mission assurance assessments are a critical input
into the development of the DON's Installation Energy Plans (IEPs) and
inform the governance process for mitigating the installations' most
critical energy security vulnerabilities. If confirmed, I will focus on
addressing the most critical energy security gaps laid out in the IEPs
through efforts that enhance the DON's sustainability and deploy
renewable energy solutions that work towards accomplishing the
President's goals.
Question. What progress has the Department of the Navy made in
creating individualized Installation Energy Plans to identify and
remediate resilience gaps on and off Navy and Marine Corps
installations?
Answer. It is my understanding that in December 2020, the Navy
completed IEPs for all 70 Navy bases, and the Marine Corps completed 7
IEPs and is working towards completing IEPs for the remainder of its
installations by March 2022. If confirmed, I will work to ensure the
DON completes all outstanding IEPs and focuses on the most critical
installation resilience gaps.
Question. How can the Department of the Navy better integrate
energy security and resilience as standard components of its Military
Construction (MILCON) programs, in your view?
Answer. I understand that, through its IEPs, the DON is creating
energy security roadmaps for each installation reflecting evolving
mission requirements and resilience gaps both on and off installation.
I am also aware the DON has expanded its shore mission integration
governance processes to use IEPs to identify and address critical
energy security and resilience gaps, using funds available to it under
various programs. If confirmed, I will work to continue to facilitate
multiple integration points between energy security and resilience
within the MILCON process.
installation modernization and resilience
Question. Decades of underinvestment in Department of Defense
installations has led to substantial backlogs in facilities
maintenance, and substandard living and working conditions for sailors
and marines.
In your view, how is the readiness of navy shore installations
linked to the readiness and lethality of naval power?
Answer. I believe naval installations are central to our Nation's
military power; they are a key element of the capabilities required to
create ready, deployable forces. Every base plays an important role,
supporting the need to generate, project, employ, and sustain forces as
part of the DON's warfighting readiness measures.
Question. In your view, does the Department of the Navy receive
adequate funding for base operations support, writ large? Please
explain your answer.
Answer. I understand the DON requires the Navy and Marine Corps to
prioritize and balance base operations investments among competing
requirements. I realize there are always unfunded requirements for
which the DON could use additional investments. If confirmed, I will
work closely with my Assistant Secretaries, the DON's Service Chiefs,
and the DOD to ensure the DON budgets appropriately meet as many of its
base operation requirements as possible within existing funding
authorities.
Question. Do you have any specific plans to leverage infrastructure
modernization to improve the quality of life for Navy and Marine Corps
servicemembers and their families, who are under considerable strain as
a result of repeated deployments?
Answer. Quality of life for our sailors, marines, and their
families is of the upmost importance to me. People are the DON's
greatest asset and should be treated as such. If confirmed, I plan to
continue the infrastructure modernization already in progress, and push
to identify and support other efforts to enhance Servicemember and
family quality of life.
Question. If confirmed, how would you prioritize the resourcing of
Navy shipyard modernization going forward, in light of other competing
priorities?
Answer. I understand the importance of recapitalizing our public
shipyards and fully appreciate the challenges presented by the
competing priorities between shipyard modernization and other Navy
requirements. If confirmed, I will work closely with all stakeholders
to ensure the Department is focused on timely funding of public
shipyard infrastructure.
Question. In your view, has the Shipyard Infrastructure
Optimization Program achieved its objective of streamlining local
project reviews, resulting in more predictable timelines and solutions
for shipyard projects?
Answer. I understand the Department of the Navy is conducting an
industrial engineering analysis that will inform the final optimized
production plant at each shipyard. Once these plans are completed, and
if confirmed, I would work with the relevant stakeholders to identify
all required infrastructure investments.
Question. If not, how would you adjust the Shipyard Infrastructure
Optimization Program, if confirmed, to achieve these paramount
objectives?
Answer. I understand the importance of the public shipyards in
maintaining the Navy the nation needs. If confirmed, I will work with
all stakeholders to evaluate the program to ensure it is meeting its
objectives and I will make all necessary changes to keep it focused on
improving the efficiency of our public shipyards.
Question. How will shipyard modernization assist the Navy in
achieving its goal of eliminating ``lost operational days''?
Answer. I understand modernizing the Naval Shipyards will enable
the Navy to improve production capacity, increase throughput and reduce
the number of maintenance days so ships can return to the Fleet faster.
environment
Question. According to the GAO, the Navy has identified 127
installations with known or suspected releases of perfluorooctane
sulfonate (PFOS) and perfluorooctanoic acid (PFOA).
What is your understanding of the Department of the Navy's strategy
for monitoring drinking water on Navy and Marine Corps installations,
as well as public and private drinking water off-installation, for
PFOS, PFOA, and other contaminants?
Answer. I understand the DON proactively tested all drinking water
systems and supplies on Navy and Marine Corps installations and took
actions, where needed, to ensure no water supplied for drinking water
on these installations contains PFOS and/or PFOA above EPA's lifetime
health advisory levels. Additionally, where the DON suspected potential
PFOS and/or PFOA migration off an installation, it obtained well owner
permission, sampled those wells, and provided alternative water in
cases where there was an EPA lifetime health advisory level exceedance.
I understand the DON plans to continue this proactive approach, which I
will support if confirmed.
Question. If confirmed, how would you further efforts to identify
and remediate PFOS/PFOA contamination on Navy installations, including
reserve component locations?
Answer. If confirmed, I would meet with the DON's environmental
program leadership to assess strategies, successes, and challenges to
date and take action to remove barriers to support investigation and
remediation efforts across the portfolio.
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 Navy
installations and in the context of performing military duties?
Answer. The safety of all Servicemembers, civilians, and their
family members who live and work on DON installations is of paramount
importance. I understand the DON maintains a robust safety and
occupational health program that works to identify and control
exposures to personnel during execution of their military duties and
maintains environmental programs to address potentially harmful
contaminants on and migrating off installation. If confirmed, I will
continue to emphasize the importance of health and safety to mission
readiness, ensuring commanders comply with recommendations for control
measures, including wearing personal protective equipment and advancing
technologies and products to minimize or eliminate exposures overall. I
would also ensure DON installations address any potentially harmful
contaminants that may affect the health of those living and working
there.
Question. If confirmed, what steps would you take to ensure that
Navy and Marine Corps personnel at all levels comply with environmental
protection laws, regulations, and guidance from the Environmental
Protection Agency?
Answer. If confirmed, I will verify that DON environmental policy
is aligned with current environmental protection laws, regulations, and
guidance from the Environmental Protection Agency. I will ensure DON
environmental practitioners and military personnel have the necessary
resources and training to ensure compliance with the latest standards.
Question. What are your ideas for improving collaboration with the
Department of the Interior and the U.S. Fish & Wildlife Service to find
cooperative ways to ensure military readiness while protecting the
environment on and around installations?
Answer. I am aware the DON works closely with the U.S. Fish &
Wildlife Service to identify collaboration opportunities in support of
both agencies' missions. I believe both agencies work to preserve
undeveloped lands adjacent to military installations and ranges, and
have a long history of partnering to conserve and protect military
readiness and important environmental resources. If confirmed, I will
ensure we continue to push innovative solutions such as those under the
Readiness and Environmental Protection Integration (REPI) program, the
Recovery and Sustainment Partnership (RASP) initiative, and the
Sentinel Landscapes program, and to also seek new authorities, where
appropriate, to help streamline collaboration opportunities.
readiness and resource impacts from extreme weather
Question. How would you assess the readiness and resource impacts
on the Navy from recent extreme weather events?
Answer. Given the DON's mission link to the sea, I recognize many
DON facilities will continue to be present in flood and hurricane-prone
areas. I am aware that more recently constructed buildings perform
better under extreme weather and environmental conditions than those
that were built many years ago. If confirmed, I will work with DON
senior leaders to ensure mission assurance programs identify and
address risks to DON installations from extreme weather, storm surge,
and sea level rise.
Question. Based on these readiness and resource impacts, do you
believe it necessary to use more resilient designs in Navy
infrastructure?
Answer. Yes, I believe the DON must continue to incorporate more
resilient designs, as they evolve, into its infrastructure. If
confirmed, I look forward to ensuring the DON continues to incorporate
resilient designs, including appropriate hurricane and seismic unified
facilities criteria into its master planning processes.
Question. How can the Navy better use existing authorities on
extreme weather mitigation granted by Congress in the last few NDAAs?
Answer. From my understanding, the DON has been working with
Congress to leverage Title 10 authorities to increase energy security
as well as tackle issues related to climate change which the President
has deemed a national security threat. If confirmed, I will continue to
foster the collaborative effort between the DON and Congress to achieve
the Administration's goals for both energy and climate change.
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, testing, and operations to
meet NDS requirements. One issue of particular significance for the
Navy has been the potential interference with aircraft radars by wind
farms installed around military installations and ranges.
In your view, what is the gap between ``as is'' testing and
training range capabilities, and current requirements?
Answer. If confirmed, it will be my responsibility to ensure Navy
and Marine Corps test and training ranges are able to support training
as well as test and evaluation of new platforms and weapon systems. As
the DON modernizes its force, I will ensure the Navy and Marine Corps
continue to assess the adequacy of test and training range
capabilities, to include land, air, and sea space, required to support
the Department's modernization efforts and enable training in realistic
environments with these platforms and weapon systems.
Question. Specifically, what has the Department of the Navy done to
secure or expand operations, testing, and training capabilities at key
aviation ranges (e.g., El Centro, Fallon, Barry M. Goldwater Range)?
Answer. I am aware the Navy is focused on protecting and
modernizing key capabilities at aviation ranges to accommodate
development of new warfighting capabilities and create realistic
training environments to ensure sailors and marines are proficient at
employing these capabilities. As I understand, the DON prioritized the
modernization of the Fallon Range Training Complex as imperative for
realistic Navy training with advanced platforms. If confirmed, I commit
to looking into this range, and across all aviation ranges, and working
with Congress to advocate for the necessary authorities and resources
to enable ready forces. Further, I commit to working with all
stakeholders including, but not limited to federal, state, Tribal, and
local partners to understand their concerns and develop equitable
solutions for access to land, air, and sea space.
Question. If confirmed, how would you balance the trade-off between
energy development and impact on Navy and Marine Corps operations and
training?
Answer. If confirmed, it will be my responsibility to ensure the
Navy and Marine Corps are the best trained and equipped force in the
world. Training and testing will remain an irreplaceable component of
reaching that goal. However, climate change is a national security
issue that must be addressed, and threatens the resilience of our
military operations. I will support both of these national priorities
by working closely with our sister services, federal agency partners,
and energy stakeholders to enable the development of renewable energy
compatible with Navy and Marine Corps readiness requirements.
science, technology, and innovation
Question. What are the key technologies that the Navy should be
focused on to support modernization activities?
Answer. The 2021 Interim National Security Strategic Guidance
outlines a clear approach to regaining and maintaining technical
advantage through investments in key modernization priorities: space,
autonomy, cyber, quantum science, microelectronics, biotechnology,
artificial intelligence, and machine learning (AI/ML), and fully-
networked command, control, and communication. If confirmed, I will
work to ensure the Department focuses Science and Technology (S&T)
funding on critical needs of the Navy and Marine Corps.
Question. What do you see as the most significant challenges (e.g.,
technical, organizational, or cultural) to the development of these key
technologies for application to Navy and Marine Corps warfighting
capabilities?
Answer. The Department of the Navy continues to emphasize
acceleration and agility to keep technological advantage and to deliver
capabilities faster than our adversaries. It is my understanding that
authorities provided by Congress have been particularly beneficial,
allowing the Department to develop innovative methods for effective
management and mission execution at warfare centers and laboratories.
If confirmed, I am committed to prioritizing investments in people,
tools, and infrastructure to enable continuous learning, collaboration,
agility, and cutting-edge capability to delivery at speed for our Naval
Forces will ensure the preservation of national security and the
maintenance of future naval power.
Question. How well has the Department of the Navy prioritized
limited research and development funding across its technology focus
areas?
Answer. I believe S&T research is vital to provide for future
technologies that support innovative capabilities in shipbuilding,
aviation, weapons, and expeditionary equipment. It is my understanding
that the Navy's fiscal year 2022 budget request prioritizes research
and development, with a 12.4% increase to the RDT&E account, in order
to innovate and modernize the force while maintaining and enhancing
readiness. Specifically, I understand that the Department's S&T budget
request includes investments in fundamental research to support
continual advancements in many cutting-edge areas to include AI,
quantum sciences and computing, advanced autonomy, cyber security; as
well as advanced operational prototypes for the next generation of
directed energy weapons and autonomous systems. If confirmed, I will
look to continue prioritizing key research that provides the Navy and
Marine Corps a competitive warfighting advantage.
Question. How is the Navy balancing revolutionary capability
advancements, including investments in basic research, as compared to
``quick win'' incremental improvements that can be rapidly fielded?
Answer. I understand the naval S&T portfolio is balanced across the
following areas: basic research to build the scientific foundation for
future technologies; initiatives that can provide disruptive
technologies to the warfighter; transitioning S&T programs to the
acquisition community and the Fleet; and prototype development and
experimentation with the Fleet and Force to rapidly learn and revise.
I believe it is important to maintain dedicated investment in basic
research programs to not only lay the groundwork for future scientific
innovation but also develop the next generation of the scientific and
technological workforce. If confirmed, I will ensure that the Navy
continues to employ a combination of basic research investment, Future
Naval Capabilities (FNCs), Innovative Naval Prototypes (INPs), Small
Business Innovation Research/Small Business Technology Transfers (SBIR/
STTR) processes and prototyping to transition technology to programs of
record and directly to the warfighter, both today and into the future.
Question. In your view, what steps must DOD and the Navy take to
ensure that critical technical information is protected by Navy
organizations, industry, and academia?
Answer. I believe that it is absolutely critical that the
Department take proper steps to protect American intellectual property
and technology. It is my understanding that the Office of Naval
Research (ONR) is taking steps to develop security and information
management procedures built on partnerships with academia and industry.
These procedures focus on a shared understanding of the specific
research requiring protection and seek to protect research which is
deemed critical by the Navy due to potential military application, as
well as patents and intellectual property owned by the performer. If
confirmed, I will ensure the Navy remains partnered closely with other
DoD and federal security, intelligence, counterintelligence, law
enforcement agencies to implement innovative, enhanced protection
methodologies to guard the military technological capability advantages
of the future.
Question. If confirmed, how would you ensure that a greater
percentage of the technologies being developed by Navy labs transition
into programs of record for deployment to the warfighter?
Answer. The Department of the Navy has an impressive technical
workforce in the Naval Research and Development Establishment (NR&DE)
that works closely with industry, academia and across the government to
ensure sailors and marines have the most advanced capabilities. It is
my understanding that the NR&DE supports a number of programs to assist
the transition existing research investments into homegrown technology
development, including partnerships with programs such as FedTech's
Defense Innovation Accelerator. If confirmed, I will leverage this
strong technical base and encourage the use of existing tools such as
Future Naval Capabilities (FNCs), Innovative Naval Prototypes (INPs),
Small Business Innovation Research/Small Business Technology Transfers
(SBIR/STTR) processes and prototyping to transition technology to
programs of record and to the warfighter.
Question. How would you ensure that appropriate technologies are
transitioning more quickly into programs of record?
Answer. Successful transition of technologies from a prototype or
demonstration to an operationally relevant, sustainable capability
involves numerous challenges in areas such as transition planning, cost
of transition, and time required to mature technology. It is my
understanding that the Navy is leveraging accelerated acquisition tools
and resident expertise in the warfare centers to identify potential
solutions and promising technologies. If confirmed, I will encourage
efforts across the entire Navy Research and Development Enterprise to
identify actions that will reduce the cost, schedule, and technical
risk associated with transition and increase the probability of
successful transition to a program of record.
Question. What efforts is the Department of the Navy making to
identify new technologies developed commercially by the private sector
and apply them to military and national security purposes?
Answer. I understand that the Department of the Navy has a number
of initiatives that leverage commercial technologies for military
applications. NavalX Tech Bridges build networks and connections with
the private sector, innovation organizations, local industry, and small
business to identify and accelerate technologies for the warfighter.
Contracting mechanisms such as cooperative research and development
agreements (CRADAs) and Other Transaction Authority (OTAs) have
expanded the vendor base. If confirmed, I will continue to work across
the Department to reduce the barriers between the DON and industry
partners, including nontraditional defense contractors and startup
companies.
Question. In your view, what steps must DOD take to protect and
strengthen our National Security Innovation Base to ensure that
critical information is protected?
Answer. I certainly recognize the serious nature of evolving cyber
threats, which extend to all facets of the workforce and the industrial
base. It is my understanding that the Navy is approaching this issue
with a sense of urgency, working closely with DoD and partners in the
National Security Innovation Base to accurately assess and smartly
improve the security posture of the industrial base and protect Navy
data. If confirmed, I will continue to work closely with OSD and across
the Services to address these challenges in a systematic way and in
consideration of constantly evolving technologies.
Question. Recent budget requests for defense Science and Technology
(S&T) have fallen short of the Defense Science Board's recommended goal
of dedicating 3% of the total defense budget to S&T. Robust investment
in S&T underpins technological advances in our military capabilities
and is vital to maintaining our military technological superiority over
emerging adversaries. However, over the past few years, the Navy has
prioritized near-term research and development over long-term S&T.
If confirmed, what metrics would you use to assess whether the Navy
is investing adequately in S&T programs and whether the Navy has
achieved the proper balance between near-term research and long-term
S&T?
Answer. In my view maintaining a proper balance between near-term
research and long-term S&T is absolutely critical to maintaining the
long-term technological superiority of the Department of the Navy and
the Nation. Many of the technologies available today are enabled by
five to fifteen years of basic and applied research. These investments
also play a role in developing the next generation of the American
technical workforce. For that reason, if confirmed, I will seek to
inspire, engage and educate the next generation of scientists and
engineers.
military health system (mhs) reform
Question. Do you support the implementation of the MHS reforms
mandated by the NDAAs for fiscal years 2017, 2019, and 2020?
Answer. Yes. I support these reform efforts and recognize the
important role that the Military Health System has in keeping our
servicemembers healthy and ready to meet their demanding missions, as
well as ensuring access to health care for families.
Question. If confirmed, how would you ensure the efficient transfer
of the administration and management of remaining Navy military
treatment facilities to the Defense Health Agency?
Answer. If confirmed, I will continue the progress that the
Department of Navy has made in the efficient transfer of Navy military
treatment facilities to the Defense Health Agency.
Question. Will you ensure that the Navy continues to provide the
military medical personnel needed to provide care in these facilities?
Answer. Yes. I will continue the ongoing collaborative reform
efforts between the Department of Navy and the Defense Health Agency. I
understand that this work includes assessment of the military health
care personnel requirements for supporting the medical treatment
facilities.
Question. The committee has learned that the Navy has not assigned
medical personnel in certain medical specialties to provide full
support to Walter Reed National Military Medical Center (WRNMMC). The
committee intends for WRNMMC to be the premier medical center in the
MHS, but without the full support of the military departments to
provide key medical staff, the center will not meet this intent.
If confirmed, how would you ensure that the Navy assigns the
personnel required to meet the staffing requirements at WRNMMC and at
other military medical treatment facilities in the future?
Answer. If confirmed, I will continue the efforts to ensure an
efficient transfer of the military treatment facilities to the Defense
Health Agency, including assessment of the military health care
personnel requirements at WRNMMC and other military treatment
facilities.
Question. If confirmed, how would you ensure that the Navy reduces
its medical headquarters' staffs and infrastructure to reflect the more
limited roles and responsibilities of the Navy Surgeon General?
Answer. If confirmed, I will continue the current efforts to
optimize Navy Medicine headquarters consistent with their readiness
responsibilities in support of the Navy and Marine Corps.
end strength
Question. The Navy's Active Duty end strength grew from 323,600 in
fiscal year 2015 to 347,800 in fiscal year 2021. The Fiscal Year 2022
President's Budget would cut 1,600 sailors. The Marine Corps' Active
Duty end strength authorization is also shrinking from 186,200 in
fiscal year 2020 to 178,500 requested for fiscal year 2022.
Do you believe that Navy and Marine Corps end strengths are
appropriate and sufficient to meet national defense objections? Please
explain your answer.
Answer. At this time, I do not have enough information on the
operational plans and Navy and Marine Corps requirements to support
them. If confirmed, I will work closely with the CNO and CMC to ensure
our naval force structure is appropriate and sufficient to meet our
national defense objectives.
navy and marine corps reserves
Question. What is your vision for the roles and missions of the
Navy and Marine Corps Reserves?
Answer. Our Navy and Marine Corps Reserves play a vital role in
supporting our national interests by providing strategic depth and
operational capacity to our Active Forces. If confirmed, I will work
with Navy and Marine Corps leadership to ensure we fully leverage the
strategic and operational capabilities within our reserve components.
Both the Navy and Marine Corps Reserve are integral to ensuring our
Nation's security.
Question. If confirmed, what objectives would you seek to achieve
with respect to the organization, force structure, and end strength of
the Navy Reserve?
Answer. Before I can make a true assessment of the Navy Reserve's
organization, force structure, and end strength, I will need to
understand better its capabilities, capacity, and where it can best
support the Department of the Navy's Total Force. If confirmed, I will
work with the Secretariat staff and the Navy to ensure we are fully
leveraging the strategic depth and operational capacity within the Navy
Reserve.
Question. Of the Marine Corps Reserve?
Answer. Likewise, it would be premature for me to provide an
assessment of the Marine Corps Reserve's organization, force structure,
and end strength. If confirmed, I will work with the Secretariat staff
and the Marine Corps to ensure we are fully leveraging the strategic
depth and operational capacity within the Marine Reserve.
Question. Do you expect to meet prior service accession goals for
the Navy and Marine Corps Reserves this fiscal year? Please explain
your answer.
Answer. At this time, I do not have sufficient information to make
an assessment on whether the Navy and Marine Corps Reserves will meet
their prior service accession goals. Accessioning sailors and marines
and leading the Active Force into our reserve components is a key
component of maintaining readiness, as those sailors and marines bring
the benefits of extensive training and years of experience. If
confirmed, I will consult with Navy and Marine Corps leadership to
ensure we are committed to meeting the Navy and Marine Corps Reserves
prior service accession goals.
recruiting and retention
Question. The National Defense Strategy Commission asserted
unequivocally that the most critical resource required to produce a
highly capable military is highly capable people, in the quantity
required, willing to serve. Yet, DOD studies indicate that only about
29% of today's youth population is eligible for military service, and
only a fraction of those who meet military accession standards are
interested in serving.
Rather than relying solely on ever-higher compensation for a
shrinking pool of volunteers, what creative initiatives would you
implement, if confirmed, to expand the pool of eligible recruits and
improve Navy and Marine Corps recruiting?
Answer. I understand that both Navy and Marine Corps have been
successful in meeting their recruiting objectives; however, attracting
today's youth will require that the Navy and Marine Corps recruiting
continue to adapt to attract this new generation of potential recruits
to remain successful. It is my understanding that the services are
working to transform recruiting efforts to meet the challenges faced
with attracting recruits from a newer generation. Recruiting is focused
on both new technologies in advertising and personnel processing and
both Services are complementing existing recruiting practices with
greater use of social media in an effort to extend their reach and
expand their recruiting markets into all communities. If confirmed, I
will continue support for the Navy and Marine Corps in their efforts to
expand their recruiting marketing by leveraging technology to educate
today's youth on value and the benefits of service in our Navy and
Marine Corps.
Question. In your view, what effect do current recruiting
standards--particularly DOD-wide criteria for tier-one recruits--have
on recruit attrition and/or future success in the Navy and the Marine
Corps?
Answer. I understand that the Navy and Marine Corps review
recruiting and retention data routinely to ensure that recruiting
standards align with the Services' needs, and that data shows that
tier-one recruits are a good value for both because tier-one recruits
tend to have lower attrition and greater likelihood to succeed in
technical training pipelines. If confirmed, I look forward to gaining a
deeper understanding of the Department's military manpower data and to
ensure that the Services balance recruiting standards and retention to
enable readiness within the Fleet.
Question. What monetary and non-monetary incentives are the Navy
and the Marine Corps employing in an effort to retain aviators?
Answer. It is my firm belief that the men and women serving in the
Navy and Marine Corps today seek, in addition to fair and adequate
compensation, a balance between professional fulfillment, quality of
service, and work/life balance. With that in mind, it is my
understanding that the Navy and Marine Corps offer both monetary and
non-monetary incentives for aviators. Beyond just specialty pay and
bonuses, this would include advanced training and certifications,
quality of life initiatives, and, most importantly, certainty in their
operational assignments. If confirmed, I'll consult with the Chief of
Naval Operations and the Commandant of the Marine Corps to fully
understand the scope of this retention challenge. I also believe
dialogue with our aviation leaders and the aviators themselves is
essential to understanding the motivators behind a stay or go decision
and, if confirmed, I will seek out these additional insights to the
aviator retention challenge.
Question. Which incentives or combinations thereof have proven most
effective?
Answer. While I don't have access to the data needed to respond to
this question, I do believe it is the combination of both monetary and
non-monetary incentives, coupled with quality of life initiatives that
allow the Department of the Navy to retain the aviators required to
accomplish their assigned missions. If confirmed, I will work with the
Chief of Naval Operations and the Commandant of the Marine Corps to
ensure that the Navy has a realistic plan for aviator retention.
Question. What recommendations would you have for increasing the
pool of youth who are both eligible and propensed for military service?
Answer. Increasing the pool of youth, both eligible and with a
propensity for military service, is certainly a challenge today as
there are fewer ties to military service than there were for prior
generations. Furthermore, we cannot limit our recruiting efforts to
those Americans who already have a relationship with someone in the
military or those with an expressed desire to serve. I believe it
important that we aggressively work to expand the youth market by
focusing our advertising on educating today's youth on the benefits and
value of service in the Navy or Marine Corps. We need to communicate
that being part of the Navy-Marine Corps team will allow them to be
part of something bigger than themselves, and that their service will
help them achieve more than they might otherwise. Also, we need to
ensure we reach out to communities like where I grew up to ensure we
attract young men and women from underserved communities who would
otherwise be unaware of the opportunities the Navy and Marine Corps can
provide.
military compensation
Question. What is your assessment of the adequacy of military
compensation?
Answer. Attracting and maintaining a highly skilled, well-trained
volunteer workforce is essential to mission accomplishment, and, while
today's military compensation is competitive with the civilian sector,
there is certainly competition for many of the highly-skilled, well
trained personnel who are serving in both the Navy and Marine Corps. If
confirmed, I will work closely with Navy and Marine Corps leadership to
ensure we continue to compensate all sailors and marines competitively
for their sacrifice and service. Additionally, we will need to ensure
we offer appropriate incentives, both monetary and non-monetary, to
retain those sailors and marines with high demand skills that are
critical to mission success.
Question. What recommendations would you have for controlling the
rising cost of personnel?
Answer. Just like in the private sector, personnel costs consume
the highest portion of overall operating costs. I understand military
compensation, relative to the civilian marketplace, remains very
competitive--and this is as it should be if the Navy and Marine Corps
want to attract, access, and retain talent. I do, however, believe
there are opportunities to improve the way we compensate our
Servicemembers that will help to control the rising costs of military
personnel. If confirmed, I'll consult with the Chief of Naval
Operations and Commandant of the Marine Corps to assess our personnel
costs to ensure that our compensation programs (including special and
incentive pays) that target key skillsets critical to today's Naval
force are retained, while seeking to eliminate or modify those programs
that do not contribute to mission success.
the gi bill, voluntary education, and credentialing programs
Question. Do Navy and Marine Corps Voluntary Education Programs
contribute to military readiness, in your view? Please explain your
answer.
Answer. I believe that Voluntary Education Programs contribute
greatly to military readiness. An educated force is a diverse, skilled,
adaptable, and flexible force that is more capable of tackling emerging
threats and challenges around the globe. Voluntary Education Programs
also function as talent management tools by enabling sailors and
marines to become more competitive for promotion, assignment, and
retention. An educated force will help the Department to accomplish any
mission the Nation demands.
Question. What progress have the Navy and Marine Corps made in
identifying and leveraging credentialing programs, both to enhance a
sailor or Marine's ability to perform his/her official duties, and to
qualify the sailor or Marine for meaningful civilian employment on
separation from the military?
Answer. The Department of the Navy Credentialing Opportunities
Online (COOL) program provides sailors, marines, and DON civilians
opportunities to obtain licenses and certifications to validate their
knowledge and experience and open doors to new opportunities in the
Navy and in the civilian community. It is my understanding that Navy
COOL currently funds over 2,700 certificates/licenses with
opportunities for sailors in every rating. These certifications both
professionalize the workforce and can assist sailors in qualifying for
meaningful civilian employment upon transition. It is also my
understanding that the Marine Corps COOL program provides marines with
similar opportunities to attain certification and licenses related to
their Military Occupational Specialties. These credentials are tied to
civilian certificates and can be carried into the civilian world when
marines transition. The majority of Marine Corps COOL users access the
site through a mobile device, a unique aspect of Marine Corps COOL. I
understand, Navy has also developed a mobile app for smart phone and
other portable data devices.
Question. What is your vision of the role and mission of the Naval
Community College?
Answer. The Naval Community College will allow the Department the
ability to become a better-educated and more capable force. The degree
programs offered by the Naval Community College's general education
curriculum will help sailors and marines to develop better critical-
thinking skills, while the NCC's professional concentrations will boost
readiness by increasing the competence, knowledge, and abilities of
sailors and marines in areas that are relevant to mission-critical
naval operations
non-deployable servicemembers
Question. In your view, should sailors and marines 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. The Navy and Marine Corps are expeditionary forces. As
such, sailors and marines should be capable of deploying. I do
recognize, however, that there will be situations where it may be in
the best interest of the service for a sailor or marine who is non-
deployable to be retained. I understand the current policy allows the
Secretaries of the Military Departments to retain servicemembers who
are non-deployable in excess of 12 consecutive months, on a case-by-
case basis, if determined to be in the best interest of the service. If
confirmed, I look forward to working with Navy and Marine Corps
leadership to develop policies that will enable everyone who enters the
Navy or Marine Corps, and those already serving, to remain deployable.
Question. Under what circumstances would the retention of a
servicemember who has been non-deployable for more than 12 months be
``in the best interest of the service''?
Answer. My understanding of the current policy is that
servicemembers who are non-deployable in excess of 12 consecutive
months may be retained, on a case-by-case basis, if determined to be in
the best interest of the service. The policy makes sense because there
can be myriad circumstances that may warrant an exception. Perhaps a
sailor or marines requires more than 12 months to recover fully from an
injury or wound that caused their non-deployable status. There could be
a situation where a sailor or marine possesses special skills that can
be performed from their homeport or base. In both of these examples, it
might be worthwhile or necessary to retain the sailor or marine rather
than to separate them and have to access and train a replacement. If
confirmed, I will ensure that retention determinations for non-
deployability are made judiciously and fairly within the Navy and
Marine Corps.
Question. In your view, should a sailor or marine'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 servicemember is deployable?
Answer. Without addressing a specific situation, I would say, yes;
generally, a sailor or marine's readiness to perform the required
missions, functions, and tasks of a particular deployment should be
considered in determining whether that servicemember is deployable. If
confirmed, I look forward to working with Navy and Marine Corps
leadership to develop policies that will enable everyone who enters the
Navy or Marine Corps, and those already serving, to remain deployable.
Question. What are your ideas for addressing the challenges of
medical non-deployability in the reserve components?
Answer. I do not have specific information or data on the
challenges of medical non-deployability within the Navy and Marine
Corps Reserve, but, if confirmed, I will work with Navy and Marine
Corps leaders to understand the issue and its impact on the Reserve
components and to ensure Reserve sailors and marines are ready to
deploy when needed.
Question. The new DOD transgender policy (set forth in DODI
1300.28) states ``any determination that a transgender Servicemember is
non-deployable at any time will be consistent with established Military
Department and Service standards, as applied to other Servicemembers
whose deployability is similarly affected in comparable circumstances
unrelated to gender transition.'' The same policy requires commanders
to review and approve servicemember requests to transition gender in a
manner that ``maintains military readiness by minimizing impacts to the
mission (including deployment, operational, training, and exercise
schedules, and critical skills availability).
What Department of the Navy standards and policies related to a
sailor or marine's ability to deploy will be applied to transgender
servicemembers undergoing gender transition procedures or treatment?
Answer. While I have not had an opportunity to become fully
informed on the Department of the Navy's standards and policies
regarding deployability, my understanding is that a transgender sailor
or marine's ability to deploy will be handled in the same way as any
other sailor or marine undergoing comparable medical procedures or
treatment unrelated to gender transition. If confirmed, I will work
with the Navy and Marine Corps leadership to develop a full
understanding of current standards.
Question. As the Navy implements the DOD policy, what level of
commander will be responsible for balancing servicemember requests to
transition gender while maintaining military readiness?
Answer. I understand the Department of the Navy is in the process
of updating its policy to comply with DoD policy. I do not have access
to DON-internal deliberations, so I do not know what current level of
command will be responsible for that decision. If confirmed, I will
work with Department leaders to understand what level of command has
been identified and, if necessary, direct revisions to the Department
of the Navy policy.
Question. If confirmed, how would you ensure that commanders are
permitted to deny or delay gender transition requests if it such a
request would degrade unit readiness and deployability?
Answer. If confirmed, I would work with Department of the Navy
(DON) leaders, as well as the Bureau of Medicine and Surgery medical
professionals, to ensure DON policies balance the medical needs of
affected sailors and marines with a unit's readiness and ability to
deploy.
military family readiness and support
Question. What do you consider to be the most important family
readiness issues for sailors, marines, and their families?
Answer. Military families serve alongside our sailors and marines,
and I believe that family readiness is inherently tied to unit
readiness and our ability to achieve the National Defense Strategy
mission. It is crucial that servicemembers can deploy far from home and
know that programs and services are in place to support their families
during these absences. As a former Naval Officer who spent a
significant amount of time deployed away from my family, I am cognizant
of the many sacrifices military families make on a daily basis. If
confirmed, I will be steadfast in my support for programs that support
spouses and families, from child care to personal financial readiness
and other life skills to quality privatized housing.
Question. If confirmed, how would you ensure that the family
readiness issues you identified are properly addressed and adequately
resourced?
Answer. If confirmed, I will meet with Navy and Marine Corps
leaders as well as military families, to learn about the effectiveness
of our family readiness programs. Both the Navy and the Marine Corps
offer a wide-ranging assortment of programs and resources to address
issues these issues. I am also a firm believer in exercising strong
oversight. Family readiness will be one of my main concerns if I am
confirmed.
Question. Of all Military Services, the Navy has the largest and
longest waitlist for servicemembers to receive military childcare
services.
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. I recall firsthand the importance of childcare while I was
on Active Duty. It is my understanding that the Navy and Marine Corps
are exploring a multi-pronged approach to address the high demand of
childcare, to include expanding fee assistance, renovating older
facilities, and nurturing community partnerships that may more rapidly
provide capacity. I understand some installations are collaborating
with local municipalities to expand daycare, providing a benefit for
military families and their civilian neighbors. If confirmed, I will
further consider these approaches and explore other innovative ways to
address this critical issue.
Question. If confirmed, how would you reduce the wait time for
sailors to receive access to military childcare in a timely fashion?
Answer. Childcare is a critical issue for military families,
especially in the current environment and challenges from the Covid-19
pandemic. If confirmed, I will review the current wait time mitigations
being employed by the Navy and Marine Corps, as well as their sister
Services, to develop an innovative strategy that addresses identified
shortfalls. I would want to include recommendations by Senior Enlisted
Advisors and hear directly from families to understand their needs and
their ideas.
Question. If confirmed, how would you ensure that support related
to mobilization, deployment, and family readiness is provided to Navy
and Marine Reserve Component families, as well as to Active Navy and
Marine families who do not reside near a military installation?
Answer. Support for Navy and Marine Reserve Component families
presents obstacles not faced by those who reside near a military
installation. If confirmed, I will work with Navy and Marine Corps
leadership, both Active and Reserve, to make sure these components are
benefitting from appropriate support structures. I will also engage
families to confirm that their needs are being met. Furthermore, the
pandemic caused many industries to use technology for delivery of
programs and services. If confirmed, I would ensure that any innovative
best practices are incorporated into the delivery of family readiness
programs for Navy and Marine Reserve Component families, as well as
those who do not reside near a military installation.
Question. In your view, do non-medical counseling services provided
by DOD Military Family Life Counselors have a role in promoting
readiness of the force and family?
Answer. Non-medical counseling promotes readiness of the force and
family by addressing day to day stressors of military life through
supportive, solution-focused counseling.
Although I am not familiar with current Department of Navy
processes used to determine when it is appropriate to utilize a DOD
Military Family Life Counselor, in lieu of other Family Readiness
counseling services, I do know non-medical counseling is a key
resource. If confirmed, I would work with Navy and Marine Corps leaders
to understand how that determination is made, the current scope of work
performed by DOD Military Family Life Counselors, and how best to
utilize all resources moving forward.
support for military families with special needs
Question. What is your view of the overall effectiveness of the
exceptional family member program (EFMP)?
Answer. As the parent of a former EFMP spouse and child, I
understand the importance of the Exceptional Family Member Program. It
is extremely important that sailors and marines are assigned to
locations where the required medical services and educational support
are available for spouses and children with special needs. I do not
have current Navy or Marine Corps internal data regarding the
objectives and measures of effectiveness for the EFMP program, so it
would be premature for me to provide an assessment at this point. If
confirmed, I will work with Navy and Marine Corps leaders to ensure
this program is poised to best support sailors, marines and their
families.
Question. If confirmed, how would you incentivize servicemember
enrollment in EFMP?
Answer. If confirmed, I would work with Navy and Marine Corps
leaders to understand barriers to enrollment and to consider whether
incentives may be needed and how best to address them. Our commanding
officers and senior enlisted advisors are essential to this process in
ensuring our sailors and marines are aware.
Question. If confirmed, how would you empower military families to
advocate and access individualized educational programs and other
support to which their family member is entitled under the Individuals
with Disabilities Education Act, including from public schools in the
vicinity of military installations?
Answer. Both Navy and Marine Corps provide legal assistance to
families when additional educational support is required. I understand
the services have hired several skilled attorneys and other
professionals, locating them in Fleet concentration areas to support
families who encounter challenges. As a parent of children who have
both benefited from the Individuals with Disabilities Education Act and
personally experienced the challenges that do exist, I am most
sensitive to the existing concerns of our military families impacted by
these situations. If confirmed, I will work with Navy and Marine Corps
leaders to better understand the current challenges servicemembers and
their families face in accessing their entitlements under the
Individuals with Disabilities Education Act. As necessary, I will
enlist the support and expertise of others within the U.S. government,
and, as needed, members of Congress, to ensure our military families'
rights are protected.
Question. If confirmed, how would you enhance support to a
servicemember 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 do not have Department of the Navy internal data that
would help me understand the current challenges sailors and marines and
their families face in navigating the TRICARE system to obtain the
medical services and support required by a family member with special
needs. I am, however, a beneficiary of TRICARE and, if confirmed, I
will work with Navy and Marine Corps leaders to understand the scope of
the challenges and potential solutions to ensure our servicemembers and
their families have the support they deserve, regardless of their
location.
Question. If confirmed, how would 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 will engage with Navy and Marine Corps
leaders to better understand the current issues and challenges faced by
our families with special needs and to ensure that our Military Housing
Privatization Initiative partners meet the housing needs of these
families in compliance with all fair housing and disability laws.
Question. If confirmed, how would you eliminate or reduce the
bureaucratic administrative burdens currently experienced by EFMP
participants, and ensure that EFMP services are consistent across
services?
Answer. I greatly appreciate Congress' Fiscal Year 2021 NDAA
directed standardization of the EFMP across the Military Departments.
It is my understanding that the Navy and Marine Corps, along with their
sister Services, are participating on an Office of the Under Secretary
for Personnel and Readiness-led working group to increase
standardization and expand communication methods for families with
special needs. If confirmed, I will engage with Navy and Marine Corps
leaders and EFMP participants to review administrative requirements and
understand potential areas to reduce administrative requirements while
maintaining data needed to measure program effectiveness and ensure
accountability.
military housing privatization initiative (mhpi)
Question. In the Fiscal Year 1996 NDAA, Congress established the
MHPI, providing 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. The Senate Armed Services Committee held three hearings to
address concerns voiced by military families living in privatized
housing that the program had 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 sponsors to reprisal.
Question. What have the Navy and the Marine Corps done to address
sailor, Marine, and family member concerns regarding the untenable
living conditions prevalent in certain privatized housing locales?
Answer. It is my understanding the DON has increased Active
leadership by installation, regional, and unit Commanders; improved
oversight of project owner compliance with Military Housing
Privatization Initiative (MHPI) agreements, and improved communications
to regain resident trust. Of significant importance, in June, the
Department reported that all MHPI companies at all DON installations
have fully implemented all 18 Tenant Bill of Rights contained in the
National Defense Authorization Act (NDAA) for fiscal year 2020.
Question. If confirmed, specifically what would you do to reinforce
the accountability of the Navy and Marine Corps chains of command for
oversight of the MHPI program as it affects their sailors, marines, and
military families?
Answer. The DON must provide safe, high-quality, well-maintained
homes to its Servicemembers and their families. If confirmed, I will
ensure sustained chain-of-command involvement and oversight. I will
drive continued identification of systemic issues and process
improvements. In so doing, I will leverage, and remain consistent with,
the efforts of the DOD Chief Housing Office and the Secretaries of the
Army and Air Force to enhance the quality of life for the DON's most
important asset--its people.
Question. If confirmed, specifically what would you do to establish
accountability in MHPI ``contractors'', for strict adherence to the
terms of their ``partnership agreements'' with the Navy or Marine
Corps?
Answer. If confirmed, I will ensure the requirements contained in
the NDAA for fiscal years 2020 and 2021 are incorporated in the
business agreements with MHPI project companies creating additional
accountability for the MHPI project companies.
Question. The Fiscal Year 2020 NDAA was clear--the Tenants Bill of
Rights for military personnel living in privatized housing must include
three basic items: the right to dispute resolution, the ability to
withhold rent, and access to a home's maintenance history. Yet DOD's
recently released Tenant Bill of Rights included none of these things.
If confirmed, what would you do to address these omissions?
Answer. I understand that in June, the DON reported that all MHPI
companies at all DON installations have voluntarily fully implemented
the 18 Tenant Bill of Rights contained in the NDAA for fiscal year
2020, including the right to dispute resolution, the ability to
withhold rent, and access to a home's maintenance history. If
confirmed, I will work with the MHPI companies to incorporate these
rights in the business agreements with MHPI project companies.
Question. Given the challenges associated with the MHPI, what value
do you perceive in the Fiscal Year 2020 NDAA's codification in law of
the position of the Assistant Secretary of the Navy for Energy,
Installations, and the Environment?
Answer. I believe Secretariat-level leadership is essential to
promulgating effective policy and the guidance necessary to address the
challenges associated with oversight of MHPI housing. Congressional
codification of the position of Assistant Secretary of the Navy for
Energy, Installations, and the Environment ensures the continuity and
stability of that leadership.
suicide prevention
Question. The number of suicides in each of the Services continues
to concern the Committee. Over the past two years, five sailors
assigned to the U.S.S. George H.W. Bush committed suicide.
Has the Navy conducted a comprehensive review of the Bush suicides
to determine whether there were any common causal factors?
Answer. Suicide is a complex problem. Regarding the tragic deaths
on the Bush, it is my understanding that the Navy conducted a
comprehensive review and has launched several initiatives aimed at
educating sailors on how to recognize stressors and risk factors, and
where to access supportive services. If confirmed, I will stay
committed to ensuring the wellness of all sailors and marines and
continue to support the Department's current efforts to encourage
individuals to ask for support when they need it, eliminate stigma
associated with help-seeking and reduce barriers to accessing care.
Question. If so, what did the Navy find?
Answer. It is my understanding that the Navy conducted a
comprehensive review and has launched several initiatives aimed at
educating sailors on how to recognize stressors and risk factors, and
where to access supportive services. I have not reviewed the report and
cannot comment on the individual findings or initiatives. If confirmed,
I will stay committed to ensuring the wellness of all sailors, marines,
and civilians and continue to support the Department's current efforts
to encourage individuals to ask for support when they need it,
eliminate stigma associated with help-seeking and reduce barriers to
accessing care.
Question. What actions has the Navy taken to prevent the suicides
of other sailors assigned to the Bush?
Answer. It is my understanding that the Navy conducted a
comprehensive review and has launched several initiatives aimed at
educating sailors on how to recognize stressors and risk factors, and
where to access supportive services. I have not reviewed the report and
cannot comment on the individual findings or initiatives. If confirmed,
I will stay committed to ensuring the wellness of all sailors, marines,
and civilians and continue to support the Department's current efforts
to encourage individuals to ask for support when they need it,
eliminate stigma associated with help-seeking and reduce barriers to
accessing care.
Question. If confirmed, what would you do to maintain a strong
focus on preventing suicides in the Active Navy and Marine Corps, the
Navy and Marine Reserve, and in the families of your sailors and
marines?
Answer. The loss of any sailor, marine, or civilian to suicide is
one too many, and we must remain committed to ensuring the health,
safety and well-being for all members of our military community. If
confirmed, I will stay committed to ensuring the wellness of all
sailors, marines and civilians and continue to support the Department's
current efforts to encourage individuals to ask for support when they
need it, eliminate stigma associated with help-seeking and reduce
barriers to accessing care. In addition to prioritizing suicide
prevention strategies that are evidence-based and grounded in data, if
confirmed, I will address the health of our unit climates to promote
connectedness among sailors and marines as well as providing tools to
commanders to enhance unit cohesion, maintain a continued sense of
purpose and promote peer support.
Question. What are your ideas for preventing suicides by curtailing
the misuse of lethal means by sailors, marines, and their families?
Answer. I understand that practicing lethal means safety reduces
the probability of a suicide attempt. If confirmed, I will raise
awareness of the importance of lethal means safety, for example, by
encouraging the use of gun locks and proper storage of personally-owned
firearms, especially during times of increased stress, as well as
promoting a proactive position in disposing unused medications. Also,
if confirmed, I will work to ensure family members have access to the
same lethal means safety material, recognizing the important role
families play in intervention and promoting needed mental health
services. I will also work with experts to ensure the Department is
doing everything possible to prevent suicides.
Question. If confirmed, what would you do to enhance the reporting
and tracking of suicide among family members and dependents of sailors
and marines across all Components?
Answer. I am not familiar with the level of reporting that the Navy
and Marine Corps presently follow. If confirmed, I will review what
reporting and tracking tools are used by the Navy and Marine Corps and
work with the Services to leverage military and civilian data to assess
areas where the Department can improve. Further, if confirmed, I will
collaborate with key stakeholders across the Department of Defense and
other federal agencies such as the Department of Veterans Affairs,
gleaning best practices, identifying trends and sharing resources.
sexual harassment and assault prevention and response programs
Question. In your view, are the policies, programs, and training
that the Department of the Navy has put in place to prevent and respond
to sexual harassment and sexual assault adequate and effective?
Answer. Sexual assault and other harmful behaviors must never be
tolerated. Offenders must be held accountable and marine, sailor and
civilian victims should have access to the support they need. I
understand that both services within the Department are unyielding in
their pursuit to reduce the prevalence of these behaviors and ensuring
comprehensive care to those who seek help. I understand the
Department's commitment to prevention of sexual harassment and assault
is comprehensive and includes focus on the culture and climate within
the Navy and Marine Corps. There is more to be done and, if confirmed,
I will prioritize these programs, ensuring they have the support and
resources they need to succeed. I will focus on healthy and positive
environments, where leaders at all levels foster a climate in which
servicemembers and civilians have the opportunity to thrive.
Question. If confirmed, what would you do to increase focus on the
prevention of sexual assaults?
Answer. If confirmed, I will focus on innovative and evidenced-
based prevention programs and use data to assess for high risk
behaviors. I will increase emphasis on addressing emerging problematic
behaviors before they escalate. That includes early interventions to
eliminate gender discrimination, sexual harassment, and workplace
hostility. I will continue to prioritize professional development,
promoting the enduring proficiencies to foster positive behaviors. I
will also continue to create policies that support those who come
forward and/or are in need of help.
Question. What is your view of the necessity of affording a victim
both restricted and unrestricted options to report sexual harassment?
Answer. We know sexual harassment is underreported. I believe the
Department of the Navy should explore all avenues to reduce barriers
for marines, sailors and civilians to come forward and report sexual
harassment. This includes promoting awareness of what constitutes
sexual harassment in order for leaders and peers to intervene early and
often. I am aware that Secretary Austin's Independent Review Commission
recommended several additional mechanisms to improve sexual harassment
prevention, response, and reporting and, if confirmed, will work to
make those needed improvements. Increased awareness of the true
prevalence of sexual harassment, through enhanced reporting options,
will better protect our people and inform our training and policies.
Question. If confirmed, what actions would you take to improve the
quality of investigations into allegations of sexual harassment?
Answer. Allegations of sexual harassment must always be taken
seriously, as harassing behaviors harm our people and can often precede
other negative and criminal behaviors, like sexual assault. I have not
yet seen Department of the Navy specific data on the quality of the
investigations but, if confirmed, will review existing processes and
implement necessary improvements to ensure high quality, fair, and
thorough investigations are conducted.
Question. What is your understanding of the adequacy of Navy and
Marine Corps resources and programs to provide victims of sexual
assault and sexual harassment the medical, psychological, and legal
help they need?
Answer. I understand the Department of the Navy has a comprehensive
and multi-faceted response system for victims but we will continue to
evolve and enhance existing policies, training and processes as needed.
If confirmed, I will underscore the high priority for care and support,
as well as explore best practices and services. In addition, we must
ensure that all Servicemembers--both in the Active and Reserve
components-- and civilians are aware of and have access to of all
resources available to them. Access to the Victims' Legal Counsel and
24/7 medical and supportive services are critical to taking care of our
marines, sailors and civilians and they must be appropriately resourced
and promoted.
Question. What is your assessment of protections against
retaliation or reprisal for reporting sexual assault and/or harassment?
Answer. Retaliation and reprisal are detrimental actions that
negatively impact the well-being of our people. In addition to the harm
done to the individual, there is a degradation of trust within a unit
and a substantial setback to overall mission readiness. We have a
responsibility to hold our leaders accountable. I understand that there
is greater emphasis being placed on assessing for retaliatory behaviors
among first responders and key stakeholders and those instances are
highlighted at monthly case management group meetings to be swiftly
addressed. More needs to be done to bring awareness to what comprises
these behaviors, and how to report them should they arise.
Question. What is your assessment of the potential impact, if any,
of proposals to remove Navy and Marine Corps commanders from case
disposition authority over felony violations of the Uniform Code of
Military Justice, including sexual assaults?
Answer. Despite previous efforts, sexual assault and harassment
remain persistent and corrosive problems. The Secretary of Defense
committed that we must do more to counter them and in so doing,
consider outside views and ideas, and be transparent where we have
fallen short. I agree with him. I am committed to exploring all
promising ideas to address these problems. Having said that, military
commanders are responsible for everything that happens in their units.
As such, they play a key role in the disciplinary process. We must have
a military justice system that is effective in an operational and
forward deployed environment. While I will always remain open minded
about changes to the system, I remain cautious about changes that could
negatively impact a commander's ability to lead. If confirmed, I will
remain committed to having an open mind and will work towards the
effective implementation of any directed reforms.
juvenile problematic sexual behavior:
Question. What actions has the Department of the Navy taken to
regularize policies and programs for responding to, investigating,
adjudicating, and documenting allegations of juvenile problematic
sexual behavior on Navy and Marine Corps installations?
Answer. I am aware that the Navy and Marine Corps have developed
resources for parents regarding healthy sexual development and have
issued policies requiring the investigation of juvenile misconduct and
referral of allegations of problematic sexual behavior of children and
youth to Family Advocacy for assessment, treatment, and victim
assistance. It is my understanding that the Family Advocacy Program
expanded its portfolio to address problematic sexual behavior in
children and youth through a coordinated community response. The
ultimate goal of this expansion is to develop the capacity to identify,
report, respond, and intervene with appropriate treatment and services
to help military-affiliated children, youth, and their families who
have been impacted. The most serious cases may warrant referral to
civilian authorities for further investigation and/or determination of
disposition. If confirmed, I will fully support this policy.
Question. How does the Department of the Navy ensure that the
victims of juvenile problematic sexual behavior receive the care,
treatment, support, and advocacy services they need?
Answer. I understand that the Department of the Navy Family
Advocacy multi-disciplinary teams engage a community approach to
intervene and provide services to children and families impacted by
problematic sexual behaviors. These teams provide an array of services
in a child-focused setting through collaborative relationships with
system and community partners and are well-suited to address the needs
of children and families impacted by problematic sexual behaviors. If
confirmed, I will continue to support this approach to ensure the best
care, treatment, and support is readily available in an effort to
reduce the risk of problematic sexual behaviors from reoccurring.
Question. In your view, does the Department of the Navy have a
mechanism to hold accountable, as appropriate, and provide treatment to
juveniles who engage in problematic sexual behavior?
Answer. I am aware that the Family Advocacy Program reports
incidents of problematic sexual behavior to law enforcement to
determine whether a separate criminal investigation is warranted.
Family Advocacy also provides comprehensive assessments for any
impacted children, and recommends or provides evidence-based treatment.
If confirmed, I will ensure relationships are established with the
Department of Justice and other appropriate civilian authorities to
work through issues of jurisdictional authority for prosecution, if and
when appropriate.
Question. Does the Department of the Navy require any additional
authorities to establish and maintain the centralized database on child
and youth problematic sexual behavior required by section 1089 of the
Fiscal Year 2019 NDAA?
Answer. I do not have sufficient information to answer this
question; however, if confirmed, I will work closely with the Navy and
Marine Corps leadership and the Office of the Secretary of Defense to
determine whether additional authorities are needed to ensure we are
meeting the requirements established in section 1089 of the Fiscal Year
2019 NDAA. The well-being and safety of service families, including and
especially their children is extremely important to me. Further, I will
revise, as necessary, policies and procedures to reflect best practices
to meet the needs of all the families and children served.
domestic violence and child abuse in navy and marine corps families
Question. What is your understanding of the extent of domestic
violence and child abuse in the Navy and Marine Corps, and, if
confirmed, what actions would you take to address these issues?
Answer. Domestic violence and child abuse are intolerable and
incompatible with service in the Navy and Marine Corps. My
understanding is that the data concerning these cases is reflective of
national trends. Even one incident of abuse is one too many.
Understanding the unique pressures of deployment, extended family
separations, and our national security mission are vital to addressing
these issues. If confirmed, I will work with Navy and Marine Corps
leadership to ensure that we equip sailors and marines and their
families with the tools necessary to deal with military life stressors
in order to reduce domestic violence and child abuse.
Question. In your view, what more can the Navy and Marine Corps do
to prevent child abuse and domestic and intimate partner violence?
Answer. The youthful demographics of the Navy and Marine Corps,
coupled with the demands of the military lifestyle, indicate to me that
one of the most important things to do is to engage early and often in
order to provide life skills. Teaching sailors, marines, and their
family members how to recognize and deal positively with high-tempo
operations and the unique stressors associated with military service is
key to combating domestic violence and child abuse. If confirmed, I am
committed to working with our Navy and Marine Corps leaders to
determine which programs make a difference and provide all possible
support to our sailors, marines and their families.
Question. Do you believe that the Family Advocacy Programs in the
Navy and Marine Corps strike the right balance between healing families
and holding individuals accountable for acts of domestic violence and
child abuse?
Answer. It is my understanding that the Family Advocacy Program
provides a wide range of services aimed at preventing and responding to
violence and other harmful behaviors in relationships and that the
program focuses on advocacy, treatment and rehabilitation, and is not
disciplinary or punitive in nature. Accountability is handled through
the military justice system, which allows the Family Advocacy Program
to focus on prevention and treatment. If confirmed, I pledge to work to
ensure that we are doing everything possible to address these incidents
and that cases of criminal abuse are subject to review and action by
the appropriate entities.
sexual harassment in the civilian workforce:
Question. In responding to the 2018 DOD Civilian Employee Workplace
and Gender Relations survey, 14.1 percent of female and 5.1 percent of
male DOD employees indicated that they had experienced sexual
harassment and/or gender discrimination by ``someone at work'' in the
12 months prior to completing the survey.
In your view, do Navy and Marine Corps 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 Navy and Marine Corps?
Answer. I understand there are several avenues available for DON
civilians and military members to report complaints of harassment and
discrimination. Each of these avenues include both formal and informal
procedures. The EEO program has a complaints tracking system which EEO
officials review, monitor and assess. If confirmed, I will review the
DON policies and processes for tracking the submission and monitoring
the resolution of harassment or discrimination complaints, whether
formal or informal, through all programs to ensure the DON has an
accurate picture of the prevalence of these adverse behaviors and
explore ways to prevent them.
Question. Do the Navy and Marine Corps 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. I understand the EEO program has a complaints tracking
system which EEO officials review, monitor and assess. The system
contains a variety of data fields, including the names of the alleged
perpetrators. If confirmed, I will review the DON policies and
processes for tracking the submission and monitoring the resolution of
harassment or discrimination complaints, whether formal or informal,
through all programs, not just EEO, to ensure the DON has a means of
identifying repeat perpetrators.
Question. What actions has the Navy and Marine Corps taken to
establish a modern, comprehensive harassment prevention and response
policy and program for the Department of the Navy civilian workforce?
Answer. Harassment jeopardizes combat readiness and mission
accomplishment, weakens trust, and erodes organizational cohesion.
Harassment is fundamentally at odds with the obligations of
Servicemembers and civilian employees to treat others with dignity and
respect. I understand there are several avenues available for DON
civilians and military members to report complaints of harassment and
discrimination. I am not aware of specific actions that the Navy and
Marine Corps have taken to address harassment in a comprehensive manner
for the civilian workforce. If confirmed, I will ensure that the
Department of the Navy does not tolerate or condone harassment and I
will review the DON policies and processes to ensure the policies
comprehensively address harassment prevention and response and comply
with applicable laws, regulations and policies.
u.s. naval academy (usna) and the reserve officers' training corps
(rotc)
Question. Currently, USNA graduates incur a five-year Active Duty
service commitment following graduation. Congress last revised initial
Active Duty service obligations for Academy graduates in 1996. Since
then, the average real cost per graduate has increased by nearly 20
percent according to the Congressional Research Service. Additionally,
recent studies suggest that Service Academy graduates have the lowest
junior officer retention rates of all officer commissioning sources,
despite being the most expensive.
Question. Do you believe the five-year Active Duty service
commitment required of USNA graduates is sufficient return on
investment for the U.S. military and the American taxpayer?
Answer. As a Naval Academy graduate and someone who has many years
of leadership experience in the military and the private sector, I
understand and appreciate the American taxpayer's investment in the
Academy and its graduates, and I believe the investment is well worth
the cost. Our Service Academies provide exceptional education and
training for many of the future leaders of our military, both those
serving in uniform and those serving in our outstanding civilian
workforce.
Question. In your view, does USNA contribute to the pool of Navy
and Marine Corps officer accessions commensurate with the attendant
costs? Please explain your answer.
Answer. As a graduate of the Naval Academy, I believe it is
certainly an invaluable asset to the Nation. The Naval Academy was
established in 1845 to produce professional officers in the Naval
Service. The Department of the Navy's current triad of major officer
accession programs (Naval Academy, NROTC, and OCS) dates back to 1946
and has served the Navy and Marine Corps well. My understanding is that
when factoring in the cost of post-commissioning accession training
(i.e. flight school, nuclear power school) and the historically longer
retention rates of USNA-sourced officers, the Naval Academy has proven
to be an extremely effective commissioning source that is
representative of the entire country due to the congressional
nomination process. If confirmed, I will work with the Secretariat
staff to examine the associated costs of running the Naval Academy and
look for potential efficiencies without sacrificing the quality of the
education and training the midshipmen receive.
Question. If confirmed, would you support increasing the Active
Duty service obligation for USNA graduates by one year, to a six-year
minimum?
Answer. I have not had the opportunity to assess the impacts of
increasing the Active Duty service commitment to a six-year minimum. As
you know, I am a graduate of the Naval Academy and served well beyond
my five-year obligation. I would have to consider the potential impact
a longer minimum commitment might have on recruiting the best of
America's youth. If confirmed, I would be willing to explore the
potential benefits and impacts of increasing the Active Duty service
obligation of Naval Academy graduates.
Question. What is the Naval ROTC Preparatory Program and is such a
program necessary, in your view?
Answer. Although I am not well informed on the specifics of the
Naval ROTC Preparatory Program, I believe it is similar to the Naval
Academy Preparatory School, except that is provides a pre-college
preparatory program for Naval ROTC candidates. If confirmed, I will
consult with service leadership to learn the specifics of this program
and determine whether it is necessary.
Question. The Department of Defense Annual Report on Sexual
Harassment and Violence at the Military Service Academies for Academic
Program Year 2018-2019 documented another increase in the number of
sexual assault reports by and against Military Service Academy cadets
and midshipmen. While noting that the Academies had implemented a
variety of activities aimed at the prevention of sexual assault, it
called out ``little evidence of change in long-standing attitudes that
deter reporting and help-seeking.''
What is your assessment of the efficacy of the policies and
processes in place at USNA to prevent and respond to sexual harassment
and sexual assault, and to ensure that those who report harassment or
assault are not subject to retaliation or reprisal--most notably social
ostracism and reputation damage?
Answer. I believe the USNA and its current Superintendent are
highly dedicated to preventing sexual harassment and assault and
protecting those who report such conduct. If confirmed, I will remain
committed to ensuring a Department where all members can be free from
sexual harassment and assault and are protected from retaliation and
reprisal for reporting this conduct. This is especially true at the
USNA where the Department's future leaders are being developed. From my
own experiences at USNA, I recognize that the value of our service
academies is not just producing college graduates; the far more
important value is producing the future leaders of the armed forces and
our Nation. These future leaders must be committed to our values and
expectations. This includes eradicating sexual harassment and sexual
assault and ensuring that victims of harassment or assault are not
ostracized and their reputations are not damaged. Stopping retaliation
and reprisal is critical and we must continue to focus on it. There is
no place in the service for a toxic culture that degrades our
readiness.
Question. What is your assessment of the efficacy of the policies
and processes in place at USNA to ensure the free exercise of religion
and the accommodation of religious practices?
Answer. I believe that the USNA provides for the free exercise of
religion to the maximum extent possible by all Midshipmen who choose to
exercise that right in concert with applicable laws, regulations and
policies. My view is shaped by my own experience at the USNA, and I
understand the USNA has remained consistent in this approach.
Question. What is your assessment of the efficacy of suicide
prevention programs at USNA?
Answer. Suicide is a complex problem. If confirmed, I will stay
committed to ensuring the wellness of midshipmen as well as all
sailors, marines, and civilians, and continue to support the
Department's current efforts to encourage individuals to ask for
support when they need it, eliminate stigma associated with help-
seeking and reduce barriers to accessing care. Increasing the awareness
of available resources and educating leaders at all levels on risk
factors for suicide can help to ensure sustained connection and prevent
suicide deaths from occurring.
Question. In 2019, the Secretary of Defense signed Directive-type
Memorandum (DTM)-19-011, which established a new policy for handling
Military Service Academy graduate requests to participate in
professional sports. The policy allows graduates to delay their
appointment as an Active Duty officer if the Secretary of the Military
Department concerned and the Secretary of Defense approve. This policy
would appear to circumvent the requirements of title 10, which requires
graduates to complete two years of service on Active Duty as an officer
before being able to request permission to pursue professional sports
as a member of the selected reserve.
What is your opinion of Military Service Academy graduates who
request to delay their Active Duty commissioned service obligation in
order to pursue professional sports?
Answer. As a graduate of the U.S. Naval Academy, I can attest to
the positive benefit that the sports program can bring to the
institution, the Services, Midshipmen, their families, the alumni, and
the community. The sports program has a positive impact upon the esprit
de corps, it is a valuable recruiting tool and reaches broader
potential applicant pools. An avenue for truly exceptional athletes to
pursue professional sports immediately can potentially improve the
quality of athlete recruited to the USNA with corresponding positive
impacts upon the entire brigade. While the sports program has an
extremely positive impact upon the Academy, the Academy exists to
prepare young women and men to become professional officers of
competence, character, and compassion in the U.S. Navy and Marine
Corps. The young people who enter the Academy and receive the benefit
of the taxpayer provided education, understand, as did I, the
commitment that entering any military academy entails. If confirmed, I
would endeavor to take the time to examine the policy and fully
understand the benefits and challenges of the policy.
Question. Do you agree that for every Naval Academy graduate who is
allowed to postpone his service obligation there are many other USNA
applicants who were not appointed as a midshipman, who would have
gladly accepted an immediate commission in order to serve their
country?
Answer. As a proud graduate of the USNA, I can unequivocally say
``yes.'' Admission to the USNA is extremely competitive and is a
testament to the quality of the program that generates young officers
of character for the Navy and Marine Corps.
Question. Last year, one USNA graduate was allowed to delay his
commission to play professional football.
If confirmed, under what circumstances would you recall him to
Active Duty to fulfil his Active Duty service obligation?
Answer. I am not familiar with the specific circumstances of the
delay of any individual Midshipman's commission. I have not had an
opportunity to fully review the DTM related to professional sports;
however, it is my understanding that the policy requires DOD to
annually review each individual case with input from the Service
Secretaries. If confirmed, I would fully examine the policy, consult
with the senior leadership of the DON, and consider each case
individually consistent with the law and the policy.
Question. Recently, the Acting Secretary of the Navy denied a
request for a USNA graduate to delay his commission to play
professional football.
Do you support this decision?
Answer. While I am generally familiar with public media accounts of
a recent decision by Acting Secretary Harker related to a Midshipman's
request to play professional sports, I have no knowledge of any
individual request, any circumstances related to any request, nor any
pertinent factors that Acting Secretary Harker may have considered in
making any such decision. Without knowing the detailed facts and full
context of the decision, I cannot express an opinion.
Question. Do you believe the decision made by the Acting Secretary
of the Navy in this recent case was an error or an injustice to the
affected officer?
Answer. While I am generally familiar with public media accounts of
a recent decision by Acting Secretary Harker related to a Midshipman's
request to play professional sports, I have no knowledge of any
individual request, any circumstances related to any request, or any
pertinent factors that Acting Secretary Harker may have considered in
making any such decision. Without knowing the detailed facts and full
context of the decision, I cannot express an opinion.
Question. In your judgment, is it appropriate for the Board for
Correction of Naval Records to undo the Acting Secretary of the Navy's
decision in this recent matter?
Answer. Generally, I understand that the Board for Correction of
Naval Records is a statutory Board of civilians who consider requests
of servicemembers (sailors, marines, reservists, and veterans) to
correct errors and remove injustices with respect to any Department of
the Navy records. While I am generally familiar with public media
accounts of a recent decision by the Secretary of Defense related to a
Midshipman's request to play professional sports, I have no knowledge
of that particular request, any circumstances related to that request,
nor any pertinent factors that the Board for Correction of Naval
Records may have considered in making their decision. Without knowing
the detailed facts and full context of the decision and the Board
processes, I cannot express an opinion.
gender integrated training in the marine corps
Question. In 2019, the Marine Corps integrated 50 female recruits
into a historically all-male training battalion aboard recruit depot
Parris Island. The Fiscal Year 2020 NDAA requires the Marine Corps to
gender integrate basic training at Parris Island within five years, and
at San Diego within eight years.
In your view, can the Marine Corps fully execute the gender
integrated basic training mandate, on the timeline prescribed by the
NDAA, while maintaining the readiness and lethality of the Corps?
Answer. Although I do not know the details of the Marine Corps
plans to integrate its recruit training at both Parris Island and San
Diego, I understand the first gender-integrated company of marines
graduated from boot camp in San Diego this past May. Based on this one
data point and the Marine Corps' record of accomplishing its missions,
I expect the Marine Corps has a deliberate plan to complete gender-
integration at both recruit depots on time. If confirmed, I will
consult with the Commandant of the Marine Corps to understand the
Marine Corps plan and to ensure its plans comply with the Fiscal Year
2020 NDAA requirements.
whistleblower protection
Question. Section 1034 of title 10, U.S. Code, prohibits taking or
threatening to take an unfavorable personnel action against a member of
the armed forces in retaliation for making a protected communication.
Section 2302 of title 5, U.S. Code, provides similar protections to
Federal civilian employees. By definition, protected communications
include communications to certain individuals and organizations outside
of the chain of command, including the Congress.
If confirmed, what actions would you take to ensure that sailors,
marines, and civilian employees of the Department of the Navy who
report fraud, waste, and abuse, or gross mismanagement to appropriate
authorities within or outside the chain of command, are protected from
reprisal and retaliation, including from the very highest levels of the
Executive Branch?
Answer. If confirmed, I will emphasize the importance of reporting
fraud, waste, abuse, and gross mismanagement and protecting personnel
who make such reports from reprisal or retaliation. The Department of
the Navy benefits from investigations and reviews based on protected
communications; and, whistleblower protections for personnel are
essential to the integrity of the Department of the Navy and its
programs. I believe that the Department of the Navy takes whistleblower
allegations seriously and adheres to applicable law, regulations, and
rules regarding whistleblower protections. If confirmed, I will ensure
that those who are responsible for investigating retaliation, conduct
these investigations thoroughly, that personnel who make protected
communications are afforded the protections to which they are entitled
under the law, and that appropriate administrative or disciplinary
actions are taken against personnel who have engaged in illegal
retaliation, in accordance with law, regulation, and policy.
general/flag officer (g/fo) reductions
Question. The Fiscal Year 2017 NDAA reduced the number of G/FOs by
about 12% Service-wide. Only the Marine Corps was unaffected by these
cuts--gaining one GO billet.
What progress has the Navy made in reducing the number of flag
officers and restructuring the flag officer grade pyramid?
Answer. I understand that the Department of the Navy is on track to
meet the reduction in general /flag officers mandated by the Fiscal
Year 2017 NDAA. If confirmed, I will continue to implement the Fiscal
Year 2017 NDAA and work to ensure we have the right number of general/
flag officers in both the Navy and Marine Corps to best accomplish our
mission.
Question. How have Navy and Marine Corps G/FOs been affected by the
layering of post-government employment constraints, including the
enactment of section 1045 of the NDAA for fiscal year 2017--applicable
only to DOD?
Answer. I am personally unaware of any impacts of the enactment of
section 1045 of the Fiscal Year 2017 NDAA. If confirmed, I will consult
with Navy and Marine Corps senior leadership to determine if this
statute has had any adverse impacts on the retention of their general
and flag officers. If so, I am willing work with the Services' leaders
and Congress to explore potential solutions to remedy the impacts of
the statute.
Question. In your view, are caps on G/FO retired pay adversely
affecting Navy and Marine Corps senior officer promotions, assignments,
and retention at the 3- and 4-star grades? Please explain your answer.
Answer. I have not seen any data on this subject. Although I do not
believe officers enter the Service to get wealthy, I suspect that there
are some who view the caps on G/FO retired pay as unnecessary barriers
to retention. Our most senior general and flag officers assume
tremendous responsibility, and I understand that compensation should be
commensurate with the significance of these responsibilities. If
confirmed, I will consult with the Navy and Marine Corps senior leaders
to determine whether existing retired pay caps adversely affect
retention at the 3- and 4-star grades.
Question. In your view, do the Navy and Marine Corps have in place
sufficient training and resources to provide its G/FOs with the
training, advice, and assistance they need to avoid and address
conflicts of interest, comply with travel regulations, and ensure that
government resources--including employee time--are used only for
official purposes? Please explain your answer.
Answer. I believe our G/FOs should embody the highest ideals of
integrity and ethics. If confirmed, I will review the existing training
and resources to ensure both Navy and Marine Corps provide their
general and flag officers with the training, advice, and assistance
they need to maintain the highest standards of conduct. If there are
any deficiencies, I will ensure we resolve them immediately.
officer personnel management system reforms
Question. The John S. McCain NDAA for fiscal year 2019 contained
several provisions to modernize the officer personnel management
system. These reforms were designed to align officer career management
with the priorities outlined in the NDS.
How are the Navy and the Marine Corps implementing these
authorities and to what effect?
Answer. I understand the authorities granted by the Fiscal Year
2019 NDAA have given the Department of the Navy more flexibility to
better manage its officer corps. I am aware that the Navy and Marine
Corps have used the authority to merit-reorder promotion selection
lists; that Navy has allowed officers to ``opt out'' of promotion
screening to accommodate opportunities for career broadening
assignments, instituted ``up and stay'' policies, and expanded its spot
promotions in accordance with the Fiscal Year 2019 NDAA authorities. If
confirmed, I intend to work with the Secretariat staff, Chief of Naval
Operations, and the Commandant of the Marine Corps to understand the
impacts of these changes. In this ever-competitive talent market place,
I would support pursuit of additional flexibilities for the Department
of the Navy to manage its officers, if needed.
Question. Are there other authorities that the Navy or the Marine
Corps need to modernize the management of their officer personnel?
Answer. At this point, I do not have enough knowledge of the
current state of officer management policies to make an informed
recommendation. However, if confirmed, I will work with the Secretariat
staff, Chief of Naval Operations, and the Commandant of the Marine
Corps to develop a full understanding of authorities available to the
Department in manage its officer personnel. If needed, I would support
pursuit of additional authorities that would provide more flexibility
for the Department of the Navy to manage its officers.
Question. In your view, how could the Navy and the Marine Corps'
scrolling and appointments processes be improved so as to improve
permeability between the Active and Reserve components?
Answer. I do not have enough information on the scrolling and
appointments process to provide an informed recommendation. I do
believe, however, that our policies should allow greater permeability
for officers to move between the Active (regular) and Reserve
components without excessive delays for administrative processing. If
confirmed, I will work with the Secretariat staff and the Services'
leadership to explore potential solutions that would allow for
increased and more efficient permeability between the Active (regular)
and Reserve components.
joint officer management
Question. In your view, do the requirements associated with
becoming a Joint Qualified Officer (JQO), and the link between
attaining joint qualification and eligibility for promotion to General
Officer, continue to be consistent with the operational and
professional demands of military service line officers?
Answer. I believe that modern warfighting, under the command of our
combatant commanders, significantly increases the need for our senior
officers to have joint perspectives and experience. To be successful,
Navy and Marine Corps officers must have a firm grasp on how the other
services operate. In my view, the introduction of Joint Qualified
Officer (JQO) qualification is invaluable in developing that knowledge.
If confirmed, I will work with the Chief of Naval Operations and the
Commandant of the Marine Corps to ensure the requirements for JQO
qualification continue to best prepare our officers to operate in a
joint environment and for promotion to General / Flag Officer.
Question. What additional modifications, if any, would you
recommend to JQO prerequisites necessary to ensure that military
officers are able to attain both meaningful joint and Service-specific
leadership experience, as well as adequate professional development?
Answer. At this time, I do not have sufficient knowledge of the
current specific JQO prerequisites to make any meaningful
recommendations. However, if confirmed, I will consult with the Chief
of Naval Operations and Commandant of the Marine Corps to develop a
full understanding of the JQO qualification prerequisites, and should I
see a need for modifications, make appropriate recommendations at that
time.
Question. What are your ideas for improving the JQO system better
to meet the needs of reserve component officers?
Answer. At this time, I do not have sufficient knowledge of the
current JQO system and its implications on reserve component officers.
However, I do believe that modern warfighting, under the command of our
combatant commanders, significantly increases the need for our senior
officers to have joint perspectives and experience. To be successful,
all Navy and Marine Corps officers, Active and Reserve, must have a
firm grasp on how the other services operate. If confirmed, I will
consult with the Chief of Naval Operations and Commandant of the Marine
Corps to determine whether the current JQO system supports the specific
needs of their reserve component officers. If it does not, I will work
with them to recommend improvements to the Chairman of the Joint Chiefs
of Staff and the Secretary of Defense.
Question. In your view, should the requirement to be a JQO be
eliminated as a consideration in selecting officers for promotion and
assignment?
Answer. I believe being a JQO can be an essential qualification for
most officers. Our Nation fights and operates jointly under the command
of our combatant commanders, so understanding how the other services
operate is key to success in a joint environment. Working on a joint
staff and completing the required joint professional military education
will enable Navy and Marine officers, especially as they become more
senior, to effectively integrate naval forces into a joint force. If
confirmed, I will consult with the Chief of Naval Operations and
Commandant of the Marine Corps to assess the need for officers to be
JQOs for promotion and assignment. Should we desire to change that
requirement, I will work the Chairman of the Joint Chiefs of Staff and
the Secretary of Defense to propose statutory and policy changes as
appropriate.
officer promotion policies and processes
Question. If confirmed, how would you ensure compliance with the
requirements of law and regulation regarding the investigation and
promotion board consideration of adverse and reportable information in
the context of both general and flag officer and O-6 and below
promotion selection processes?
Answer. If confirmed, I will ensure all Navy and Marine Corps
officers nominated for promotion meet the required standard of
exemplary conduct in accordance with Title 10, U.S. Code and DoD
policy. Toward this end, I will ensure compliance with law and policy
regarding promotion selection board consideration of adverse and
reportable information for general and flag officers, as well as
officers in the grades of O-6 and below. I understand that applicable
law and DoD policy require substantiated adverse information pertaining
to an officer's record be considered as part of the promotion selection
board process. I further understand that the record of each board-
selected officer undergoes additional, post-board screening to ensure
decisions made by Navy and Marine Corps leadership and the Secretary of
the Navy are appropriately and fully informed.
Question. Do you believe Navy and Marine Corps procedures and
practices for reviewing the records of officers pending the President's
nomination for promotion or assignment are sufficient to enable fully-
informed decisions by the Secretary of the Navy, the Chairman of the
Joint Chiefs of Staff, the Secretary of Defense, and the President?
Answer. It is my understanding that the Department of the Navy
procedures and practices for reviewing records of officers pending the
President's nomination for promotion or assignment are sufficient to
enable fully-informed decisions by the Secretary of the Navy, the
Chairman of the Joint Chiefs of Staff, the Secretary of Defense, and
the President. If confirmed, I will make sure that all Navy and Marine
Corps officers nominated for promotion meet the required standard of
exemplary conduct in accordance with Title 10, U.S. Code and DoD
policy.
Question. In your view, are these procedures and practices fair to
the individual military officers proceeding through the promotion or
assignment process? Please explain your answer.
Answer. To the best of my knowledge, the current processes for
promotion and assignment in both Navy and Marine Corps are designed to
be fair to the individual officer and to the benefit of the service.
Promotions are governed by statute and well-developed policies to
select the best and fully qualified officers. It is my understanding
the assignment processes attempt to match an officer's experience,
knowledge, skills, and abilities with billets requiring the same. If
confirmed, I will engage both the Navy and Marine Corps to ensure their
promotion and assignment (talent management) processes are both fair in
design and in execution.
professional military education (pme)
Question. What is your view of the Commandant of the Marine Corps'
proposal to replace ``non-observed academic fitness reports'' with an
evaluation that documents how well a Marine did at a professional
school, assigns the Marine a class rank, and differentiates high-
performing marines from low performers?
Answer. I support the Commandant's proposal to require a thorough
performance evaluation for marines attending professional schools. We
should expect 100% effort and acknowledge exemplary performance from
marines attending professional schools. By sending a Marine to a
professional school, the Commandant is making an investment in their
professional development. The requirement for an evaluation that
documents the Marine's performance can be useful in determining future
assignments.
Question. What changes or reform would you recommend to the PME
system to ensure that tomorrow's leaders have the intellectual acumen,
military leadership proficiency, and emotional maturity necessary to
ensure the Navy and Marine Corps meet the national defense objectives
of the future?
Answer. As a graduate of the United States Naval Academy, the Naval
Postgraduate School, and the Naval War College, I understand the
importance of, and I have benefited from, professional military
education. PME is a necessary investment by the Department of the Navy
to improve readiness across the force. PME reforms should concentrate
on creating a relevant and challenging learning environment for
officers and enlisted sailors and marines that is responsive to
emerging threats. What is required is an information age approach that
is focused on Active, student-centered learning where students work
problems in groups, as they would in real situations, allowing them to
learn by doing and also from each other. In the end, our marines and
sailors must be able to think critically, recognize when change is
needed, and possess a bias for action without waiting to be told what
to do.
extremism
Question. What is your view of the prevalence and effect of
extremism in the Navy and Marine Corps?
Answer. Extremism is incompatible with the DON's core values of
Honor, Courage, and Commitment. I believe that the vast majority of
Department of Navy personnel--sailors, marines, Active and Reserve, and
civilians--serve consistently and adhere to their oaths to uphold and
defend the U.S. Constitution. I agree with Secretary Austin, General
Milley, Admiral Gilday and General Berger that extremism in the
military undermines good order and discipline in the force and is
detrimental to unit cohesion, morale, and, ultimately, mission
accomplishment. I understand that, at the Secretary of Defense's
direction, the Department of Navy conducted a series of stand-downs for
all personnel to raise awareness, is supporting the Department of
Defense Countering Extreme Activity Working Group, and is pursuing
efforts internally to counter extremist behaviors. If confirmed, I will
continue the Department's support of those efforts.
Question. In your view, what beliefs and actions should constitute
``extremism?''
Answer. It is my understanding that the Department of Defense is
presently revising and clarifying its policy pertaining to defining
``extremism'' and corresponding prohibited extremist activity in order
to provide clear guidance to Department personnel. I regard extremism
as including activities which would constitute advocacy or use of
violence or other illegal means to deprive individuals of their legally
guaranteed rights or advocacy or use of violence against the
government. I believe there has to be a balance between the need to
counter extremism while avoiding infringing on constitutionally
protected liberties that our servicemembers commit to defending. If
confirmed, I will support the holistic efforts already underway across
the Department to implement clarified policy pertaining to extremism,
to counter extremist activity in our ranks, and to promote a culture of
respect, trust and professionalism in the Navy and Marine Corps.
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. Generally, I agree with the policy because I believe there
has to be a balance between the need to counter extremism while
avoiding infringing on the constitutionally protected liberties that
our servicemembers commit to defending. If confirmed, I will support
the holistic efforts already underway across the Department to revise
and clarify its policy pertaining to extremism, to counter extremist
activity in our ranks, and to promote a culture of respect, trust and
professionalism in the Navy and Marine Corps.
Question. If confirmed, what actions would you take to eliminate
extremism within the ranks?
Answer. If confirmed, I will support the holistic efforts already
underway across the Department to counter extremist activity in our
ranks, and I will work with Navy and Marine Corps leadership to promote
a culture of respect, trust and professionalism in the Services. I
believe there has to be a balance between the need to counter extremist
activity while avoiding infringing on constitutionally protected
liberties that the servicemembers commit to defending.
identifying and addressing conflicts of interest
Question. In the fallout of the Glenn Defense Marine Asia (GDMA)
scandal, numerous Navy personnel, including a significant number of
Navy admirals, were investigated for bribery, corruption, and
violations of criminal conflict of interest laws and executive branch
ethics regulations. Some were prosecuted and convicted in federal or
military courts, and many more were subject to public censure and
forced into early retirement from the Navy.
Are you satisfied with the actions the Navy has taken in response
to the GDMA scandal to ensure that its officers and other personnel are
trained--throughout their careers--on objective ethics and the Navy's
core values?
Answer. I believe that the vast majority of Department of Navy
personnel--sailors, marines, Active and Reserve, and civilians--serve
honorably and ethically consistent with the DON's core values of Honor,
Courage, and Commitment. The illegal and unethical behavior involved in
the GDMA scandal was inexcusable and antithetical to the DON core
values. I am not aware of all the actions the DON has taken in response
to the activities discovered as a result of GDMA; however, if
confirmed, I am committed to maintaining the highest ethical standards
for myself and all DON personnel, particularly, military and civilian
leadership.
department of the navy civilian personnel workforce
Question. In your judgment, what is the biggest challenge facing
the Navy and Marine Corps in effectively and efficiently managing their
civilian workforce?
Answer. I believe the impact of unprecedented global disruption in
people and technology affects our Navy and Marine Corps workforce just
as much as any other organization. To that end, I believe the biggest
challenge facing the Department of the Navy is to attract and retain a
professional, technical, and industrial trade skill civilian workforce
with the right skills to meet the demands of the Department of Navy's
mission. We must access and curate the best talent, develop skills for
the future, ensure our workforce understands how to harness the power
of data, and we must enable them to use technology. If confirmed, I
will look to bring my experience from the private sector and review
approaches to talent acquisition, workforce development, and
compensation practices. Transforming the way the Department performs
its work will demand modernization to address the shifting landscape in
which our workforce continually operates and it will necessitate having
an agile workforce to meet the changing global environment.
Question. In your view, do Navy supervisors have adequate
authorities to address and remediate employee misconduct and poor duty
performance, and ultimately to divest of a civilian employee who fails
to meet requisite standards of conduct and performance?
Answer. I understand that many authorities exist to address
misconduct and poor performance. At this time, I am not aware of any
current authorities that are inadequate to discipline or separate
employees should they fail to meet the appropriate standard of conduct
or performance. If confirmed, I will work with the Under Secretary for
Personnel and Readiness as well as Navy and Marine Corps leaders to
ensure civilian employees have clear standards of conduct and
performance, and supervisors have the appropriate training and
authorities to address misconduct and poor performance.
Question. If not, what additional authorities or training do Navy
supervisors require?
Answer. At this time, I am not aware of any additional authorities
or training required of Department supervisors. If confirmed, I will
seek to understand where additional training may be needed to ensure
civilian and military supervisors understand the scope of their
authorities, and if needed, I will support the pursuit of additional
authorities.
Question. How will the Navy and Marine Corps sustain requisite
civilian workforce capacity and capability during the impending
workforce ``bath tub''--a descriptor often used to graphically
illustrate the impending loss of civilian workforce expertise due to
the retirement of large numbers of baby boomers and the lack of
experienced personnel to fill the resulting vacancies?
Answer. I have not seen the internal data to know the specifics of
these challenges. If confirmed I will listen to Department of the
Navy's leaders to understand where the talent gaps may exist and may
impact the DON mission. I am informed that the implementation of the
Department of the Navy's 2019-2030 Civilian Human Capital Strategy will
move the Department toward enhanced mission readiness by ensuring the
Department's civilians have the right training and are serving in the
right places at the right time. The civilian workforce is a key enabler
to warfighting capability--critical to lethality, toughness, and
sustainability of our DON operating forces now and in the future.
Question. Have the Navy and Marine Corps' experiences to date with
the new Defense Performance Management and Appraisal Program (DPMAP)
evidenced the increased supervisor-employee engagement and meaningful
``face-to-face'' counseling sessions at the core of the program's
objectives?
Answer. If confirmed, I will work with DON leaders to focus on
accountability, engagement, and feedback, key elements from what I know
of the Defense Performance Management and Appraisal Program (DPMAP). I
understand that the Federal Employee Viewpoints Survey (FEVS) results
show an increasing percentage of Department of the Navy employees
indicate their supervisors have had conversations about their
performance in their last six months, a positive indicator to be sure.
I look forward to working with Navy and Marine Corps leaders to ensure
that the DPMAP is working as intended with employees clearly
understanding of expectations, receiving constructive feedback, and
ultimately being recognized for successful performance.
senior executive service
Question. Given that competent and caring leadership is one of the
most significant factors in shaping a high-performing DOD civilian
workforce, if confirmed, what factors and characteristics would be most
important to you in selecting candidates for appointment to the Senior
Executive Service?
Answer. If confirmed, I will examine the current Senior Executive
Service recruitment, selection and development programs, focusing on
selecting leaders who possess technical skills as wells as strong
leadership and business skills to lead with competence and compassion
and deliver results. I will also examine the diversity of the Senior
Executive Service, to identify and mitigate any barriers to
underrepresented groups attaining these important leadership positions.
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. SES members are accountable for their performance and the
performance of the teams they lead by delivering results aligned to the
strategic goals of the Department. Strong accountability starts with
the performance management system with measurable objectives for every
SES. If confirmed, I will ensure SES members have clear and measurable
goals and objectives to ensure this critical part of the Navy
leadership is driving positive organizational performance.
Question. Are you satisfied with the subject matter and rigor of
SES professional development programs currently available across DOD?
Answer. I am not familiar with the specifics of SES professional
development within the DON. If confirmed, I will fully support the
development of the SES and all civilian employees. I will work to
understand the array of development programs available with the hopes
of enhancing the strengths of the SES corps to lead today and into the
future in support of the warfighter.
Question. If not, what changes would you make to these programs, if
confirmed?
Answer. It would be premature for me to identify changes without an
assessment of SES development programs. If confirmed, an assessment
will help me obtain information on these programs to make informed
decisions.
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, other appropriate committees
of Congress, and their respective staffs such witnesses and briefers,
briefings, reports, records (including documents and electronic
communications), and other information as may be requested of you, and
to do so in a timely manner? Please answer with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
consult with this committee, its subcommittees, other appropriate
committees of Congress, and their respective staffs, regarding your
basis for any delay or denial in providing testimony, briefings,
reports, records--including documents and electronic communications,
and other information requested of you? Please answer with a simple yes
or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
keep this committee, its subcommittees, other appropriate committees of
Congress, and their respective staffs apprised of new information that
materially impacts the accuracy of testimony, briefings, reports,
records--including documents and electronic communications, and other
information you or your organization previously provided? Please answer
with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, and on
request, to provide this committee and its subcommittees with records
and other information within their oversight jurisdiction, even absent
a formal Committee request? Please answer with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
respond timely to letters to, and/or inquiries and other requests of
you or your organization from individual Senators who are members of
this committee? Please answer with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
ensure that you and other members of your organization protect from
retaliation any military member, federal employee, or contractor
employee who testifies before, or communicates with this committee, its
subcommittees, and any other appropriate committee of Congress? Please
answer with a simple yes or no.
Answer. Yes.
______
[Questions for the record with answers supplied follow:]
Questions Submitted by Senator Mazie K. Hirono
shipyard modernization
1. Senator Hirono. Mr. Del Toro, for the record, will you support
the currently planned fiscal year 2023 construction start date for the
new drydock at Pearl Harbor?
Mr. Del Toro. Yes. I support the planned construction start for Dry
Dock 3 at Pearl Harbor Naval Shipyard and Intermediate Maintenance
Facility (P-209) in 2023.
2. Senator Hirono. Mr. Del Toro, even after the upgrades to the
four public shipyards, the Navy will barely meet maintenance demands
for the current fleet of 296 ships, let alone a future larger fleet of
355 ships or more. How do you think the Navy should go about planning
to meet the demands of a future larger fleet?
Mr. Del Toro. If confirmed, I assure you the Navy will remain
focused on continued improvement in maintenance and modernization
efforts. Sustaining the future fleet requires the growth of both public
and private industrial capability and capacity. A clearly communicated,
steady and predictable demand signal is an enabler for making the right
future investments. This could include investments in additional dry
docks, facilities, manpower, training, and/or material to meet the
projected workload.
uss bonhomme richard fire
3. Senator Hirono. Mr. Del Toro, what does the loss of the Bonhomme
Richard mean to our forces in the Pacific?
Mr. Del Toro. The loss of the Bonhomme Richard represents roughly
10 percent of the Navy's Large Deck Amphibious Assault ship capacity.
Given that the Navy now has fewer large deck amphibious ships to meet
global demands, it will be essential to prioritize global presence
requirements, with the stark choice of either reducing commitments in
order to maintain current force readiness levels or continuing with
planned deployments while placing more stress on the force. If
confirmed, I will work with the CNO and Commandant to provide ready
forces to the combatant commanders as prioritized by the National
Defense Strategy and Global Force Management Allocation Plan in the
near term, while working with leaders across the Department of the Navy
to determine the best path to recovering the lost capacity over the
FYDP.
future size and composition of the fleet
4. Senator Hirono. Mr. Del Toro, the Fiscal Year 2018 National
Defense Authorization Act (NDAA) set a 355 ship Navy as policy,
currently, the Navy has 296 ships. The Navy released a 30 year
shipbuilding plan recently, but it did not provide any specific details
about the future size and composition of the Fleet. Instead, it gave a
wide range of 398 ships (low estimate) and 512 ships (high estimate)
when also counting unmanned vessels. How many ships do you think we
need in the Fleet?
Mr. Del Toro. Although I am aware of recent studies within the
Department, I have not had access to the studies due to their
classification level. I believe the U.S. Navy and Marine Corps must be
sized appropriately to support the Joint Force and to deter and, if
required, defeat strategic competitors such as China and Russia. If
confirmed, I am committed to working closely with the Administration
and Congress to ensure that the Navy and Marine Corps team is sized
appropriately to carry out assigned missions in support of the National
Defense Strategy.
5. Senator Hirono. Mr. Del Toro, what is your opinion on the future
composition of our Fleet--are you in favor of additional small
combatants and submarines as currently planned or some other
combination?
Mr. Del Toro. The strategic environment is rapidly changing due to
the pace that strategic competitors are fielding technologically
advanced missiles and other weapons designed to reduce the United
States Navy's advantages at sea. As I understand it, smaller combatants
with the right capabilities and lethality are important to the Navy's
concept of Distributed Operations, and submarines give us a great
advantage undersea. I believe that the Navy and Marine Corps should
constantly assess all platforms, as well as practices, techniques, and
procedures. If confirmed, I look forward to working with the Commandant
and the CNO to ensure that our fleets remain in balance to deter or
defeat a peer adversary.
6. Senator Hirono. Mr. Del Toro, how do you think unmanned surface
and sub-surface vessels should play into the overall numbers?
Mr. Del Toro. I believe unmanned systems will be important in all
warfighting domains as part of the Department of the Navy's force
architecture. It is important to develop a seamlessly integrated
manned/unmanned force, with unmanned systems contributing the unique
and disruptive elements they can provide. If confirmed, I am committed
to working closely with the Administration and Congress to ensure the
Navy and Marine Corps team is structured appropriately to carry out
assigned missions in support of the National Defense Strategy.
7. Senator Hirono. Mr. Del Toro, as the Navy looks to expand its
fleet size, what steps should the Government take to ensure the
industrial base is prepared to meet this challenge?
Mr. Del Toro. In my view, the Navy should provide stable
procurement and funding profiles and deliberately reduce acquisition
risk, ensuring that industry can meet the demand efficiently and
effectively. The Navy should continuously collaborate with industry on
capacity and risk, including issues of importance throughout the supply
chain.
united nations convention on the law of the sea
8. Senator Hirono. Mr. Del Toro, China's navy has grown rapidly in
recent years and they have undertaken increasingly provocative actions
in the South China Sea, after decades of building artificial islands
there. Should the United States ratify the United Nations Convention on
the Law of the Sea (UNCLOS) as a step to promote a ``Free and Open
Indo-Pacific''?
Mr. Del Toro. The global mobility of U.S. forces relies on the
navigation and overflight provisions contained in the Law of the Sea
Convention. I understand the United States has recognized that these
provisions of the Law of the Sea Convention reflect customary
international law applicable to all nations, whether or not a nation
has ratified the Convention. However, accession would ``lock in'' the
customary rights and freedoms reflected in the UNCLOS, and would give
the U.S. a seat at the table to set the course for future law of the
sea discussions on a coequal level with member states like China and
Russia. China continues a more aggressive posture in the South China
Sea. As widely reported, Chinese warships, law enforcement vessels, and
other PRC-flagged vessels have failed to respect the rights of maritime
nations under the Convention. As a party to the Convention, U.S.
objections to these violations would have more force and credibility,
and would enhance its ability to respond to excessive maritime claims,
land reclamation, and militarization efforts by China in the South
China Sea. If confirmed, I will look further into this matter and will
work with our partners and allies in the Indo-Pacific and elsewhere to
address China's increasing threats to the rules based international
order, and to preserve and enhance our global maritime mobility.
honoring filipino navy veterans
9. Senator Hirono. Mr. Del Toro, in May I sent a letter to the
Acting Secretary of the Navy requesting a warship be named after
Fireman Second Class Telesforo Trinidad, the only Filipino-American
sailor awarded the Medal of Honor. Naming a naval warship in his honor
would recognize not only his valor, but the tens of thousands of
Filipinos who have served our great Nation for the past 120 years. I
urge you to give this request the fullest possible consideration as you
move forward with the ship naming process. What are your thoughts on
naming a Navy ship after Fireman Second Class Telesforo Trinidad?
Mr. Del Toro. I fully recognize the contributions of Filipinos to
our Navy have been great. I understand that the Department is currently
reviewing its policies and conventions for naming ships, bases, and
other assets to develop recommendations for measures to improve diverse
representation. If confirmed, I will complete that review and consider
all naming requests to ensure that the contributions from all of the
diverse segments of the Naval service are celebrated. Further, if
confirmed, I will ensure that the Department of the Navy remains
committed to making transformative and meaningful steps that promote
diversity, equity, and inclusion.
__________
Questions Submitted by Senator Angus S. King, Jr.
ddg procurement concerns
10. Senator King. Mr. Del Toro, regarding the DDG(X) program, I
believe it is important that the Navy consult as early as possible with
the shipbuilders and major systems providers to have as mature a design
as possible and avoid the first ship in the class problems that have
plagued us in recent years. I understand that some of these
conversations are ongoing--what can you tell us about how this process
is unfolding and how do you foresee it proceeding?
Mr. Del Toro. Our Nation's large surface combatant shipyards build
the most lethal and survivable surface combatants in the world and that
is not going to change. Through each step of the DDG(X) design, the
shipyards will be called upon to bring their talent, expertise, and
capacity to the effort, just as I, if confirmed, will call upon the
Navy to bring our strengths to the effort. If confirmed, I will ensure
that during early design efforts, the Navy will craft an acquisition
strategy that is informed by collaboration with industry, meets the
requirements of the defense acquisition system, and sets DDG(X) on a
course to successfully follow the Arleigh Burke Class.
11. Senator King. Mr. Del Toro, if confirmed, how will you ensure
that we are not repeating the mistakes of the past?
Mr. Del Toro. It is my understanding that the DDG(X) design
development efforts represent a return to the deliberate process of
surface combatant design evolution that delivered CG 47 and DDG 51
classes; a break with the concurrent development method used for DDG
1000 and other classes. It is my understanding that DDG(X) will
initially bring the DDG 51 Flight III's combat system to a hull and a
propulsion system that has been prototyped and tested to reduce
acquisition risk. I assure you that if confirmed, lessons learned from
acquisition and resourcing strategies that have been proven ineffective
or inefficient will be applied across the spectrum of system and
platform development.
12. Senator King. Mr. Del Toro, I have been increasingly concerned
with our shipbuilding industrial base and the threats that any
interruptions would mean for the overall infrastructure. Specifically
at Bath Iron Works, there is a potential for a significant workload
cliff within 5 years under the current plan. Do you agree that this
industrial base is not something that can be ``turned on and off,'' and
how are you committed to ensuring we avoid these problems?
Mr. Del Toro. It is my understanding that the Navy believes that
steady acquisition profiles enable the Nation's shipyards and
industrial supplier base to achieve the capability and capacity to
build and maintain the Navy's future fleet. Multi-year procurement
contracts, surface combatant industrial base projects, and shipyard
infrastructure projects support a healthy surface combatant industrial
base. If confirmed, you have my commitment to work closely with the
Administration, Congress, and our industrial base partners to ensure we
maintain a healthy and viable shipbuilding industrial base to meet the
national security needs of our Nation and to address your specific
concerns regarding Bath Iron Works.
13. Senator King. Mr. Del Toro, what are the benefits of multi-year
contracts for destroyer production, in terms of cost savings and
impacts to the industrial base?
Mr. Del Toro. It is my understanding that destroyer multi-year
procurement contracts generate savings compared to annual procurement
cost estimates; provide stable production of surface combatants;
provide a long-term commitment to the shipbuilding industrial base that
stabilizes shipyard employment levels; provide an incentive for
industry capital investment for productivity improvements that benefit
several Navy shipbuilding programs; and reduce disruptions in sub-tier
vendor delivery schedules. If confirmed, you have my commitment to work
with the Administration and Congress to maximize use authorizations
such as multi-year authority, where they benefit the Navy, Industrial
Base, and Nation.
__________
Questions Submitted by Senator Gary Peters
education and professional development
14. Senator Peters. Mr. Del Toro, in 2019, Acting Secretary of the
Navy Thomas Modly began implementing parts of the Education for
Seapower (E4S) initiative by breaking ground on the Naval Community
College (USNCC) and hiring John Kroeger to serve as the Department's
first Chief Learning Officer (CLO). The CLO position was created to
lead and unify all Navy and Marine Corps formal education programs. It
has been vacant for a year, do you intend to fill this position?
Mr. Del Toro. The Department of the Navy has made great progress in
enhancing education opportunities and programs since the Education for
Seapower (E4S) initiative began in 2019. It is my understanding that
the Secretary of the Navy assigned primary responsibility for naval
education to the Assistant Secretary of the Navy (Manpower and Reserve
Affairs) (ASN(M&RA)) in November 2020 including all responsibilities
previously delegated to the Chief Learning Officer. If confirmed, the
professional military education of our personnel will be a very high
priority for me and I look forward to working closely with ASN(M&RA) to
continue the Department's efforts to improve and modernize Navy and
Marine Corps formal education programs.
religious accommodations
15. Senator Peters. Mr. Del Toro, the Sikh turban, unshorn hair and
other articles of faith are central to the Sikh identity and represent
an unwavering commitment to justice and equality. These Sikh values
mirror the values that the Armed Forces are meant to protect. Sikh
servicemembers have enormous respect for military traditions and in the
Army and Air Force have repeatedly proven to meet the same rigorous
standards as their fellow servicemembers. In 2017, the Army made
historic policy changes to better enable Sikhs and other religious
minorities to serve with their religious articles of faith intact. In
2020, the Air Force followed suit. If confirmed, will you look to
similarly protect the religious rights of all minority servicemembers
under your purview by exploring more inclusive accommodation policies?
Mr. Del Toro. I support any qualified individual serving in the
armed forces and, consistent with operational needs, removing
unnecessary barriers to military service. I understand that the
Department of Defense recently revised its religious accommodation
policy and that the Department of the Navy initiated a review of
military grooming standards. If confirmed, I will support efforts to
review the Department of the Navy's religious accommodation policy.
__________
Questions Submitted by Senator Tammy Duckworth
accommodations for religious minorities
16. Senator Duckworth. Mr. Del Toro, in 2017 the Army made historic
policy changes that better enabled religious minorities to serve with
their religious articles of faith intact. In 2020, the Air Force
followed suit. To date, both branches have successfully integrated
these policy changes without any cause for concern. For example, West
Point just graduated two male Sikh soldiers who maintained their
articles of faith--such as the Sikh turban, unshorn hair, or other
articles of faith--for the first time in West Point's history.
My office is aware of several pending religious accommodation
requests for religious minorities already serving or looking to serve
in the Navy and Marine Corps. These are servicemembers who are
requesting to not make the untenable choice between practicing their
faith and serving their country.
As Navy Secretary, will you look to similarly protect the religious
rights of all minority servicemembers under your purview by putting in
place more inclusive accommodation policies?
Mr. Del Toro. I support any qualified individual serving in the
armed forces and, consistent with operational needs, removing
unnecessary barriers to military service. I understand that the
Department of Defense recently revised its religious accommodation
policy and that the Department of the Navy initiated a review of
military grooming standards. If confirmed, I will support efforts to
review the Department of the Navy's religious accommodation policy.
__________
Questions Submitted by Senator Roger F. Wicker
amphibious ships
17. Senator Wicker. Mr. Del Toro, the Commandant of the Marine
Corps, General David Berger, stated in recent testimony that the
requirement for traditional amphibious warships is 10 LHAs [landing
helicopter assault ship] and 21 LPDs [landing platform/dock ship].
Given the Navy's plans to decommission legacy LSDs [dock landing ship]
over the next few years, there is a clear need to continue building LPD
Flight II replacements. The Fiscal Year 2021 National Defense
Authorization Act (NDAA) authorized the Navy to procure three LPDs (30,
31, and 32) and LHA 9 in a block buy that will save $720 million.
General Berger also stated that the Marine Corps supports the block
buy. The Navy has reached a handshake agreement with the shipbuilder to
execute the buy, but leadership in the Office of the Secretary of
Defense will not approve it, and the block buy is currently stalled.
Will you support the Navy and Marine Corps by advocating to procure
these ships in a responsible and timely manner?
Mr. Del Toro. Yes. If confirmed you have my strong commitment to
reviewing this issue closely with the Commandant of the Marine Corps
and the Chief of Naval Operations, and to advocate a responsible plan
with the Administration with respect to the timely procurement of these
platforms.
__________
Questions Submitted by Senator Thom Tillis
fleet readiness center east
18. Senator Tillis. Mr. Del Toro, the Fleet Readiness Center East
(FRC-East) aboard Marine Corps Air Station Cherry Point provides depot
level service and repair to multiple airframes across the Department of
Defense. However, it has been relegated to operating out of 1950's-era
hangars and buildings that lack the necessary infrastructure and space.
The inadequacy of the facilities is so bad that Lockheed Martin is
considering building its own private depot level maintenance facility
for the F-35 Joint Strike Fighter. FRC-East supports 4,000+ well-paying
jobs in eastern North Carolina, not to mention significant support to
Marine Corps aviation. The 5-year military construction plan highlights
numerous projects that are required as early as next year, but have not
even been programmed. The one project that has been programmed, in
fiscal year 2018, has not even been built yet. The Department of the
Navy continues to invest in modern aircraft--F-35 JSF, CH-53K, MV-22B,
and AH-1Z/UH-1Y--but fails to recognize the need for maintenance
facilities such as this. At what point, will this facility become a
priority for the Navy?
Mr. Del Toro. I certainly recognize the importance of FRC-East to
maintain the readiness of our Naval Aviation enterprise, and the role
it plays in supporting the local economy. It is my understanding that
the Department of the Navy remains committed to the strategic
investments necessary to provide organic depots with the capability and
capacity to sustain and modernize our naval aviation aircraft, engines,
and components. If confirmed, I will work with leaders in the Navy and
Marine Corps to ensure that FRC-East at Cherry Point has the facilities
necessary to support sustainment of Naval Aviation.
19. Senator Tillis. Mr. Del Toro, do I have your commitment that
depot level maintenance will become more of a priority for the Navy?
Mr. Del Toro. Yes. If confirmed, depot level maintenance will
continue to be a priority for the Department of the Navy.
20. Senator Tillis. Mr. Del Toro, FRC-East is exploring innovative
ways to boost readiness through new and updated facilities and more
efficient use of assets. Would you be willing to consider and support
FRC-East's partnering with the State of North Carolina to facilitate a
public-private partnership to increase industrial capacity at the
depot?
Mr. Del Toro. It is my understanding that the Department of the
Navy has been committed to leveraging public-private partnership
arrangements that are in the best interest of the government. If
confirmed, I will continue these efforts to maximize our depot
capacity, reduce cost of ownership, and foster cooperation between the
Navy and private industry in accordance with all applicable laws and
Department of Defense guidance.
sikh articles of faith
21. Senator Tillis. Mr. Del Toro, in 2017 the Army made historic
policy changes that better enabled Sikhs and other religious minorities
to serve with their religious articles of faith intact. In 2020, the
Air Force followed suit. To date, both branches have successfully
integrated these policy changes without any cause for concern. In fact,
West Point just graduated two male Sikh soldiers who maintained their
articles of faith for the first time in West Point's history. As Navy
Secretary, will you look to similarly protect the religious rights of
all minority servicemembers under your purview by putting in place more
inclusive accommodation policies?
Mr. Del Toro. I support any qualified individual serving in the
armed forces and, consistent with operational needs, removing
unnecessary barriers to military service. I understand that the
Department of Defense recently revised its religious accommodation
policy and that the Department of the Navy initiated a review of
military grooming standards. If confirmed, I will support efforts to
review the Department of the Navy's religious accommodation policy.
__________
Questions Submitted by Senator Dan Sullivan
readiness
22. Senator Sullivan. Mr. Del Toro, Mr. Cisneros, Ms. Miller, Dr.
Karlin, and Mr. Connor, 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. Del Toro. Ensuring our military is ready to carry out the
tasking of our Nation is a foundational responsibility of leadership.
We owe it to our Sailors and Marines to provide them the equipment,
weapons, and platforms to deter and, if required, decisively defeat our
adversaries. If confirmed, you have my commitment to work closely with
the Administration and Congress to ensure our Naval Force is ready to
go into harm's way.
strategy driven budget
23. Senator Sullivan. Mr. Del Toro, Mr. Cisneros, Ms. Miller, Dr.
Karlin, and Mr. Connor, the National Defense Strategy Commission
report, the two previous Senate-confirmed Secretaries of Defense, and
the previous and current Chairman of the Joint Chiefs of Staff 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. Del Toro. I commit to strongly advocating for a strategy-driven
budget. If confirmed, I will work with the CNO and Commandant to ensure
the Department of the Navy's budget aligns to and supports the
President's Interim National Security Strategy, Secretary Austin's
priorities, and ultimately the forthcoming updated National Defense
Strategy.
great power competition in the arctic
24. Senator Sullivan. Mr. Del Toro and Dr. Karlin, given the
National Defense Strategy's focus on great power competition and
increased Russia and Chinese activity in the Arctic, would you agree
that the Arctic is an emerging front-line for great power competition
and rivalry? Please elaborate.
Mr. Del Toro. I recognize the Arctic's growing strategic
significance. Specifically, that the region is key terrain vital to
U.S. homeland defense and is a potential strategic corridor--between
the Indo-Pacific, Europe, and the U.S. Homeland--for expanded
competition. China and Russia are the principal challenge to U.S.
security and prosperity as they increase their activity in the Arctic.
Russia is enhancing its posture and capability investments, while China
has declared itself a ``near-Arctic state'' and is attempting to
normalize its Arctic presence and increase its access to lucrative
resources and shipping routes. If confirmed, I will assess needed
capabilities and work collaboratively with allies and partners to deter
their coercive or aggressive behavior.
25. Senator Sullivan. Mr. Del Toro and Dr. Karlin, in your personal
opinion, what makes Alaska an important strategic region for the United
States, and why would our adversaries want to limit our presence and
power projection capabilities in the Arctic region? Please elaborate.
Mr. Del Toro. Alaska represents America's gateway to the Arctic--
including its resource and trade routes--as well as our northern
approaches. It also represents a region of great strategic opportunity
for our adversaries and is, therefore, a potential area for strategic
competition. I understand our commitment to a free and open Arctic
underpins the current rules-based order in the region and that
continuing peace and prosperity in the Arctic region is a compelling
objective for Allied and partner cooperation. If confirmed, I will
continue the Department of the Navy's commitment to protecting U.S.
national security interests in the region.
26. Senator Sullivan. Mr. Del Toro, what naval power capability
gaps presently exist that inhibit our ability to effectively project
and sustain power in the Arctic and compete with Russia and China in
the northern latitudes? Please elaborate.
Mr. Del Toro. I do not have access to material identifying specific
naval capability gaps currently inhibiting our operations in the
Arctic. The Department of the Navy conducts numerous joint and multi-
lateral exercises to test, maintain, and strengthen our ability to
conduct a variety operations. If confirmed, I will take a careful look
at both our capabilities and posture to ensure that the Navy-Marine
Corps will continue operating in the Arctic--both now and in the years
to come.
navy arctic strategy
27. Senator Sullivan. Mr. Del Toro, in January 2021, the Department
of the Navy published its Arctic strategy, which Secretary Austin and
Deputy Secretary Hicks committed to fully resource. In last month's DOD
posture hearing, Chairman of the Joint Chiefs of Staff General Mark
Milley reaffirmed the need to ``fully resource the Arctic strategy''.
In a recent Strategic Forces Subcommittee hearing, General Glen
VanHerck, the U.S. Northern Command (NORTHCOM) Commander and designated
advocate for Arctic capabilities, testified that DOD resourcing for the
various Service Arctic strategies, to include the Department of the
Navy, was ``inching along'' but that the Department ``didn't move the
ball very far down the field'' with the fiscal year 2022 budget.
General VanHerck's observation is very discouraging and somewhat
alarming given the increased competition in the region. If confirmed,
can I get your commitment to follow through on pledges to fully
resource the Department of Navy's Arctic strategy so that our Nation
can successfully defend the Homeland along our northern approaches?
Mr. Del Toro. I am aware the President's Budget for fiscal year
2022 contains funding to support Navy and Marine Corps capabilities,
exercises, and operations across a broad range of warfighting domains
and operating environments, to include the Arctic. It is my
understanding that this budget includes funding for the Arctic
Submarine Lab, the U.S. Naval Ice Center, and other work being done by
the Office of Naval Research. If confirmed, I will ensure the
Department continues to assess investments in capabilities to regain
our military advantage against strategic competitors. The Arctic will
continue to be an important consideration for the Department of the
Navy in the development of future budgets.
28. Senator Sullivan. Mr. Del Toro, since the release of the
Department of the Navy's Arctic strategy this year, the Headquarters
staff has moved out on developing a robust implementation plan for
execution. To ensure momentum and action continue on this critical
effort, can I get your commitment to review the strategy and
implementation efforts within 30 days of your confirmation and then
schedule a sit down with me to discuss your views, vision, and way
forward for executing the Department of the Navy's Arctic strategy?
Mr. Del Toro. If confirmed, I plan to review the Department's
implementation efforts within 30 days. I fully appreciate the
importance of putting strategy into action to protect our national
interests in the Arctic and other critical strategic locations. If
confirmed, I am committed to working with the CNO and the Commandant to
identify risk, prioritize our efforts and ensure the Department has the
appropriate processes and mechanisms for implementation. If confirmed,
I look forward to meeting with you in person to discuss the way forward
for executing the Department's Arctic Strategy.
29. Senator Sullivan. Mr. Del Toro, the Navy's Arctic strategy says
the Navy will achieve enduring national security interests by pursuing
three objectives: maintaining enhanced presence, strengthening
cooperative partnerships, and building a more capable Arctic Naval
Force. Can you explain how the Navy plans to achieve these objectives
without any icebreakers, any Arctic deep water ports, and no ice-
hardened surface ships? Please elaborate.
Mr. Del Toro. While I am familiar with the DON Arctic Strategic
Blueprint, I have not had the opportunity to review the plan for its
implementation, so I am unable to provide details on how the Department
of the Navy currently plans to pursue the three lines of effort. I am
confident that the expeditionary nature of our Navy-Marine Corps team
will provide many opportunities to adapt existing capabilities and
leverage a global network of allies and other international partners to
complement our presence and capabilities.
navy fleet size and shipbuilding capacity
30. Senator Sullivan. Mr. Del Toro, according to the Department's
Military and Security Developments Involving the People's Republic of
China (PRC) report to Congress, ``The PRC has the largest navy in the
world with an overall battle force of approximately 350 ships and
submarines including over 130 major surface combatants. In comparison,
the U.S. Navy's battle force is approximately 293 ships as of early
2020. China is the top ship-producing nation in the world by tonnage
and is increasing its shipbuilding capacity and capability for all
naval classes.'' To compound this very issue, the Office of Naval
Intelligence projects that China will have 400 battle force ships by
2025, and 425 by 2030. Meanwhile, the United States shipbuilding
capacity continues to lag woefully behind China's, and this year's
budget submission actually shrinks the size of the fleet. This is an
exceptionally alarming development. What is your personal assessment of
this worrying trend, and--if sustained--what impacts might it have on
our ability to deter China, and other competitors, into the future?
Mr. Del Toro. The potential erosion of our military advantage is of
great concern and if confirmed, I will dedicate my efforts to
rebuilding the competitive advantage of our naval forces against our
strategic competitors as outlined in the President's Interim National
Security Strategy and Secretary Austin's priorities. Projections
regarding China's increasing ship count are concerning; however, it is
my understanding that both the Navy and the Marine Corps are actively
exploring innovative capabilities and developing new operating concepts
to successfully deter and defeat, if necessary, China, and other
competitors. If confirmed, I will continue to emphasize the importance
of a credible combat force, with the right capabilities in the right
quantities to militarily deter China and other competitors.
31. Senator Sullivan. Mr. Del Toro, if China is the pacing threat,
is this Navy budget adequate?
Mr. Del Toro. I support the President's Budget and look forward to
working with the Administration and the Congress to develop the fiscal
year 2023 budget and FYDP to balance between risk and required
capabilities for the Department of Defense. If confirmed, I will look
closely at our Department's force structure and readiness for strategic
competition with China, and will ensure that our annual budget requests
reflect our requirements to meet this challenge moving forward.
icebreakers
32. Senator Sullivan. Mr. Del Toro, in Acting Secretary of the Navy
Thomas Harker's prepared testimony at this year's Department of the
Navy posture hearing, he described the Tri-Service Maritime Strategy,
Advantage at Sea, as a ``truly collaborative maritime strategic
planning effort led jointly by all three of our Nation's sea services--
Navy, Marine Corps, and Coast Guard.'' He also stated that, ``[i]n
order to execute these goals, Admiral Gilday, General Berger, Admiral
Schultz and I are working together in order to promote integration,
communication, and collaboration as a warfighting priority,'' and that
``[t]here can be no daylight between us as we strengthen the integrated
all-domain Naval power of the United States.'' In the past few years,
one issue has demonstrated a lot of daylight between the Navy and the
Coast Guard--icebreakers. The Navy's Arctic Strategy says the ``U.S.
Naval forces must operate more assertively across the Arctic Region to
prevail in day-to-day competition.'' The Russians have over 40
icebreakers, the Chinese have 3, and the United States has 1.5. How can
the U.S. Navy operate more assertively in the Arctic without
icebreakers?
Mr. Del Toro. Maintaining freedom of access in the strategically
contested area of the Arctic is important to protecting our national
interests. I fully recognize the national need for icebreaking
capability and capacity and strongly support the U.S. Coast Guard
recapitalization of their polar ice-breaking fleet. If confirmed, I
commit to assessing, with the Chief of Naval Operations, the means and
capabilities to operate Navy vessels more assertively in the Arctic
region.
33. Senator Sullivan. Mr. Del Toro, do you see collaboration with
the Coast Guard on icebreaker acquisition as aligned with the precepts
outlined in the Tri-Service Maritime Strategy?
Mr. Del Toro. It is my understanding that the Navy's collaboration
with the Coast Guard on icebreaker acquisition is in alignment with the
Tri-Service Strategy, specifically the precepts of day-to-day
competition in the polar region and integrated All-Domain Naval Power.
This partnership allows the Navy to leverage the Coast Guard's mission
focus and unique expertise operating in the polar region, while the
Coast Guard utilizes the Navy's proficiency in ship acquisition and
program management.
sea denial
34. Senator Sullivan. Mr. Del Toro, Admiral Michael Gilday, Chief
of Naval Operations, has described the purpose of Marine Corps
expeditionary advanced bases as supporting sea denial and sea control.
An essential component of the Marine Corps' ability to conduct the sea
denial mission is anti-ship missiles, including the Naval Strike
Missile and Maritime Strike Tomahawk. These missiles are #1 and #3 on
the Marine Corps' unfunded priority list (UPL). The Marine Corps, in
General Berger's estimation, has almost no sea denial capability or
capacity currently. How does inadequate Marine Corps sea denial
capability and capacity impact fleet operations against the pacing
threat?
Mr. Del Toro. The Marine Corps Force Design effort builds the
Marine Corps' sea denial capability in cooperation with Navy. The
ability to provide precision fires from advanced bases provides
maneuver space for our fleet and potentially complicates planning on
the part of our adversaries. Ensuring the Navy and Marine Corps are
resourced with the right mix of weapons is a key element of the
Secretary of the Navy's responsibilities. If confirmed, I will be
briefed on the classified analysis and wargaming supporting the Navy
and Marine Corps' operating concept to gain an understanding of the
operational impacts involved. I fully support the Commandant's vision
for Force Design and the concept of Expeditionary Advanced Base
Operations, and if confirmed, I will work with the CNO and the
Commandant to ensure Navy and Marine Corps requirements are
appropriately funded.
marine corps systems at sea
35. Senator Sullivan. Mr. Del Toro, General David Berger,
Commandant of the Marine Corps, has testified to Congress and written
about the need for marines to be more than passengers on Navy ships as
they transit to the fight. In the last few years, Marine Corps systems
such as light armored vehicles (LAV) and Light Marine Air Defense
Integrated System (LMADIS) have augmented organic defensive
capabilities on amphibious ships transiting through maritime
chokepoints. Has the Marine Corps conducted any tests or experiments
operating any of its land-based systems--including Ground-based Anti-
ship Missile (GBASM), air defense, or counter-UAS [unmanned aerial
systems]--from aboard ships?
Mr. Del Toro. It is my understanding that the Marine Corps has
tested and employed offensive and defensive capabilities onboard Navy
ships. For example, I understand that the Marine Corps has employed L-
MADIS aboard Navy ships with both east-and west-coast Marine
Expeditionary Units for the past 4 years. I am told this was
highlighted in July 2019 when Marines from the 11th Marine
Expeditionary Unit onboard the USS Boxer successfully jammed an Iranian
UAS during transit through the Straits of Hormuz.
navy-marine corps integration in ship design
36. Senator Sullivan. Mr. Del Toro, Admiral Gilday and General
Berger have spoken at length about increased integration, coordination,
and cooperation between the Navy and Marine Corps. As part of the
requirements and ship design process, is the Department of the Navy
considering how existing or planned Marine Corps systems can be
integrated into and operated from Navy ships to augment organic
offensive and defensive capabilities?
Mr. Del Toro. If confirmed, I assure you that the Navy and Marine
Corps team will continue to work together through the requirements
development and the design process to ensure Marine Corps systems can
be operated effectively from Navy ships. This process will include
identifying cost effective opportunities to integrate existing and
future capabilities on Navy ships to meet the warfighting needs of the
future.
force design 2030
37. Senator Sullivan. Mr. Del Toro, what is your vision of the
Reserve component's role in Force Design 2030?
Mr. Del Toro. It is my understanding that to effectively achieve
its objectives, Force Design 2030 is reliant on the full integration of
the Reserve component. The importance of this integration and the
Reserve contribution cannot be overstated as a single, integrated total
force, with no distinction between active and Reserve components, is
fundamental to combat effectiveness.
__________
Questions Submitted by Senator Josh Hawley
short-term requirements versus long term modernization
38. Senator Hawley. Mr. Del Toro, the Navy's plan for deterring
Chinese aggression in the future rests heavily on unmanned and other
technologies that remain immature. How should the Navy do its part to
deter Chinese aggression if these technologies fail to mature or mature
quickly enough?
Mr. Del Toro. The Department of the Navy must maintain the ability,
as part of the Joint Force, to adapt to an evolving security
environment and meet deterrence requirements in the Indo-Pacific
region. It is my understanding the DON is taking a comprehensive
approach to this challenge, not relying solely on any one new
technology or solution. It is also my understanding the DON is not only
pursuing a more capable fleet integrated with unmanned technologies,
but is maturing operational concepts such as Distributed Maritime
Operations and Advanced Expeditionary Base operations, investing to
enable allies and partners in the region to facilitate multi-national
deterrence, realigning force posture and priorities to better align to
the new security environment, and leveraging prototyping,
experimentation, exercises, and war games to continuously enhance our
deterrence and warfighting capabilities in this region. If confirmed, I
will work closely with the Services and the INDOPACOM Commander to
explore all elements of our comprehensive approach to this challenge.
deterring chinese aggression
39. Senator Hawley. Mr. Del Toro, do you agree that the Navy has to
be able to operate in or around the Taiwan Strait in the early period
of a war in order to deny a Chinese fait accompli against Taiwan?
Mr. Del Toro. Yes, the Navy should maintain the capability and
flexibility to operate throughout the entire region at all stages of
competition and, if need be, of conflict in order to accomplish our
security objectives.
40. Senator Hawley. Mr. Del Toro, how would the investments laid
out in INDOPACOM's 1251 report contribute to the Navy's ability to
maintain a combat-credible forward presence and, if necessary, blunt a
Chinese offensive?
Mr. Del Toro. Navy investment in the INDOPACOM Area of Operations
is vital to accomplishing our security objectives and supporting the
NDS. It is my understanding that the Department of the Navy has
invested substantially in providing capabilities and capacity, in
basing infrastructure, and in supporting and enabling allies and
partners in the region, and much more has to be done moving forward. It
is also my understanding that the Department will continue to develop
concepts and increase its annual budget request to deliver the
training, readiness, capabilities and capacity required to support all
of our Combatant Commanders' warfighting requirements.
41. Senator Hawley. Mr. Del Toro, the relationships with our
Pacific allies and partners are critical to deterring Chinese
aggression. Do you believe a capable combined force of partners and
allies is more likely to deter China over a unilateral American force?
Mr. Del Toro. Yes, our robust network of partners and allies
provides us the significant strategic advantage associated with
combined military power as well as the information, influence, and
access that increase our ability to deter Chinese aggression. As the
President outlines in the Interim National Security Strategic Guidance,
by pooling the collective strengths of allies and partners, we advance
our shared interests and deter common threats. Particularly in the
Indo-Pacific, our maritime partnerships help us to maintain a favorable
balance of power that helps us to deter aggression and uphold a free
and open system throughout the region.
______
[The nomination reference of Mr. Carlos Del Toro, follows:]
______
[The biographical sketch of Mr. Carlos Del Toro, which was
transmitted to the Committee at the time the nomination was
referred, follows:]
______
[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. Carlos Del
Toro in connection with his nomination follows:]
______
[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.]
______
[The nomination of Mr. Carlos Del Toro was reported to the
Senate by Chairman Reed on July 27, 2021, with the
recommendation that the nomination be confirmed. The nomination
was confirmed by the Senate on August 7, 2021.]
______
[Prepared questions submitted to the Honorable Gilbert R.
Cisneros, Jr. by Chairman Reed prior to the hearing with
answers supplied follow:]
Questions and Responses
duties and qualifications
Question. Please describe your background, experience, and
expertise that qualify you for the position of the Under Secretary of
Defense (Personnel and Readiness) (USD(P&R)), including with respect to
military and civilian personnel policy, military readiness, military
health organizations and services, and reserve component matters.
Answer. I have spent most of my adult life in service to my
country. At 18 years old, I enlisted in the United States Navy,
received a Navy ROTC scholarship, and was commissioned a Naval Officer
in 1994. During my time in the military, I gained valuable experience
leading other men and women in uniform. I have a shared experience with
our current service members, having made the same sacrifices they make
in order to serve our country. I understand the issues, challenges, and
hardships our service members and their families face over the course
of their service, having faced those same issues. If confirmed, I am
committed to making our service members and their families a top
priority to alleviate any possible hardships. I have always put service
and others first, and if confirmed, I will do the same as Under
Secretary of Defense (P&R).
Following my election to the House of Representative in 2018, I
championed policies to improve the day to day lives of our service
members. As a member of the House Armed Services Committee and Vice-
Chair of the Military Personnel Subcommittee, I advocated and fought
for various provisions that affected our service members and their
families. The bipartisan Fiscal Year 2021 National Defense
Authorization Act (NDAA) included several pieces of legislation and
amendments that I fought for, including a bill to end military-
connected child abuse, provisions to support sexual assault survivors,
language to improve diversity and inclusion in the military, and
amendments fixing a GI Bill loophole to protect servicemember from
predatory, for-profit colleges.
I was proud to introduce bipartisan and bicameral legislation with
Senators Kirsten Gillibrand (D-NY) and Michael Rounds (R-SD) to improve
how the Department of Defense tracks and responds to incidents of child
abuse and neglect occurring on military installations involving
military dependents. During my time in Congress, I also led efforts to
secure dozens of diversity and inclusion provisions in the NDAA. This
includes provisions establishing a Chief Diversity Officer reporting
directly to the Secretary, directing a tracking and reporting mechanism
for supremacist and extremist activity in the Armed Forces, and
improving breast cancer screening under TRICARE, as well as language to
require the Department of Defense to conduct and implement a new
Strategic Plan on Diversity and Inclusion. I also helped introduce
bipartisan legislation to create a pilot program within the Department
of Defense (DOD) that ensures gainful employment for members of the
National Guard, reservists, and their spouses, modeled after the
California Work for Warriors program that connects with local
businesses to identify job opportunities for veterans and their spouses
and creates a pipeline of qualified candidates for willing employers.
I also worked to advance health care for all our servicemembers.
Specifically, I was able to secure language to direct the Department of
Defense to establish a comprehensive policy for mental health care for
servicemembers, including treatment and care for pain management,
opioid addiction, suicide prevention, and PTSD, as well as language to
ensure the safety of privatized military housing units. I am especially
proud of my work to improve women's health care services. I advocated
for the expansion of a pilot program to educate female service members
about women's health care at the VA and the unique benefits available
to them. The expansion of this program will help our service women get
more familiar with the health care resources they have access to when
they leave military service.
Also, in honor of the late SPC Vanessa GuillEn and the many
survivors of military sexual violence who have bravely come forward, I
was proud to join efforts to introduce provisions that would
revolutionize the military's response to missing service members and
reports of sexual harassment and sexual assault by making sexual
harassment a crime within the Uniform Code of Military Justice and
moving prosecution decisions of sexual assault and sexual harassment
cases out of the chain of command. This bicameral legislation, which
was also introduced by Senator Mazie K. Hirono (D-HI), provided the
necessary support and resources for survivors of sexual assault and
sexual harassment in our military. It also advanced coordination of
support for survivors of sexual trauma. Our service members and
military families deserve to be heard and treated with dignity and
respect, and I know that more work needs to be done in order to improve
the military's response.
Throughout my career, I have built and led teams to be more
productive, and if confirmed, I look forward to leading the men and
woman of P&R to do the same. We ask our service members to endure more
than many of us can imagine, and we must do more to ensure that we
provide them with the care and support they need. If confirmed, I would
be proud to continue the work I began in Congress and ensure service
members and their families receive the support and services they
deserve.
major challenges and priorities
Question. What do you consider to be the most significant
challenges you would face if confirmed as the USD(P&R), and how would
you address each of those challenges?
Answer. The recruitment and retention of both top military and
civilian personnel is of great importance to both the Senate Armed
Services Committee and the Department of Defense. The area of cyber
security is a concern as the Department of Defense prepares for
immediate threats as well as any future threats, but there are other
areas where we must maintain the knowledge and expertise within the
Department of Defense.
If confirmed, I will review current policies in place in regards to
recruitment and retention, to identify shortfalls and successes, and
work with the Senate Armed Services Committee to beef up retention
efforts where possible. I will also work to ensure that we create
opportunities, for both professional and educational growth for both
our uniformed and civilian personnel. We must create an environment
where personnel are encouraged and incentivized to grow in their
career. I am committed to thinking out of the box in order to find
solutions.
In order to recruit and retain the best and brightest we must also
have a diverse and inclusive force that is representative of our
nation's population. If confirmed as the USD (P&R), I would continue to
work on the diversity issues I championed in Congress. From
requirements for membership of selection boards to represent the
diversity of the Armed Forces as a whole, to greater mentoring and
career counseling programs, to diversity and inclusion reporting and
Advisory Councils, I will push to promote and uplift the diversity that
strengthens our Armed Forces. We must also work to improve reporting
mechanism, and metrics not only for diversity and inclusion but for
many areas.
I believe it is critical that the military do more to ensure all
our service members are treated with dignity and respect and sexual
harassment and sexual assault are not tolerated. We must enact serious
change in order to change the culture of this issue within our Armed
Forces. If confirmed, I will work to create processes to ensure service
members feel comfortable and supported to come forward. If confirmed I
would work with the Senate Armed Services Committee and the experts in
the Department of Defense to create real change, that will support
victims and hold perpetrators accountable. Ultimately, addressing
sexual harassment and sexual assault within the Armed Forces is a
pressing issue, and as USD(P&R) I would diligently work to change the
culture in our ranks and ensure survivors of sexual assault and sexual
harassment in our military have the peace of mind that they'll be heard
and treated with dignity and respect.
Question. To the extent that the functions of the Office of the
USD(P&R) overlap with those of other Department of Defense (DOD)
Components, what would be your approach, if confirmed, to consolidating
and reducing unnecessary duplication?
Answer. I believe efficiency and effectiveness are critical,
particularly as we seek to focus limited resources on the Department's
core mission readiness and modernization needs. If confirmed, I will
look at how the Personnel & Readiness enterprise approaches its mission
and responsibilities, and will work with my counterparts across OSD and
with the Military Departments to ensure that we reduce redundancy or
overlap, while recognizing that we must provide oversight and policy
for critical programs within the Personnel & Readiness areas of
responsibility.
Question. What is your view of the scope and importance of the
USD(P&R)'s oversight duties and powers with respect to the Military
Services?
Answer. Based on the USD(P&R)'s title 10 statutory roles and
responsibilities, I believe that the USD's role is vital to ensuring
the operational readiness of our military forces, the sustainment and
viability of the All-Volunteer Force, and ensuring a healthy, safe
environment free from discrimination for all our servicemembers,
civilian employees, and families. I believe that the USD(P&R) has an
important role to play in ensuring that the Military Services are
appropriately prioritizing, executing, and resourcing their
responsibilities. If confirmed, I will ensure we are providing the
appropriate balance of strategic oversight and direction, while serving
to enable successful personnel and workforce outcomes and promoting
warfighting readiness.
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. If confirmed, I will serve as the principal staff assistant
and advisor to the Secretary of Defense on all matters related to
readiness, Total Force personnel, manpower, family support and health
are considered in all of the Department's processes. I expect to
provide, if confirmed, the Secretary my best advice and recommendations
on the workforce, the impacts to near- and long-term readiness and
capability of our policy decisions, and the development of operational
plans, and to always provide the Secretary my candid perspective and
opinions as we lead the Department into the future.
Question. If confirmed, specifically how would you ensure your
inclusion in the discussion, debate, and resolution of U.S. defense and
national security issues?
Answer. If confirmed, I would ensure that the USD(P&R) has a seat
at the table and a voice on all matters related to the operational use
and readiness of our forces, and as appropriate is contributor in the
Department's strategic policy deliberations and processes. The
workforce, both military and civilian, is the Department's most valued
and important resource, and there are few decisions or policies that
don't impact the workforce. As the principal staff assistant to the
Secretary for all things readiness and workforce related, I would
expect to be an active contributor and pledge to, if confirmed, provide
candid advice and recommendations to the Secretary of Defense.
personnel policy implementation
Question. If confirmed, what specific personnel policies and
processes would you implement or change to improve the efficiency and
effectiveness of human resources management--both military and
civilian--across the Department?
Answer. If confirmed, I would focus on initiatives that enhance the
safety and health of servicemembers and their families. I would also
look for opportunities to increase stability and predictability for our
military families regarding assignments and deployments. In addition, I
would seek to leverage technology to eliminate bureaucratic practices
that create administrative burdens on civilian and military personnel.
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 personnel
policies directed by law?
Answer. If confirmed, I would be responsible for ensuring that the
Department, as appropriate, informs and consults with the Senate Armed
Services Committee, and other appropriate congressional committees, on
the implementation of personnel policies.
Question. What is your understanding of the period of time within
which the Department must implement personnel or health policies
directed by law?
Answer. As a former member of Congress and the House Armed Services
Committee, I fully understand the frustration when the Department
delays its timelines or implementation of the law. While there may be
practical obstacles such as lack of resources, I am also aware that
bureaucratic processes can lead to late implementation of policies and
programs. If confirmed, I commit to ensuring that we do everything we
can to comply with law in a timely manner, and if there are reasons for
delay or the Department requires Congress' help, I will communicate
them to you as soon as I can.
overall readiness of the armed forces
Question. How would you assess the overall readiness of the armed
forces, specifically their readiness to execute the National Defense
Strategy and associated operational plans?
Answer. I believe the armed forces of the United States have the
necessary capability, capacity, and readiness to implement the
priorities of the President's Interim National Security Strategic
Guidance and the National Defense Strategy, and contend with today's
threats, while minimizing unnecessary risk to our warfighters wherever
possible. As the threat environment continues to evolve, particularly
with respect to China's and Russia's emergent abilities to contest U.S.
military advantages, readiness must be a persistent priority. If
confirmed, I will assess and reinforce all efforts to track and report
on the readiness of our military forces. This includes ensuring we can
provide relevant information to decision makers, consistent with the
way forces are actually employed, to optimize the structure, capability
and management of the current and future force.
Question. If confirmed, what specific actions would you take to
improve personnel readiness, including with regard to the health of the
force?
Answer. As Secretary of Defense Austin states in his March 4, 2021,
Message to the Force, ``Our most critical asset as a Department is our
people and we remain the preeminent fighting force in the world because
of our personnel.'' If confirmed, I will focus efforts on growing
talent, building a resilient and ready force, and fostering an
atmosphere that holds DOD leaders at every level appropriately
accountable for building a safe workplace for all. Further, if
confirmed, I will ensure that we proactively support the Military
Departments in these areas in order to reduce any potential impacts to
readiness, because our readiness to confront current and future
challenges is rooted in our people.
measuring readiness
Question. What is your understanding of how the Department of
Defense and the Military Services actually measure and track readiness?
Do you believe the current metrics used to measure and track
``readiness'' are appropriate, particularly in light of the 2018
National Defense Strategy?
Answer. It is my understanding that the Department currently uses
the Defense Readiness Reporting System (DRRS) to provide an
operational-level snapshot of current readiness. It is further my
understanding that there is a growing need for strategic-level analysis
that would aid senior leaders in identifying possible readiness
outcomes of resourcing decisions. If confirmed, I will continue to
reinforce the efforts currently underway to reform how readiness is
tracked and reported; and I will review and assess the requirements and
feasibility of developing and fielding such a strategic predictive
readiness assessment capability to anticipate, and ultimately avoid,
readiness shortfalls.
Question. If confirmed, what changes would you implement to engage
the Office of the Under Secretary of Defense for Personnel and
Readiness more directly in tracking readiness across the force? In
prescribing efforts to remediate or mitigate identified deficiencies in
readiness?
Answer. The Department must continue to explore and invest in new
technologies that enhance our ability to analyze readiness data to
better inform the decision-making process. If confirmed, I will work
with my partners in the Office of the Secretary of Defense, the Joint
Staff, the Military Departments and Military Services to ensure our
efforts are all properly aligned with the Interim National Security
Strategic Guidance and the National Defense Strategy, and that
investments in areas such as artificial intelligence, machine learning,
and other advanced technologies are designed to help see ourselves more
clearly.
In order to remediate or mitigate readiness deficiencies, we must
first ensure that the recent progress made in building full spectrum
readiness endures. This requires that, if confirmed, I be active in the
development of policies for manning, training, and equipping the force.
We must look to find other mitigation strategies, including building
additional capacity, pursuing modernization, exploring alternative
capabilities, and considering active/reserve component mix.
Furthermore, if confirmed, I will work to improve the Department's
ability to anticipate and address readiness challenges before they
become an issue.
non-deployable servicemembers
Question. In your view, should service members 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. It is my understanding that the Department's longstanding
policy requires evaluation for continued service, not mandated
separation. Individuals who can no longer meet the requirements of
service, which often includes deployments, should be evaluated on a
case-by-case basis to determine if continued service is appropriate. To
do otherwise would adversely impact the force readiness and place an
undue burden on the remainder of the force to fulfill deployment
requirements.
Question. Under what circumstances would the retention of a service
member who has been non-deployable for more than 12 months be ``in the
best interest of the service''?
Answer. I would expect that the circumstances are highly
individualized. It is my understanding that the Secretaries of the
Military Departments have broad latitude to consider all aspects of a
member's ability to serve when making such a determination.
Considerations such as whether or not the individual specialty has a
high level of deployment requirements, the level of technical
expertise, and the health of the career field should all play in such a
determination.
Question. In your view, how should this policy be applied to
service members with HIV? To service members who identify as
transgender?
Answer. I believe that all individuals should be evaluated on a
case-by-case basis under this policy. As with any personnel policy,
fair and equitable treatment, regardless of the medical condition
involved, is paramount if the Department is to maintain the integrity
and credibility with the soldiers, sailors, airmen, marines, and
guardians. If confirmed, I will work closely with all appropriate
stakeholders to ensure servicemembers are treated with dignity and
respect in the execution of all personnel policies and processes.
Question. The new transgender policy (DODI 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.''
Please provide an example of a ``comparable circumstance'' that
would be used to determine deployability of a transgender service
member.
Answer. Given the highly individualized nature of this policy,
speculation on my part would not be appropriate. I assure you that if
confirmed, I will work closely with all appropriate stakeholders to
ensure all servicemembers are treated with dignity and respect in the
execution of all personnel policies and processes.
Question. In your view, should a service member'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 service member is deployable?
Answer. Yes. It is my understanding that the Combatant Commands
often have specific deployment criteria and that the Military
Departments consider these specialized requirements when identifying
individuals to fulfill these requirements.
Question. What are your ideas for addressing the challenges of
medical non-deployability in the reserve components?
Answer. I am not aware of the challenges to the Reserve Components
regarding medical non-deployability. If confirmed, I look forward to
working with the Military Departments to address any challenges that
may exist.
collaboration between the departments of defense and veterans affairs
Question. In your view, how effective has DOD/VA collaboration been
to date, and what would you do to enhance it?
Answer. It is critically important for our servicemembers that the
DOD and VA work closely together to ensure we support those who have
served this Nation. While DOD and VA have come a long way to better
collaborate across the myriad of issues, there's always room for
improvement. If I am confirmed, support for our servicemembers will
always be at the top of my mind; therefore, I would continue frequent
and reoccurring engagements with my counterpart at the VA, so we can
address emergent topics, break through barriers, and enhance
collaboration between our two departments. In addition, I would
continue to use the Joint Executive Committee (JEC) as the vehicle to
facilitate collaboration, establish joint strategies, and to carry out
and monitor joint initiatives and programs.
Question. If confirmed, how would you improve the seamless
transition of each service member as they move from service member to
veteran status?
Answer. If confirmed, I will fully commit to supporting our
servicemembers and their families as they navigate their transition
from military to civilian life. Accordingly, I will champion DOD's
transition programs and collaborate with private and public supporters
to build upon current successes, achieve ever-improving outcomes, and
provide our transitioning servicemembers with the support they need to
empower and enable them to become successful, visible, active Veterans
equipped to reach their full potential and strengthen their
communities.
Question. What is your view of the effectiveness of the Transition
Assistance Program (TAP), and how might it be improved?
Answer. From the passage of the VOW (Veterans Opportunity to Work)
to Hire Heroes Act of 2011 to the transition assistance related
legislation included in the Fiscal Year 2019 NDAA, Congress has helped
the Transition Assistance Program (TAP) evolve into a highly effective
and collaborative interagency effort that provides significant support
and services to our servicemembers. If confirmed, I will build upon
current successes and work to improve outcomes for TAP eligible
servicemembers by addressing barriers that could potentially prevent
successful transition to civilian life.
Question. What is your assessment of the efficacy of TAP services
and support to members of the Reserve Components as they transition
from federalized/mobilized status back to civilian life and
participation in their assigned reserve and guard units or positions?
Answer. I believe TAP is an effective and collaborative interagency
effort that provides the right level of support and services to our
servicemembers, to include TAP eligible members of the Reserve
Components. If confirmed, I will ensure efficacy, capture lessons
learned, and identify improvements through regular assessments and
feedback from transitioning servicemembers, the Military Service,
interagency partners, and Reserve Component forums.
Question. In your view, how can TAP be improved to provide better
support to members of the reserve components?
Answer. Given the constant changing environment and economy into
which servicemembers are transitioning, TAP must remain innovative,
responsive, and collaborative as we work the Military Services,
interagency partners, and non-governmental organizations to
continuously improve transition services and support. If confirmed, I
will build upon current successes and achieve ever-improving outcomes
for TAP eligible servicemembers from all Components by addressing
barriers that could potentially prevent successful transition to
civilian life.
Question. If confirmed, what goals would you establish in your role
as the co-chair of the Joint Executive Committee?
Answer. First and foremost, if confirmed, I would want to support
as much as possible and enhance the open lines of communication between
DOD and VA. My goal would also be to support Secretary Austin's
priorities within the Joint Executive Committee (JEC) framework.
Defending the nation, enhancing partnerships, and taking care of our
people are themes found throughout JEC initiatives and goals. As VA and
DOD continue to develop the next Joint Strategic Plan, my goal is to
keep the Secretary's priorities at the forefront, and to ensure those
joint objectives are successfully and promptly completed.
extremism
Question. What is your view of the prevalence and effect of
extremism within the armed forces?
Answer. I believe that the vast majority of servicemembers and
civilian employees in DOD honor the oath each took to support and
defend the U.S. Constitution. They perform their duties with integrity
and the vast majority do not espouse the abhorrent views associated
with extremist doctrine.
Question. If confirmed, what would you recommend and how would you
work with the Military Services to eliminate extremism within the
ranks?
Answer. If confirmed, I will review the recommendations proposed by
Secretary Austin's Countering Extremist Activity Working Group and
support the great team of experts and professionals working to further
an environment of dignity and respect within the Department.
diversity and inclusion
Question. In general, what is your assessment of the diversity of
each of the Department of Defense military and civilian workforces?
Answer. I understand that the Department leverages a variety of
programs to promote diversity for both its military and civilian
workforces. A diverse force means a stronger force, and I share
Secretary Austin's sentiments that the Department's efforts have not
yet realized the significant gains needed to ensure that our military
and civilian workforce appropriately reflects the diversity of the
United States. I believe that we can do more to improve diverse
representation among our senior military and civilian leaders. Under
Secretary Austin's leadership, I understand the Department is working
to build diversity, equity, and inclusion into all aspects of its work
and, if confirmed, I look forward to supporting this critical effort.
Question. If confirmed, how would you increase diversity and
inclusion in the armed forces, and work toward the goal of ensuring
that the nation's military, at all levels, especially within the senior
officer ranks, reflects the broad diversity of the nation?
Answer. We have not seen the type of progress that would better
position the Department to ensure that racial and ethnic minority and
female servicemembers have the same career advancement opportunities as
their counterparts. If confirmed, I would start by looking at what
steps have been taken thus far, identifying whether these steps have
been effective, and determining where we need to adjust or expand upon
the current efforts of the Military Departments and other DOD
components. For example, we need to look at career cohort data to
better understand whether we need a better pipeline of diverse
applicants, whether minorities and women are separating at higher rates
than their peers, and whether unnecessary barriers exist to career
progression.
Question. If confirmed, how would you increase diversity and
inclusion within the Department's civilian workforce, especially at the
senior General Schedule and Senior Executive Service levels?
Answer. On June 25, 2021, President Biden signed an Executive Order
[EO 14035, ``Diversity, Equity, Inclusion, and Accessibility in the
Federal Workforce,''] to cultivate a workforce that draws from the full
diversity of the Nation. If confirmed, I will support the
Administration's ongoing efforts to improve diversity, equity,
inclusion, and accessibility for the civilian workforce. Specifically,
I will work to strengthen the Department's ability to recruit, hire,
retain, and promote diverse talent, and remove barriers to equal
opportunity.
Question. How would you increase geographical diversity in the
armed forces, especially from areas of the country and local
communities that are currently underrepresented in the force?
Answer. It is my understanding that today's youth do not generally
have a connection to the military or an understanding of what it means
to serve. Broad, expansive communication efforts and strategic
messaging are critical to changing this dynamic. If confirmed, I will
work to ensure the Department and the Services proactively engage with
community leaders across the nation to shift the perceptions of the
military and to emphasize the significant opportunities for leadership,
education, and experience available through military service.
sexual assault prevention and response
Question. In your view, how adequate and effective are the
policies, programs, and training been that DOD and the Military
Services have put in place to prevent and respond to sexual assault?
Answer. DOD has made some progress in this area over the years, but
it is not nearly enough. Our servicemembers deserve a workplace free of
sexual assault and sexual harassment. This is an area I know the
Independent Review Commission on Sexual Assault in the Military has
been carefully considering. It is important for the Secretary and
President to have the decision space to consider IRC recommendations,
and if confirmed, I look forward to closely reviewing the
recommendations and advising and supporting Secretary Austin and Deputy
Secretary Hicks in their decisions. If I am confirmed, enhancing sexual
misconduct prevention and response policies will be one of my highest
priorities.
Question. If confirmed, specifically what would you do to increase
DOD-wide focus on the prevention of sexual assaults?
Answer. I also know Secretary Austin directed a number of actions
for the Department to move out on right away, in order to enhance the
DOD's prevention efforts. If I am confirmed, not only will I make this
one of my highest priorities, but I will look at how we can leverage
data and research about what approaches work best and how best to apply
them at the local level. Command climate tools will undoubtedly be part
of the solution. I would assess how we can give commanders more tools
to identify climate problems that may increase risk of sexual assault
while also ensuring Service leaders at all levels can quickly identify
risk areas and move fast to correct them. If confirmed, I also look
forward to carrying out Secretary Austin's direction and working with
the Military Departments and military Services to establish a DOD-wide
violence prevention workforce
Question. What is your assessment of the potential impact, if any,
of proposals to remove from military commanders case disposition
authority over felony violations of the Uniform Code of Military
Justice, including sexual assaults?
Answer. I am aware that the Independent Review Commission on Sexual
Assault in the Military has been considering this topic as it relates
to sexual assault. If confirmed, I look forward to working with leaders
in the Office of General Counsel of the Department of Defense and the
Military Departments to carry out the Secretary of Defense and
President's direction on this matter. I also believe we must strengthen
the tools and information that our commanders have to better prevent
sexual assault and other offenses from happening in the first place.
The Office of the Under Secretary of Defense for Personnel and
Readiness is critical in this aspect. If confirmed, I will closely
support and work to strengthen prevention efforts, including with
enhanced command climate tools.
Question. What is your assessment of the Department's
implementation of protections against retaliation--most notably social
ostracism and reputation damage--for reporting sexual assault?
Answer. Stopping retaliation is critical. As a former House Armed
Services Committee member, I recall that many victims are deeply
concerned about retaliation, including from peers and supervisors. If
we can better address concerns over retaliation, I'm confident this
could lead to more victims making the choice to come forward, connect
with support and care services, and aid in the Department's efforts to
hold alleged offenders appropriately accountable. If confirmed, I will
work to evaluate and understand what those barriers have been and look
to see what solutions we can implement.
Question. In your view, do military and civilian leaders in the
Department 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. If confirmed, I will closely evaluate whether all our
leaders have what they need, how the P&R enterprise can better support
them, and how the P&R teams exercise oversight to ensure compliance
with our efforts and requirements to stop these behaviors. I also want
to ensure that the Department continues to make progress on the recent
advancements on command climate tools as part of our efforts to stop
sexual assault and retaliation. If confirmed, I look forward to working
with our partners in Congress to help better strengthen our prevention
efforts.
sexual harassment in the armed forces
Question. What is your assessment of the effectiveness of the
sexual harassment programs of the Department, including those of the
Military Departments?
Answer. Although I understand the Department has published new and
updated policies to counter harassment, the Department is not where it
needs to be when it comes to preventing sexual harassment.
If I am confirmed, it will be one of my highest priorities to
evaluate the effectiveness of the Department's recent prevention
initiatives, to include the use of command climate tools. Prevention of
sexual harassment is not only critical to ensuring the unit cohesion
necessary to be effective on the battlefield, it is fundamental to our
values and ensuring that every servicemember is treated with dignity
and respect.
Question. In your view, do methods for tracking the submission and
monitoring the resolution of informal complaints of harassment or
discrimination provide DOD leaders, supervisors, and managers with an
accurate picture of the systemic prevalence of these adverse behaviors
in the military force?
Answer. As I understand it, the Department measures the prevalence
of harassing and discriminatory behaviors by leveraging scientific
surveys--assessing experiential data to measure rates rather than
relying solely on reports of such behaviors. These surveys provide a
sense of scope and help inform the targeted efforts needed to address
the areas of greatest concern. That said, I believe it is essential
that leaders take appropriate action on informal reports of these
behaviors and track them in order to understand the full scope of the
issue.
Question. If confirmed, what actions will you take to improve the
quality of investigations into allegations of sexual harassment in the
force?
Answer. Leaders should be held appropriately accountable to ensure
thorough, effective, and timely investigations of sexual harassment
complaints. If confirmed, I look forward to carefully reviewing the
recommendations from the Independent Review Commission on Sexual
Assault in the Military, and supporting both Secretary Austin and the
President so that the Department can effectively move forward in
addressing this problem in a comprehensive way.
Question. Does the Department's method for recording the outcomes
of informal complaints of harassment or discrimination provide DOD
leaders, supervisors, and managers with a means of identifying repeat
perpetrators in the military?
Answer. If confirmed, I will examine the intersection between DOD's
new anti-harassment policies and its long-standing military equal
opportunity and civilian equal employment opportunity policies. I will
also work to ensure that the Department develops a comprehensive plan
to prevent repeat offenses.
domestic violence and child abuse in military families
Question. What is your understanding of the extent of domestic
violence and child abuse in the military services, and, if confirmed,
what actions will you take to address these issues?
Answer. I recognize that domestic violence and child abuse are
serious public health issues that have no place, but do exist, in our
military. If confirmed, I commit to determining if these issues are
receiving the attention they deserve and the necessary resources to
support effective prevention and response.
Question. In your view, what more can the Department do to prevent
child abuse and domestic and intimate partner violence?
Answer. It is my understanding that the Department has made the
prevention of interpersonal violence, in all its forms, a priority. If
confirmed, I will ensure prevention of child abuse and domestic/
intimate partner violence are included in the Department's overarching
interpersonal violence prevention efforts.
Question. Do you believe that the Department's Family Advocacy
Program strikes the right balance between healing families and holding
individuals accountable for acts of domestic violence and child abuse?
Answer. I strongly believe that prevention, support of those
impacted, and appropriate accountability for those engaged in these
actions are all essential components of the Department's program. If
confirmed, I commit to gaining a deeper understanding of the program
and how well it addresses each component.
department of defense education activity, dod schools, and dependent
education
Question. What is your assessment of the overall quality of DOD
schools?
Answer. I believe DODEA schools provide a high quality education,
on par with the best public school systems in the United States.
Military dependents deserve no less.
Question. In your view, are DODEA's headquarters overhead costs,
including its funding and employment of personnel above the school
level, comparable to such costs in highly-ranked public school
districts in the United States? Please explain your answer.
Answer. Although I do not know all the details, I am aware that
DODEA, along with the rest of the Department, has gone through several
rounds of Headquarters staffing reviews and reductions, the result of
which is a lower overhead than that of comparable public school
systems. If confirmed, I will work to ensure that DODEA is properly
resourced for student success.
Question. Should the eligibility requirements for military
dependents to attend DOD schools be modified in any way, in your
opinion? If so, what modifications would you propose, if confirmed?
Answer. I do not have enough information at this time to offer an
opinion on the eligibility requirements or whether they should be
modified. If confirmed, I look forward to working closely with Congress
to ensure that the Department has the resources and authorities needed
to assess the impact that access to DODEA schools has on recruitment,
retention, and military family readiness.
Question. What lasting impacts, if any, do you believe the COVID-19
pandemic will have on the way DOD schools are run and how DOD
dependents who attend those schools learn?
Answer. As I understand it, DODEA had an effective education
program during the COVID-19 pandemic. They were able to switch to
remote instruction in just a few short days due to previous efforts to
implement education best practices for blended learning in all their
schools. If confirmed, I look forward to continuing this push to
incorporate technology and adaptive curriculum into daily practice
which will ultimately allow for individualized and differentiated
instruction to meet every student where they are with what they need to
succeed.
Question. Do you believe DODEA should further expand its
capabilities to deliver online education going forward? Please explain
your answer.
Answer. It is my understanding that DODEA is conducting a pilot
program directed by the Fiscal Year 2021 NDAA to expand access to its
virtual school. If confirmed, I will evaluate the results of that pilot
and ensure DODEA is resourced to maximize education tools for its
students.
Question. What is your assessment of the preparedness of DOD
schools to respond and react appropriately to active shooter
emergencies?
Answer. The Department has an obligation to ensure that all
students and staff are trained and aware of procedures to follow in the
event of an active shooter situation. I understand that DODEA has
partnerships with each of the installations, Military Departments, and
COCOMs to assist in the observation and evaluation of emergency drills
and their effectiveness. If confirmed, I will ensure DODEA continues
its comprehensive review of the school security assessment and develop
quantifiable information to determine improvements.
Question. How do you assess current class sizes (student to teacher
ratios) throughout DODEA schools, and do you recommend they be
adjusted? If so, why?
Answer. I believe that well-resourced schools and an appropriate
number of teachers in each school are essential to higher levels of
student achievement. In keeping with its responsibility to be good
stewards of taxpayer money, the Department has an obligation to invest
in its students as well as ensure the use of fiscal resources in a way
that is both deliberate and responsible. If confirmed, I will review
the resource requirements of DODEA to ensure the Department meets these
obligations.
Question. In your view, how, if at all, should the quality and
availability of local public education factor into Department and
military service basing decisions?
Answer. Family readiness is directly linked to military readiness
and facilitating access to quality education for military dependents is
vital to the health of the Force. If confirmed, I would evaluate how
the quality and availability of local public education are considered
in the Military Services' basing processes and work with the Military
Services to make any necessary improvements. I will also review any
impact on the DODEA workforce, family readiness, and the Department's
ability to retain high quality servicemembers and their families.
Question. Are you confident that DODEA has in place the policies
and processes to ensure that:
Allegations of sexual assault or sexual harassment by a student in
locations under the jurisdiction of DODEA are properly investigated?
Answer. If confirmed, I will work to ensure there are policies and
procedures in place to appropriately address all such allegations of
sexual assault or sexual harassment. It is my understanding that DODEA
has a robust Civil Rights program with appropriate reporting and
tracking tools and has implemented a collaborative process designed to
assist the organization in taking reasonable steps to eliminate
unlawful discrimination in DODEA schools, programs, activities, and
workplaces, as required under Executive Order 13160,
``Nondiscrimination on the Basis of Race, Sex, Color, National Origin,
Disability, Religion, Age, Sexual Orientation, and Status as a Parent
in Federally Conducted Education and Training Programs.''
Question. Information documenting such misconduct, if
substantiated, is recorded in the permanent record of the offending
student and that any school to which that student subsequently
transfers is made aware of that information, as appropriate?
Answer. It is my understanding that DODEA policy requires the
documentation of substantiated misconduct to be included in the student
record which transfers upon the student's enrollment into a new school.
Question. If confirmed, what actions would you direct to ensure
that DODEA takes all appropriate actions to hold its teachers, other
employees, and students accountable for acts of sexual assault, sexual
harassment, and unlawful discrimination?
Answer. There is zero room for discrimination, harassment, or
assault of any kind in DOD or DODEA. If confirmed, I will examine the
adequacy of the training and resources currently available to DODEA
teachers, staff, and students, and I will work with the Congress to
address this or any other problem that affects the security, safety,
and well-being of military families and DOD civilian employees. I will
also work to ensure that appropriate actions are taken to hold
accountable any teachers, employees, and students involved with
substantiated allegations of sexual assault, sexual harassment, and
unlawful discrimination.
juvenile problematic sexual behavior
Question. What is your assessment of Department and service
programs to respond to, investigate, adjudicate, and document
allegations of juvenile problematic sexual behavior?
Answer. I agree that this is a serious issue that will require
Departmental focus, with the understanding that the department has no
jurisdiction to adjudicate such cases. I will review existing processes
to ensure they adequately address this important issue, and commit to
providing the resources and support necessary to appropriately respond
to these types of behaviors.
Question. How can these programs be improved?
Answer. It is my understanding that the Department has made
significant progress in responding to these behaviors through a multi-
disciplinary approach that involves many offices and programs. If
confirmed, I will be committed to ensuring that work continues with an
eye on opportunities for sustained improvement.
military service academies
Question. Over the last year, each of the Military Service
Academies experienced significant violations of their respective honor
codes, which prohibit lying, cheating, or stealing.
In your view, how should the Military Service Academies handle
honor code violations?
Answer. I am aware that Military Service Academies use their honor
codes to uphold high standards and prepare each Cadet and Midshipmen to
become commissioned officers. If confirmed, I look forward to learning
about how each of the Service Academies' honor codes is applied to
better understand their meaning and intent, and to ensure they have the
maximum positive impact.
Question. What is your assessment of the diversity of cadets and
midshipmen enrolled in each of the Military Service Academies? What
measures can be taken to increase diversity in the Academies?
Answer. Ensuring diversity at the Military Service Academies is
essential for the Department to obtain greater diversity in our
military leadership ranks at large. Military Service Academies develop
our future leaders. Strengthening those applicant pools with diverse
talent will serve to increase DOD's minority and female officer
accession rates, and help us ensure our force continues to maintain an
advantage in the competition for talent.
If confirmed, I will work to improve DOD's marketing, recruitment,
and community partnership efforts to create a more diverse applicant
pool for the Military Service Academies, as well as for ROTC
commissioning programs.
Question. What is your assessment of the efficacy of the policies
and processes in place across the Military Service Academies to prevent
sexual assault and sexual harassment, and to ensure that cadets and
midshipmen who do report assault or harassment are not subject to
retaliation--social ostracism and reputation damage--in particular?
Answer. I think it is very clear that the Department is not where
it needs to be in preventing sexual assault and harassment, as well as
stopping all forms of retaliation, including from peers and
supervisors. If confirmed, evaluating the Department's policies and
processes related to sexual assault, harassment, and retaliation will
be among my highest priorities.
If confirmed, I will do as much as possible to ensure victims do
not fear retaliation and the Military Service Academies properly
address all forms of problematic behaviors to ensure we grow the right
leaders for the future.
Question. What is your assessment of the efficacy of suicide
prevention programs at each Military Service Academy?
Answer. I know, from my time on the House Armed Services Military
Personnel Subcommittee, that our youngest are often at highest risk--so
certainly our cadets and midshipmen are a population we must consider
carefully in our efforts. I am deeply committed to supporting our
military community, which includes the future leaders at our Military
Service Academies. If confirmed, I would review suicide prevention
programs and their efficacy in order to identify opportunities to
enhance policies and practices.
Question. Do you believe the current 5-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 understand the 5-year minimum Active Duty service
obligation for Military Service Academy graduates has been in place and
remained largely unchanged for several years. If confirmed, I will
assess the current service obligation policies, determining if the
return on investment has been successful, and if they should be
changed.
Question. In your view, do the Military Service Academies
contribute to the pool of military officer accessions commensurate with
their attendant costs? Why or why not?
Answer. It is my view that the Military Service Academies have
historically produced high quality commissioned officers. If confirmed,
I will analyze the benefits and challenges that accompany these
programs to ensure we efficiently maximize the resources provided to
the Service Academies.
Question. Given the provisions of title 10, U.S. Code, applicable
to each of the Military Service Academies, under what conditions would
you deem it appropriate, if confirmed, to permit a military officer to
play professional sports prior to completing at least 2 consecutive
years of commissioned service following graduation from an Academy?
Answer. I am aware there have been a few talented athletes approved
to participate in professional sports prior to serving at least 2
consecutive years of commissioned service following their Service
Academy graduation. If confirmed, I will evaluate current policies
regarding this issue and, in conjunction with Department leadership,
determine if a change to the current policy is warranted.
senior reserve officers' training corps (srotc)
Question. In your view, does the Senior Reserve Officers' Training
Corps (SROTC) program remain a viable source of officer accessions?
Answer. SROTC is an avenue where students can pursue an
undergraduate education at a civilian institution, while also training
to become a military commissioned officer. As I understand, SROTC is
the DOD's largest source for officer accession production. If
confirmed, I will review policies and procedures to ensure the
Department strategically manages this program in the most effective and
efficient manner possible.
Question. What is your assessment of the diversity in our ROTC
programs? What measures can be taken to increase diversity in the ROTC?
Answer. SROTC units are strategically located in geographical areas
and at various universities to allow maximum opportunities for diverse
populations to serve our nation upon commissioning. If confirmed, I
will review those areas that serve diverse and underrepresented
populations to take full advantage of their talents through
opportunities to serve.
Question. In your view, should the Military Services 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.
Answer. I am aware there are SROTC units that struggle to meet
certain commissioning requirements. If confirmed, I will review the
circumstances surrounding those units challenged to meet minimum
viability and look for ways, including consulting with Congress, to get
the most out of current SROTC reach and resources without losing
representation in certain geographical areas.
Question. How would you modify the SROTC scholarship program to
attract the top talent that our armed forces need?
Answer. I believe that we have SROTC at some of the top colleges
and universities in the country. If confirmed, I would encourage the
Military Services to recruit and retain top talent at every college and
university participating and focus efforts on some of the underutilized
locations. I would also look for opportunities to leverage technology
to attract those with skills needed within the Defense Department.
health care quality and access
Question. If confirmed, what specific actions would you take with
respect to each of the following:
Eliminating performance variability throughout the Military Health
System (MHS).
Answer. If confirmed, I intend to first, dive deeply into the
measures and metrics that MHS leaders use to set and monitor key
performance goals for medical readiness, quality, safety, access,
satisfaction and other vital indicators. As part of this deep dive, I
will determine what the positive and negative outliers may be in terms
of performance and understand why that variability may exist--whether
due to circumstances unique to geography, size of medical facility,
resourcing decisions, or leadership challenges.
If confirmed, I will ask MHS leaders to put forward performance
improvement plans and milestones for areas where variability is high,
and performance is poor. The intended result of the deep dives is to
ensure that the MHS establishes standard processes based on best
practices to support readiness, outcomes, and satisfaction. I also will
ensure the Defense Health Agency codifies these standard processes in
official guidance and establishes accountability processes to eliminate
unwarranted performance variability across the MHS. I understand that
reducing variability requires continuous assessment and probing
questions. If confirmed, I will hold regular management reviews of MHS
performance as part of my oversight responsibilities.
Question. Improving health outcomes and the experience of care for
all of the Department's beneficiaries--in both the direct and purchased
care components of the MHS.
Answer. If confirmed, one of my first steps will be to meet with
military families, as well as with leaders of the many military service
organizations that advocate for their members. In addition to other
military family quality-of-life considerations, I will be asking very
specific questions about the measures that matter to them for health
care services, regardless of where they receive their care. Working
with MHS leaders, Combatant Commanders, and the Military Departments, I
will invest in customer-facing tools that make it easier and more
efficient for beneficiaries to interact with their provider and to
manage their own health care. My goal is to enhance our military
family's experience in both the direct care and purchased care arenas.
The mentioned strategy of establishing MHS standard processes based on
best practices to support readiness, outcomes and patient satisfaction
is what I will use to measure success.
Question. Creating a value-based MHS--ensuring the delivery of
accessible, high-quality health care at a reasonable cost to both the
Department and its beneficiaries.
Answer. It is important to ensure the right outcomes are
prioritized. In the long-term, high quality care leads to more
efficient use of resources--both financial and personnel.
If confirmed, I will ensure the MHS continues to create value by
focusing on high quality health care, eliminating waste, reducing
unnecessary variation and implementing longer-term opportunities to
improve health services for all DOD serves. There are certain elements
of military medicine and preparedness that require resources not
incurred by civilian health systems. Specifically, value must be
assessed relative to our core missions. I am aware of the MHS'
performance in battlefield care, as well as its impressive ability to
reduce the number of disease and non-battle injury rates over the
course of recent conflicts. If confirmed, I intend to review previous
assumptions about what military medical treatment facilities contribute
to readiness. I want to ensure we have a comprehensive view of value
and readiness--that addresses the full spectrum of operations, as well
as family readiness, and support to civilian authorities.
military health system reform
Question. Do you support the implementation of the Military Health
System (MHS) reforms mandated by the NDAAs for fiscal years 2017, 2019,
2020, and 2021?
Answer. If confirmed, I will work with Congress to ensure effective
implementation of Military Health System reforms. The MHS should be
focused on its core readiness mission and providing quality health care
to all beneficiaries in accordance with guidance provided by Congress.
Consolidating the administration and management of the military
hospitals and clinics, along with public health and research
activities, under the Defense Health Agency as directed by Congress
will improve overall readiness, effectiveness, and efficiency.
Question. If confirmed, what would you do to change the culture
within the military services, such that their leadership will fully
embrace changes necessary to improve the readiness of the medical
force?
Answer. If confirmed, I will work with the Military Departments to
understand their readiness requirements to maintain a ready medical
force and help facilitate making sure the Department institutes changes
required to effectively meet those requirements. I am confident that
the leadership will support efforts to meet their requirements to
maintain and improve the readiness of the medical force.
Question. In your view, are the Military Departments' medical
forces properly sized to meet the joint medical requirements set forth
in operational plans implementing the 2018 NDS and in the recent Joint
Medical Estimate?
Answer. If confirmed, I will make it a priority to understand the
joint medical force requirements and work with the Joint Staff and the
Military Departments to assure that those requirements are addressed
within the context of the overall Departmental requirements and
resourcing processes.
Question. In your view, is DOD's current education, training, and
career development approach sufficient to ensure a military trauma care
workforce that is ready to deliver expert health care (including combat
casualty care) in support of the full range of military operations,
domestically and abroad?
Answer. My understanding is that maintaining this critically
important workforce is challenging, due to many factors. If confirmed,
I will review the programs in place to address this critical component
of the ready medical force. I will work with DOD leadership to make
sure that we adequately resource military relevant research and
development, education, training, and career development to maintain a
medical force prepared to provide world class care across the range of
military operations they will be called on to support.
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
service members in theater and to service members and families at home
station locations, including members and families of the reserve
components?
Answer. If confirmed, I will ensure DOD continues to provide
accessible, quality mental and behavioral health resources to our
servicemembers and their families. This includes inpatient, outpatient,
deployment embedded health care services, child and family behavioral
health care, and tele-behavioral health, supplemented by family
programs such as the Military Crisis Line, providing confidential,
immediate help 24/7 at no cost to Active Duty, Guard and Reserve
members, and their families. I will routinely review our measures of
access to mental health care to ensure they meet our standards.
Question. In your view, how could the Department better integrate
the provision of mental and behavioral health care services and non-
medical counseling?
Answer. If confirmed, I will seek to promote mental health
professionals that are positioned to provide the best possible care
based on evidence-based best practices, and improve the whole health of
patients through compliance with current standard of care clinical
practice guidelines, including recommendations for non-medical
counseling and social context support systems.
Question. If confirmed, what would you do to improve the delivery
of behavioral health services in the MHS through telehealth? How would
you expand such capabilities in both the direct and purchased care
components of the MHS?
Answer. If confirmed, I will work with the MHS to enable tele-
behavioral health services that are leveraged for mental health
assessments, ongoing behavioral health treatment, and surge support for
pre-deployment evaluations, and work to expand services to include
continued beneficiary care through consistent and stable patient/
provider relationships.
suicide prevention
Question. If confirmed, how would you strengthen the Department's
suicide prevention programs to reduce the number of suicides among
service members, including in the reserve components, and their
families?
Answer. Suicide prevention has to be one of the top priorities for
the Department. Every suicide is not only a loss for our Armed Forces
but also forever changes the lives of families and communities. If
confirmed, I would ensure suicide prevention initiatives are based on
the latest research and effective. This includes focusing on reducing
risk for servicemembers and their families--such as addressing
relationship, financial, and mental health challenges, among others--
and also enhancing protective factors--those skills, strengths, and
resources that help people deal more effectively with stressful events.
In addition, I would continue to collaborate with leaders across the
Department of Defense, as well as the Department of Veterans Affairs,
and our partners in academia and elsewhere in the non-government sector
to evolve our strategies and identify new, evidence-based methods to
prevent suicide.
Question. If confirmed, what specific steps would you take to
provide additional suicide prevention programs in rural and isolated
locations, such as Fort Wainwright, Alaska?
Answer. I understand the Department uses a public health model to
address suicide--that is, ensuring all in the community are involved in
preventing suicide. If confirmed, I would ensure the Department fully
implements this type of comprehensive health approach to suicide
prevention. We must ensure we are providing medical care and treatment,
while emphasizing broader efforts to help individuals well before they
may become at risk of harming themselves. Additionally, we must
continue to investigate and learn why there may be higher
concentrations of suicides in a particular area and what unique factors
may be at play for remote installations. If confirmed, I will ensure we
are looking at research and programs with a focus on our servicemembers
and families in rural and isolated locations, and promoting their help-
seeking, access to care, and connectedness to family, friends, and
fellow servicemembers.
officer personnel management system
Question. In your view, what actions can be taken to improve
permeability between the active and reserve components?
Answer. In order to increase the desirability to serve and retain
servicemembers from across all components, if confirmed I intend to
investigate career flexibility initiatives to improve permeability
between components.
Question. Do you believe current DOD and Military Service
procedures and practices for reviewing the records of officers pending
the President's nomination for promotion or assignment, especially
those with adverse or reportable information, are sufficient to enable
fully-informed decisions by the Secretaries of the Military 80.
Departments, the Chairman of the Joint Chiefs of Staff, the Secretary
of Defense, and the President?
Answer. It is my understanding that the Department and the Military
Services maintain a rigorous process to properly evaluate officer
qualifications, past performance, potential, and any adverse or
reportable information to ensure decisions made by senior leaders are
well-informed. If confirmed, I will work with the Joint Staff and the
Service Chiefs to ensure that the procedures and practices that are in
place are sufficient to enable fully-informed decisions by the
Department's leadership.
Question. Recent NDAAs provided significant flexibility to the
constraints imposed by the Defense Officer Personnel Management Act
(DOPMA). In your judgement are any additional authorities required for
the military departments to manage their officers better to implement
the National Defense Strategy?
Answer. I appreciate the work of Congress and of this committee to
improve the readiness of the Services by modernizing the law governing
DOD personnel policies. If confirmed, I will ensure the Department
continues to explore ways to improve both law and policy to better meet
the needs of the servicemember, while providing the flexibility desired
by talented leaders in an increasingly competitive job market. Any such
research and discussions will continue to be communicated to this
Committee along with any future requests for legislative changes to
improve our competitive edge in the ongoing competition for talent.
joint officer management
Question. In your view, do the requirements associated with
becoming a Joint Qualified Officer (JQO), and the link between
attaining joint qualification and eligibility for promotion to General/
Flag Officer rank, continue to be consistent with the operational and
professional demands of military service line officers?
Answer. As I understand it, officer careers are tightly managed to
meet Military Department specific milestones and operational demands.
If confirmed, I will work with all stakeholders to ensure joint
qualification requirements are sensible and enhance an officer's
perspective, knowledge, and ability to lead joint, interagency, and
multinational operations that support national strategic goals and
objectives.
Question. What additional modifications, if any, would you
recommend to JQO prerequisites necessary to ensure that military
officers are able to attain both meaningful joint and Service-specific
leadership experience, as well as adequate professional development?
Answer. The profound and rapidly changing character of war and
conflict in the 21st century compels us to constantly evaluate and
transform our talent management and leader development practices to
maintain our competitive advantage and successfully prepare for the
emerging ways of war our Nation could face. If confirmed, I commit to
working with the appropriate stakeholders to ensure the development of
strategically minded joint warfighters who think critically and can
creatively apply military power to inform national strategy, conduct
globally integrated operations, and fight under conditions of
disruptive change.
Question. What are your ideas for improving the JQO system better
to meet the needs of reserve component officers?
Answer. I recognize that the Reserve Components are vital members
of our Total Force. As I understand it, the current Joint Qualification
System (JQS) is a Total Force system providing the Department a common
standard for joint qualifications. This common standard helps dispel
the myth that Reserve Component officers are less qualified to work in
the joint environment. Ultimately, this Total Force approach improves
the Department's ability to perform its mission across the spectrum of
operations.
Question. In your view, should the requirement to be a JQO be
eliminated as a consideration in selecting officers for promotion and
assignment?
Answer. I recognize that the Department needs leaders who think
critically and creatively, apply military power to inform national
strategy, conduct globally integrated operations, and fight under
conditions of disruptive change. It is my understanding that this is
the basis of the JQO requirements. If confirmed, I will work with the
Joint Staff and the Service Chiefs to ensure our JQO requirements
continue to support that goal.
professional military education
Question. What changes or reform would you recommend to the
professional military education system to ensure that tomorrow's
leaders have the tools necessary to ensure the Department is able to
meet the national defense objectives of the future?
Answer. Military education provides the foundation for ensuring
that military leaders possess the professionalism, independence of
action, and intellectual agility to meet the challenges they will face,
today and in the future. If confirmed, I would review and assess the
state of the professional military education system and ongoing
initiatives to improve the Department's ability to develop the military
and civilian leaders needed across all grades to meet its national
defense objectives. To ensure our leaders are getting the most from the
military education system, I would ensure our processes include robust
assessment and evaluation to support continuous improvement of our
people and the education system itself.
nuclear forces
Question. If confirmed, what would be your role in ensuring that
the military services sustain efforts to improve the training,
readiness, morale, welfare, and quality of life of service members
charged to execute and support the Department's nuclear mission?
Answer. The nuclear deterrence mission is one of the Department's
highest priorities, and supporting the servicemembers that carry out
that mission. If confirmed, I will engage the Department of the Navy
and the Air Force to understand the specific challenges their nuclear
forces face, and work with them to ensure that their servicemembers are
trained, ready, and supported to execute this most critical mission.
space force
Question. In your view, how should the reserve components be
structured to support to the U.S. Space Force?
Answer. The Reserve Component is a critical part of space
operations and provides unmatched strategic depth and technical
expertise. If confirmed, I will collaborate with the Department of the
Air Force to ensure the proposed organizational design is flexible,
innovative and optimized to attract, recruit, and retain the best
talent
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. Yes. The military pay and benefits package must remain
competitive with the private sector in order to successfully recruit
and retain the right number of high-quality men and women the nation
needs for its military.
Question. What is your assessment of the adequacy of the current
military pay package in achieving this goal?
Answer. I understand the current military compensation package is
robust and compares favorably with the private sector. If confirmed, I
will continue to evaluate the adequacy of military pay and benefits to
ensure we are attracting and retaining the best of our country's talent
for the nation's Armed Forces.
Question. What changes, if any, would you recommend to the current
military pay and benefits package, if confirmed?
Answer. At this time, I do not have any specific recommended
revisions to military pay and benefits package. However, I am open to
considering alternatives, and if confirmed, will work with the Congress
on potential changes that do not jeopardize our readiness or ability to
recruit, retain, and sustain our nation's All-Volunteer Force.
Question. What specific recommendations do you have for controlling
rising military personnel costs, including entitlement spending?
Answer. I have become aware of concerns regarding recent growth in
military personnel costs, and I fully support controlling those costs.
I do believe we should always seek to improve processes and look for
greater efficiencies in order to control costs. If confirmed, I commit
to working with the Defense Committees to ensure any future military
pay and benefits changes are ones that enhance our ability to sustain
the All-Volunteer Force, and are also cost-efficient.
end strength and personnel requirements
Question. In your judgment, what role should the USD(P&R) play in
ensuring responsible management of military manpower across both the
active and reserve components?
Answer. If I confirmed, I believe I will have a fundamental role to
play, given both the title 10 and principal staff assistant
responsibilities of the USD(P&R). While the management of military
manpower is clearly a Military Department responsibility, I believe the
USD(P&R) has an inherent responsibility to critically assess the mix of
active and reserve capabilities, ensuring that they are sufficiently
balanced to meet operational mission demands, maintain a sustainable
readiness posture that is responsive to the President's and Secretary's
operational planning needs, and promote a flexible and adaptive
structure that is cost informed and ensures the long-term viability of
our All-Volunteer Force.
Question. Is the current military end strength sufficient to meet
national defense objectives? If not, what end strength is necessary?
Answer. At this time, I do not have sufficient information on the
Department's operational plans or wartime planning requirements to
provide an assessment on the sufficiency of current military end-
strength. If confirmed, I will support the Secretary of Defense in
working with the Chairman of the Joint Chiefs of Staff, the Combatant
Commanders, the Military Departments, and my counterparts across OSD,
given my responsibilities as the primary advisor to the Secretary on
personnel and readiness maters, to inform future deliberations on size
and composition of our military force levels and make recommendations
on end-strength levels in light of operational demands, risk
mitigation, cost considerations, our near- and long-term readiness
posture, and the global security environment.
military accessions vital to national interest program
Question. In your view, did the benefits of the past Military
Accessions Vital to National Interest Program (MAVNI)--recruiting and
utilizing those with critical skills vital to the national interest--
outweigh the costs to the Department associated with conducting
security, suitability, and reliability screenings of applicants?
Answer. It is my understanding that the MAVNI program principally
provided the Services with medical personnel and speakers of critical
languages. If confirmed, I will look into what worked and what did not
with the MAVNI program. I also understand Congress passed legislation
in recent years that severely restricts the establishment of such a
program.
Question. In your view, how effective was that program in filling
certain hard-to-fill specialties?
Answer. I have not had access to the information that would allow
me to render an informed opinion on the effectiveness of this program
when it was operational. If confirmed, I will acquaint myself with the
historical records and analyses of this program, so I can be better
informed.
Question. If confirmed, would you recommend reactivating the MAVNI
program and authorize the enlistment of new applicants? Please explain
your answer.
Answer. If confirmed, I work to learn the complete history of the
MAVNI program and evaluate how the Department can effectively and
efficiently fill critical hard-to-fill specialties, which further
strengthen and diversify the Force. However, I understand it would be
extremely difficult to restart the program in its previous form based
on legislation enacted by Congress in recent years.
recruiting and retention
Question. In your view, what are the main reasons that less than 30
percent of 17-24-year-olds are eligible for military service, and how
would you propose increasing the size of that pool?
Answer. It is my understanding that that there are many reasons why
today's youth are ineligible for military service: medical issues,
obesity, drug usage and criminal incidences. I am also aware that the
low qualification rates are a national concern, not just for the DOD
but for all of America. If confirmed, I will work with Congress to
develop means to address these issues with America's youth for the
betterment of the country as a whole, as well as the DOD. I will ensure
the Department and the Military Services work to correct any
misperceptions regarding service in the military and provide a
consistent, positive message to today's youth that increases the
desirability of joining the military. Raising propensity--or the
interest in serving--among American youth will be important.
Question. Similarly, why do you believe that the propensity of
youth to serve continues to drop and is at its lowest level (about 10
percent of all youth, according to DOD data) in years?
Answer. I understand the low propensity to serve is due to the
ever-increasing disconnect between civilians and the military and the
decreasing Veteran population. If confirmed, I will continue to work on
these issues with a focus of shifting the views and esteem of serving
in the military.
Question. Do you believe that non-native English speakers are
disadvantaged in qualifying for military service by the current testing
process? Please explain your answer.
Answer. I understand that the Military Services have historically
used and continue to use recruiting programs which provide service
opportunities to a wide population of American youth, to include non-
native English speakers. If confirmed, I will continue to work with the
Military Services to ensure the testing process assesses critical
skills necessary for success in service and review opportunities to
further expand enlistment options for all qualified applicants.
Question. How would you address any such disadvantages to increase
the pool of eligible and interested youth?
Answer. I believe the qualification standards have been set to
ensure our military force remains unmatched in the world and to ensure
the individuals who join can meet the high standards and demands of the
military. If confirmed, I am committed to continually reviewing the
military accession standards to ensure they remain relevant and in the
best interest of the Service and future servicemembers.
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. It is my understanding that the Military Services have the
latitude to approve waivers for certain qualification standards, which
enables them to increase the pool of individuals they consider for
military service. That being said, I believe that the Department must
set standards that maintain military readiness of the force, as we do
not know what emerging requirements may occur in the future. If
confirmed, I am committed to continually reviewing the military
accession standards to ensure they remain relevant and in the best
interest of the Service and future servicemembers.
Question. The recently revised DOD Instruction 6130.03 Volume 1,
Medical Standards for Military Service: Appointment, Enlistment, or
Induction, provides that a ``history of cross-sex hormone therapy
associated with gender transition is disqualifying unless the
individual has been stable on such hormones for 18 months . . .,''
Answer. My understanding regarding the newly published policy is
that an applicant is considered to be stable if a licensed mental
health provider states the applicant has been without distress in their
social, occupational, and other important areas of functioning in their
lives for 18 months.
Question. What recognized independent medical authority recommends
18 months as an appropriate timeframe to assess a patient's
``stability'' on cross-sex hormones?
Answer. If confirmed, I will make it a priority to understand the
recommendations of the different recognized medical authorities
regarding the appropriate timeframe required to determine if a patient
can be considered stable when treated with cross-sex hormones.
Question. What criteria would a licensed medical provider use to
make a determination that a potential service member is ``stable'' on
cross-sex hormones?
Answer. If confirmed, I will work with the military clinical
communities to understand their criteria for making a determination
that a potential servicemember is stable on hormone therapy. I am
confident that Department health leadership will support efforts to
evaluate their requirements to ensure potential servicemembers are
without clinically significant distress or impairment associated with
living in their self-identified gender that may adversely impact their
ability to meet military service obligations.
reserve components
Question. In your judgment, what has been the effect of increased
operational tempo on reserve component recruiting and retention?
Answer. It is my understanding that the Reserve Components continue
to meet the nation's call supporting operations both stateside and
overseas. However, I also realize that sustained increased operational
tempo does have an effect on retention. If confirmed, I will work with
the Military Services to ensure they have the tools necessary to
effectively recruit and retain personnel and meet end strength goals in
support of national security objectives.
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. In my view, current policy dictates managing the Reserve
Components as an operational force with strategic depth. As an
operational force, the Reserve Components have successfully performed
across the full spectrum of conflict, providing operational
capabilities while simultaneously ensuring strategic depth to meet
National Defense Strategy requirements. The Reserve Components must
man, equip, sustain, and train their units to successfully accomplish
their wide-ranging mission set and meet the requirements of the
National Defense Strategy. If confirmed, I will work with the Services
to ensure that they are resourced to meet their total force
requirements.
military lending act
Question. What is your view of the efficacy of the Military Lending
Act (MLA)? If confirmed, what specific steps would you take to ensure
the act is fully implemented and enforced?
Answer. As a former Naval officer, I understand the impact
financial struggles can have on servicemembers and their ability to
focus on the mission. I believe the MLA is critical to protecting
servicemembers and families from lenders that aggressively target our
military. If confirmed, I will take the necessary steps to ensure the
Act is implemented in a manner that most effectively protects our
servicemembers and their families.
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 programs, especially those that promote the
well-being and resilience of servicemembers and their families, are a
priority for me. If confirmed, I commit to supporting important
programs such as family life counseling; spouse education and
employment support; fitness opportunities; MWR and resale; and high
quality child care. These programs support and enhance military family
readiness, and ultimately mission readiness.
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 am committed to fully evaluating metrics
and measures for key MWR and quality of life programs. My understanding
is that these programs foster physical and mental well-being, aid in
readiness, recruitment, and retention of personnel and are a key part
of maintaining Total Force fitness. If confirmed, I will review MWR
programs and funding policies to ensure they meet servicemember and
their family's needs are adequately funded, and provide the Services
the flexibility to provide the MWR programs to meet their missions.
military family readiness and support
Question. What do you consider to be the most important family
readiness issues for service members and their families?
Answer. If confirmed, I am committed to learning more about the
issues that most impact military family readiness. I understand child
care and spouse employment are two issues that come up frequently, and
are some of the most important family readiness issues for service
members and their families. Spouse unemployment can impact the
financial readiness of the family as well as family satisfaction with
military life. Ultimately, spouse unemployment can negatively impact
retention. If confirmed, I will thoroughly examine these important
issues.
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. I believe child care is a critical mission readiness issue
and an important contributor to the economic viability of military
families. If confirmed, I will be committed to ensuring affordable,
quality care is accessible to our military families and determining
where the gaps and challenges are in providing this vital service,
filling those gaps, and meeting those challenges.
support for military families with special needs
Question. What is your view of the overall effectiveness of the
exceptional family member program (EFMP)?
Answer. Although I do not have enough information at this time to
adequately comment on the overall effectiveness of the program, if
confirmed, I will be committed to providing support to military
families who have family members with exceptional needs. I will work to
better understand how the Department is meeting the needs of these
important members of our military community.
Question. If confirmed, how would you incentivize service member
enrollment in EFMP?
Answer. If confirmed, I will work with the Military Departments to
better understand how they currently incentivize members to enroll in
EFMP and explore additional avenues to encourage enrollment.
Question. If confirmed, how would you enhance support to a service
member 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. Developing an efficient process to assist families in
gaining access to medical services and support is a priority. If
confirmed, I will work with the necessary stakeholders to ensure the
implementation of processes to assist families in accessing required
medical services in a timely and effective manner.
Question. If confirmed, how would work with Military Housing
Privatization Initiative partners and military commanders to ensure
that the needs of service members with an exceptional family member are
considered in the military housing assignment process?
Answer. Ensuring our EFMP families have access to housing that
meets their needs is important. If confirmed, I will review existing
procedures and policies to better understand how access to housing is
addressed in the EFMP program and work with appropriate DOD officials
to make any needed improvements.
Question. If confirmed, how would you prioritize the implementation
of section 582 of the NDAA for fiscal year 2021, which mandates
improvements and standardization of the EFMP across the Department?
Answer. If confirmed, I will make providing support to our EFMP
families a priority and ensure the Department complies with all
applicable laws, including section 582 of the NDAA for fiscal year
2021.
commissary and military exchange systems
Question. What is your view of proposals to consolidate the
commissaries and the Service Exchanges into a single defense resale
system?
Answer. It is my understanding that the Department is currently
conducting a Business Case Analysis on the feasibility of consolidating
defense resale entities as required by the section 633 of the NDAA for
fiscal year 2021.
I believe it would be premature for me to form an opinion on this
question without seeing the results of the study. If confirmed, I will
review the report closely and ensure that an impact and risk assessment
for any partial or full consolidation has been thoroughly considered
before any decisions are made.
Question. What is your view of the value that accrues to commissary
patrons by including beer and wine among the products offered on
commissary shelves?
Answer. It is my understanding that a pilot program to assess the
value of beer and wine in commissaries is ongoing. If confirmed, I will
review the results of the pilot and further assess the convenience
value to the Department's commissary patrons.
Question. What steps have been taken to prepare the commissary to
transition to a non-appropriated fund personnel system?
Answer. It is my understanding that this issue is on hold pending
further evaluation of the updated study required by section 633 of the
NDAA for fiscal year 2021. If confirmed, I will review the results of
the study and conduct a thorough assessment before any decision is made
to transition the commissary system to a non-appropriated fund
personnel system.
Question. Have initiatives designed to enhance the commissary's
ability to operate more like a private sector grocery store been
effective in reducing commissary reliance on appropriated funds?
Answer. It is my understanding that the ability to operate like a
private sector grocery store should reduce DeCA's reliance on Service
allocated appropriated fund dollars. If confirmed, I will assess and
support efforts to balance better delivery of the commissary benefit
with funding sources in accordance with the Defense Planning Guidance
and legal authorities.
Question. What is your view of proposals to privatize the
commissary system?
Answer. I believe that commissaries are an important military non-
pay compensation benefit, and should be retained within the Department
of Defense to ensure that the benefit is maintained for commissary
patrons. It is my understanding that the commissaries demonstrated this
critical importance throughout the pandemic.
department of defense civilian workforce matters
Question. How would you describe the current state of the
Department's civilian workforce, including its morale and the
Department's ability to successfully recruit and retain top civilian
talent?
Answer. I am not completely familiar with the existing state of the
morale of the Department's civilian workforce and its ability to
successfully recruit top civilian talent. If confirmed, one of my
priorities will be to work with senior leaders to assess these areas
and implement strategies to address Departmental needs, as appropriate.
Question. In your judgment, what are the biggest challenges facing
the DOD in effectively and efficiently managing its civilian workforce?
Answer. I believe the biggest challenges may be the recruitment and
retention of technical and other specialized civilian talent to meet
national security needs. If confirmed, I will assess the workforce to
identify the Department's greatest challenges and implement strategies
to address them.
Question. In your view, what are the benefits and detriments to the
use of borrowed military manpower?
Answer. I believe the primary benefit of borrowed military manpower
is the flexibility it gives the Military Services in ensuring their
missions are successfully executed. I believe it is critical the
Services have the ability to meet their needs without overly rigid
restrictions on their personnel. The primary detriment to borrowed
military manpower is overreliance on it to fill gaps. While the
Services should have the flexibility they need, it should not come at
the expense of operational readiness.
Question. Would there be any value to the Department, in your view,
in eliminating the moratorium on the use of A-76 public/private
competitions that has been in effect since 2009?
Answer. While I am not yet very familiar with the A-76 process or
the history behind the moratorium, I believe that inhibiting or
limiting the Secretary's, or any leader's, flexibility to make well-
reasoned and informed choices in meeting mission requirements results
in sub-optimal outcomes for the Department. However, I understand the
A-76 process is considered flawed by both the public and private
sectors. If confirmed, I would work with my counterparts in the
Department, and with the Congress, to ensure we have the appropriate
authorities and flexibilities needed to achieve the best outcomes
possible for the Department, both in terms of mission success and
resource allocation.
Question. In your view, and particularly in the post-COVID period,
how can DOD and its Components better utilize telework, while
maintaining supervisory and employee accountability for high quality
performance and the appropriate use of official time?
Answer. If confirmed, I will work with senior leadership to ensure
that telework and other workforce flexibilities are appropriately
utilized and best support supervisors and managers in their management
of a high performing workforce.
cyber workforce
Question. What is your view of the appropriate mix between the
uniformed cyber workforce and civilian employees?
Answer. I do not believe that there is a ``one size fits all''
solution for the Department's workforce, or any functional workforce.
The balance and mix of personnel should be based on mission
requirements, the nature of the work, labor cost considerations, and
local market conditions. As noted earlier, if confirmed, I will work
with my counterparts in the Department to ensure leaders have the right
appropriate authorities and flexibilities needed to achieve the best
outcomes possible for the Department when it comes to appropriate mix
of military and civilian personnel.
Question. In your view, how effective is the Cyber Excepted Service
Workforce authority under section 1599f of title 10, United States
Code, in helping the Department meet its requirements for a highly
qualified and competent cyber workforce?
Answer. If confirmed, I will work with the DOD Chief Information
Officer to review the implementation and current execution of the Cyber
Excepted Service to ensure that it meets the Department's requirements
for recruiting and retaining a highly qualified and competent cyber
workforce.
Question. What actions would you take, if confirmed, to mitigate
any gaps between cyber workforce capacity and capability?
Answer. I have not seen accounts of gaps between the cyber
workforce capacity and capability. If confirmed, I will work with the
DOD Chief Information Officer to better understand and develop
solutions to mitigate any existing or perceived gaps.
technical workforce
Question. In your view, what are the pros and cons of having Active
Duty military personnel--as opposed to civilian employees--trained and
working as scientists, engineers, software coders, and in other
technical positions across the DOD research, development, and
acquisition enterprise?
Answer. As the nature of warfare changes, and we are increasingly
reliant on technology, data, and innovation in maintaining our
competitive edge and in our warfighting domains, I believe that having
Active Duty military personnel in science and engineering positions is
absolutely necessary. At the same time, we need to ensure we can
attract and retain this talent in the uniformed force, and maintain
constant levels of currency in very dynamic and constantly changing
fields. If confirmed, I will work with my counterparts across OSD and
the Military Departments to assess how our servicemembers are being
utilized in these technical positions, not only our Active Duty members
but also considering how we can harness the talent of our Reserve
Component personnel, and balance that with civilian workforce needs.
Question. If confirmed, how would you ensure that the directors of
national labs under the purview of DOD have the civilian workforce
management tools they need to shape their science, technology, and
engineering workforces?
Answer. If confirmed, I will consult with appropriate senior
leaders to assess Departmental needs in managing the science,
technology, and engineering workforces and provide policy solutions, if
necessary, to ensure the Department is equipped to effectively manage
these specialized workforces.
senior executive service
Question. Given that competent and caring leadership is one of the
most significant factors in shaping a high-performing DOD civilian
workforce, if confirmed, what factors and characteristics would be most
important to you in selecting candidates for appointment to the Senior
Executive Service?
Answer. Individuals selected for the Senior Executive Service must
be exceptional leaders with the ability to lead large, dynamic, and
complex organizations. If confirmed, I will ensure that the guiding
competencies of the Department's leadership propagate a people and
mission focused culture, while mentoring the next generation of
dedicated public servants.
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. It is my understanding that the National Defense Strategy
provides DOD with the goals, objectives, and strategies required for
mission success. If confirmed, I will ensure leaders are held
accountable for achieving the National Defense Strategy goals.
Furthermore, I will utilize the Department's performance management
system to align executive performance with the Department's strategic
guidance and ensure executives under my authority are assessed on the
quality of their leadership as much as the results they produce.
Question. Are you satisfied with the subject matter and rigor of
SES professional development programs currently available across DOD?
If not, what changes would you make to these programs, if confirmed?
Answer. As I am not familiar with any current executive development
initiatives or programs in the Department. However, if confirmed, I
will work with the appropriate offices to review available programs and
prescribe policy or programmatic changes, as appropriate, to ensure
consistent availability across the Department.
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
directed-energy attacks
1. Senator Shaheen. Mr. Cisneros, the Department has yet to issue
guidance to the workforce about the Havana Syndrome threat, including
defense measures and protocols to self-report suspected exposure. If
confirmed, how will you work to develop and issue workforce guidance on
this threat as soon as possible?
Mr. Cisneros. If confirmed, I will work with Department leadership
to make sure guidance is provided to the population at risk, including
measures to protect themselves, report incidences and seek medical care
as needed. It is my understanding that the Department has taken this
threat seriously, to include developing an initial triage protocol in
coordination with the interagency and facilitating health care within
the Military Health System.
2. Senator Shaheen. Mr. Cisneros, information sharing between
Federal agencies remains a significant obstacle in developing a
comprehensive interagency response to this issue. If confirmed, how do
you intend to commit to working closely with other agencies and
departments to improve information sharing to ensure afflicted
personnel are receiving the highest standard of care?
Mr. Cisneros. If confirmed, I will work to facilitate Department
engagement with appropriate Federal Agencies to ensure the U.S. has a
comprehensive strategy to address this issue. I will continue and
expand DOD's efforts as warranted, to leverage our collective expertise
to tackle this issue and ensure our personnel experiencing an incident
have access to appropriate medical care.
__________
Questions Submitted by Senator Mazie K. Hirono
sexual assault and harassment
3. Senator Hirono. Mr. Cisneros, earlier this month the Department
of Defense's (DOD) Independent Review Commission (IRC) on Sexual
Assault submitted over 80 recommendations related to countering sexual
assault and harassment in the military. Secretary Lloyd Austin has
stated he agrees with these recommendations and has directed the Under
Secretary for Personnel and Readiness to oversee the implementation of
these impending changes. What steps will need to be taken to ensure
DOD's smooth implementation of these much-needed reforms across the
four lines of effort: accountability, prevention, climate/culture, and
victim care?
Mr. Cisneros. Implementation is a critical issue and one that the
Department must get right. The Office of the Under Secretary of Defense
for Personnel and Readiness (OUSD(P&R)) will play an essential role. It
is my understanding that the Department has begun this process of
evaluation and is on track to deliver the implementation roadmap to the
Secretary of Defense by the end of August. If confirmed, I will ensure
the entire OUSD(P&R) enterprise fully supports not only the
implementation roadmap but also the long-term changes in policy,
programs, planning, and more to ensure the success of the IRC efforts.
Simply put, we must stop sexual assault and harassment from occurring
in the first place, do everything we can to support victims, and hold
offenders appropriately accountable--all while working to improve the
command climates and cultures that cannot only contribute to
eradicating these behaviors, but also help improve the experience of
military service for all those who volunteer to serve our Nation.
4. Senator Hirono. Mr. Cisneros, in regards to statutory changes to
the Uniform Code of Military Justice (UCMJ), what are your thoughts on
increasing the scope of removal from the chain of command's authority,
beyond just sex-related crimes, to all crimes with a maximum punishment
of greater than 1 year, including murder, arson, and others (save some
very specific military crimes like absence without leave (AWOL),
desertion, and orders violations)?
Mr. Cisneros. This is a very important matter for the Department of
Defense and, if confirmed, I expect to work with the other civilian and
military senior leadership of the Department to fully support the
President and Secretary Austin in their decision.
5. Senator Hirono. Mr. Cisneros, what are your thoughts on the
creation of a punitive article that criminalizes sexual harassment?
Mr. Cisneros. I support this effort. Although commanders have
always had the ability to hold individuals appropriately accountable
for poor behaviors, including sexual harassment, through policy and
general provisions of the Uniform Code of Military Justice, creating a
standalone criminal offence for sexual harassment is also a clear
message to leaders and all Service members: These behaviors are
criminal and cannot be tolerated.
extremism in the ranks
6. Senator Hirono. Mr. Cisneros, in April, Secretary Austin
directed several immediate actions to counter extremism in the ranks--
one tasks the job you have been nominated for, in conjunction with
DOD's General Counsel office, to review and update the definition of
``prohibited extremist activities'' among uniformed personnel. If
confirmed, how would you plan to approach this issue given the
sensitive first amendment freedom of association issues involved and
the need to maintain good order and discipline in the ranks?
Mr. Cisneros. It is my understanding that the Department of Defense
is presently reviewing its policy pertaining to defining ``extremism''
and corresponding prohibited extremist activity in order to provide
clear guidance to Department personnel. I believe there has to be a
balance between the need to counter violent extremism activities while
avoiding infringing on constitutionally protected liberties that our
Service members commit to defending. If confirmed, I will support the
holistic efforts already underway across the Department to review
policy pertaining to extremism, to counter extremist activity in our
ranks, and to promote a culture of respect, trust and professionalism.
diversity and inclusion
7. Senator Hirono. Mr. Cisneros, it is imperative that the Active
Duty force is providing a level playing field to ensure women and
minorities have the same opportunities to assume senior positions
within the officer and enlisted ranks. Will addressing this issue be
one of your top priorities?
Mr. Cisneros. Yes. If confirmed, I will ensure that the Department
continues its work to advance equity and serve as a model for
diversity, equity, and inclusion (DEI), and will work closely with
Secretary Austin, Deputy Secretary Hicks and her Defense Workforce
Council, and the newly established DOD Equity Team to ensure that we
sustain leadership engagement on these issues and appropriately meet
our strategic DEI goals, particularly relating to military leadership.
I will take appropriate action ensure that women and racial/ethnic
minorities are able to succeed and thrive in their military careers,
including by identifying and eliminating any potential barriers that
stand in the way. It is essential that all Service members have equal
opportunity to advance their careers in an inclusive environment, free
from harassment, prohibited discrimination, and bias.
8. Senator Hirono. Mr. Cisneros, creating opportunities for
minorities in positions traditionally held by men in our civil servant
force is important to me. How will DOD increase diversity in areas like
STEM [science, technology, engineering, and math], intelligence, and
national security?
Mr. Cisneros. If confirmed, I am committed to working with senior
leaders and experts from across the Department to review existing
personnel policies and programs to remove any barriers to achieving a
civilian workforce that mirrors the demographics of the American
people. I will work with senior leaders to increase collaborative
opportunities and outreach efforts with Historically Black Colleges and
Universities and Minority-Serving Institutions to optimize their
effectiveness in increasing diversity in the Department's pipeline of
STEM, intelligence, and national security professionals. Furthermore, I
will ensure that the Department's recruitment strategies reach the
broadest populations as well as underserved communities, increasing
awareness of the Department's unique and exciting civilian employment
opportunities, specifically in these highly technical skillsets which
are critical to mission success.
__________
Questions Submitted by Senator Gary Peters
education and professional development
9. Senator Peters. Mr. Cisneros, if confirmed, will you assess the
feasibility and advisability of increasing enlisted eligibility for
broadening programs (fellowships, legislative fellowships, internships,
scholarships, and training-with-industry) covered by Department of
Defense Instruction (DODI) 1322.06?
Mr. Cisneros. If confirmed, I will consult with the Secretaries of
the Military Departments regarding the feasibility of increased
enlisted eligibility to participate in education, training, and
professional development opportunities as outlined in DODI 1322.06.
10. Senator Peters. Mr. Cisneros, special operations personnel
seeking professional development via programs covered by DODI 1322.06
must apply through their respective Services. If confirmed, will you
explore the feasibility and supportability of allocating specific slots
for potential applicants to the Assistant Secretary of Defense for
Special Operations and Low Intensity Conflict (ASD SO/LIC) for s/he to
establish Service-like authority to manage eligibility criteria,
selection processes, and utilization requirements for special
operations personnel?
Mr. Cisneros. If confirmed, I will consult with the Secretaries of
the Military Departments and Assistant Secretary of Defense for Special
Operations and Low Intensity Conflict regarding the feasibility and
supportability of allocating specific slots for qualified special
operations personnel in programs under DODI 1322.06.
__________
Questions Submitted by Senator Tammy Duckworth
naturalization for noncitizen servicemembers
11. Senator Duckworth. Mr. Cisneros, on July 2, 2021, the U.S.
Departments of Veteran Affairs (VA) and Homeland Security (DHS)
announced an inter-agency initiative to support or Nation's noncitizen
servicemembers, veterans, and the immediate family members of
servicemembers. As part of this initiative, DHS and VA will be
conducting a review of policies and practices related to current and
former noncitizen servicemembers. DHS and VA have stated that they will
remain in close partnership with the Department of Defense (DOD)
throughout this process.
DOD plays a critical role in supporting noncitizen servicemembers
who seek to naturalize while serving. While these servicemembers are
eligible for expedited naturalization after 1 day of Active Duty
service, many eligible servicemembers have been discharged without the
citizenship they have earned through their service--leaving them
vulnerable to removal.
The best measure to prevent the deportation of veterans is to make
sure they can access the expedited naturalization they earned through
their honorable service. How can DOD better support noncitizen
servicemembers who want to naturalize while serving?
Mr. Cisneros. It is my understanding that that the Department has a
long history of supporting non-citizens in naturalizing. If confirmed,
I will work to strengthen the military services partnership with the
U.S. Citizenship and Immigration Services to streamline the citizenship
application process for Service members. I will also work to improve
the means with which we communicate to eligible Service members their
ability to use their expedited naturalization earned through honorable
military service
12. Senator Duckworth. Mr. Cisneros, how can DOD work with the VA
and DHS to make sure that former noncitizen servicemember do not fall
through the cracks and are unable to access the naturalization services
they have earned?
Mr. Cisneros. The ability of those who have honorably served in the
military to naturalize is a lifelong benefit, and if someone chooses to
not do so while serving, I understand that they may do so at any time
without cost. If confirmed, I will support the President's interagency
effort to promote naturalization as outlined in the recently released
strategy developed under Executive Order 14012.
__________
Questions Submitted by Senator Dan Sullivan
readiness
13. Senator Sullivan. Mr. Cisneros, 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. Cisneros. If confirmed, I commit completely to ensuring our
forces are ready and available to fight and win. I also commit to
ensuring the Department uses the best measures of readiness to inform
senior leaders. The 1st Battalion, 21st Infantry Regiment, known as
Task Force Smith, was ready on paper, receiving high marks on tactical
tests in 1950. That measurement of readiness proved incomplete, failing
to translate onto the battlefield. As a Department, we must measure the
right things, continuously refining the definition of ``right,'' as our
enemies change their equipment and tactics. If confirmed, I pledge to
continuously monitor how we measure readiness, ensuring processes
across the Department come together to yield results.
14. Senator Sullivan. Mr. Cisneros, in response to a question for
the record concerning the interdependence of range modernization and
readiness, the INDOPACOM Commander, Admiral Aquilino, stated,
``Modernizing our ranges . . . will allow the joint force to train
against an evolving threat and technologically advanced opponent with
our allies and partners.'' In her advance policy questions, Ms. Shawn
Skelly, stated, ``It is critical to ensure the Department's training
range capabilities are able to support training for next generation
platforms and technology.'' Icould not agree more. In March 2020, the
Department of the Air Force submitted a report to the congressional
defense committees to achieve that endState by modernizing the Joint
Pacific Alaska Range Complex (JPARC) to Threat Matrix Level 4--or near
peer--capability by fiscal year 2026. Given the critical importance of
providing realistic, advanced training opportunities to maintain
readiness for a high-end fight, will you commit to prioritizing and
accelerating investments so that JPARC achieves Threat Matrix Level 4
capability by 2026?
Mr. Cisneros. I completely agree with your statement and the
thoughts expressed by Admiral Aquilino and Ms. Skelly. The Joint
Pacific Alaska Range Complex (JPARC) is a critical component of future
advanced training capabilities. The Joint Force must be able to train
to the full capability of our advanced weapon systems against the most
advanced threats. If confirmed, I will continue advancing military
training capabilities for the warfighter and look forward to visiting
the JPARC to better understand its capabilities first hand.
strategy driven budget
15. Senator Sullivan. Mr. Cisneros, the National Defense Strategy
Commission report, the two previous Senate-confirmed Secretaries of
Defense, and the previous and current Chairman of the Joint Chiefs of
Staff 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. Cisneros. If confirmed, I commit to supporting a budget that
aligns to the National Defense Strategy. The Department must balance
readiness, force structure, and modernization to ensure the Joint Force
is positioned to compete and win on both current and future
battlefields. The Department must be strategic with its investments,
and pursue savings through critical reviews of ongoing missions and
activities, and the phasing out of systems and approaches developed for
an earlier era to protect the critical capability investments that will
determine our military and national security advantage in the future.
------
[The nomination reference of the Honorable Gilbert R.
Cisneros, Jr., follows:]
______
[The biographical sketch of the Honorable Gilbert R.
Cisneros, Jr., which was transmitted to the Committee at the
time the nomination was referred, follows:]
______
[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
Gilbert R. Cisneros, Jr. in connection with his nomination
follows:]
______
[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.]
______
[The nomination of the Honorable Gilbert R. Cisneros, Jr.
was reported to the Senate by Chairman Reed on July 27, 2021,
with the recommendation that the nomination be confirmed. The
nomination was confirmed by the Senate on August 11, 2021.]
______
[Prepared questions submitted to Ms. Kathleen S. Miller by
Chairman Reed prior to the hearing with answers supplied
follow:]
Questions and Responses
duties and qualifications
Question. In your view, what are the duties and functions of the
Deputy Under Secretary of Defense (Comptroller) (DUSD(C)) most critical
to the national defense at this time?
Answer. The duties and functions of the Deputy Under Secretary of
Defense Comptroller are to support the Under Secretary of Defense
(Comptroller) as directed, and be prepared to assume the duties of that
office as described in Section 135 of Title 10 and in Section 902 of
the Chief Financial Officer (CFO) Act, should that ever be necessary.
The most critical duties to national defense at this time are
preparing and executing budgets that support the Department's mission
and using the financial statement audits to drive improvements in the
Department's financial management activities, systems and reports.
Question. If confirmed, what specific additional duties might you
expect the Under Secretary of Defense (Comptroller) to prescribe for
you?
Answer. If confirmed, I would partner with the Under Secretary of
Defense (Comptroller) to ensure the duties of our office are met. I
would work with him to understand the specific duties and areas he
would like to assign to me. Specifically, I would expect responsibility
for aspects of the financial audit, performance improvement, financial
systems oversight, and support of the financial management workforce. I
would also expect to be assigned emerging projects and focus areas as
mission needs and skill sets dictate.
Question. If confirmed, specifically what would you do to ensure
that your tenure as DUSD(C) fulfills the fundamental requirement for
civilian control of the Armed Forces embedded in the U.S. Constitution
and other laws?
Answer. Civilian control of the military is a foundational
principle of our American democracy and part of the reason our military
is so capable and so widely respected, both at home and abroad. If
confirmed, I will ensure this principle is adhered to both in
departmental and in interagency decisions, and in engagements with the
U.S. Congress. This includes ensuring all key budget decisions are made
with the full knowledge and agreement of the responsible appointed
official.
Question. If confirmed, what innovative ideas would you consider
providing to the Under Secretary of Defense (Comptroller) to enhance
the efficiency and performance of the Office of the Under Secretary of
Defense (Comptroller) (OUSD(C))?
Answer. I am a team builder with long experience in financial
systems and process improvements. If confirmed, I will work with the
Under Secretary of Defense Comptroller and the broader comptroller
community to identify additional areas for modernization and
improvement. Data analytics, artificial intelligence and robotic
process automation are areas that could potentially increase
productivity and reduce workforce stress.
Question. What significant experience and education do you possess
in the domains of budget, financial management, and/or the audit of
complex organizations?
Answer. I have deep roots in the financial management community
with over 25 years of experience in the field - 8 of those at the
career senior executive level. I have been the Associate CFO for
Internal Finance and Acting Deputy CFO at the IRS focused on
implementing a new accounting system. That system passed audit in its
first year of operation. I have held executive positions in the US Army
overseeing budget formulation and execution of working capital,
military pay, and operations and maintenance appropriations. I've
served as the Acting Director of the Army Budget.
I have excellent and enduring professional relationships with the
financial management community and I believe my time as an SES in
operational and support assignments provides me with added perspective
and managerial experience.
I hold a Bachelor of Science from Cornell University, an MBA from
the Defense Comptrollership (then Army Comptrollership) Program at
Syracuse University, and a Masters in Strategic Studies from the US
Army War College. I have been the President of the American Society of
Military Comptrollers and have held certifications in government
financial management.
Question. Do you believe that there are any steps that you need to
take to enhance your ability to perform the duties and execute the
powers of the DUSD(C)?
Answer. I believe my previous experience and accomplishments will
enable me to execute the duties and powers of this position. My career
up to this point has been mostly with the Army. If confirmed, I will
take steps to familiarize myself with the broader DOD and other
Services financial practices, issues and challenges.
major challenges and priorities
Question. What are the most significant challenges you would face
if confirmed as Deputy Under Secretary of Defense (Comptroller)?
Answer. The DUSD(Comptroller) organization faces several
challenges, most of which are ongoing in nature. The primary challenge
as the DUSD is to assist in developing budgets that are consistent with
and support the Department's mission of defending the nation.
The second challenge is the financial audit and using the
investment in the audit to drive meaningful change to the department's
financial management practices - both increasing transparency and using
audit information to drive better business decisions.
The third challenge is identifying and implementing process changes
that improve the efficiency and effectiveness of the department and its
workforce.
The fourth challenge is developing that workforce. The Department's
success with budget, budget execution, financial audit, and process
improvements all depend on a dedicated, professional workforce.
Question. If confirmed, specifically what management actions would
you take, and in what order of priority, to address each of these
challenges?
Answer. If confirmed, I would work with the Under Secretary of
Defense (Comptroller) and other defense leaders to take action on these
challenges. Regarding the budget challenges, I would work to understand
if any PPBE reform initiatives hold promise to increase the speed,
agility or accuracy of our current budget processes.
Regarding the audit challenges, if confirmed, I would assess the
current status of the audit and audit plans, and make recommendations,
if necessary, to the audit process.
Regarding process improvements, if confirmed, I would work to
understand how systems, like Advana, could help drive faster data-
informed decision processes. I would also work with other offices in
Department of Defense (DOD) to identify and implement process
improvements.
Regarding the DOD financial management workforce, if confirmed, I
would ask for an assessment of the current workforce and review any
existing succession planning documents. I would work to determine, in
concert with the Under Secretary of Defense Comptroller, and the
Assistant Secretaries for Financial Management and Comptroller, the
best path forward to support this critical capability.
relationships
Question. Describe the relationships you would foster, if confirmed
as the DUSD(C), with the Military Department Assistant Secretaries for
Financial Management and the Military Department and Fourth Estate
Budget Directors.
Answer. I am a collaborative leader and problem solver. If
confirmed, I will work very closely with the Assistant Secretaries for
Financial Management of the military departments and the Fourth Estate
Budget Directors to solve issues around the development and execution
of budgetary matters, fiscal policy, and initiatives of the President
and the Secretary of Defense.
Question. On what projects would you expect to collaborate with
these officials?
Answer. If confirmed, I plan to work closely with the Assistant
Secretaries and Fourth Estate Budget Directors successfully developing
and implementing effective DOD policies and programs. Specifically, I
would expect to collaborate on the defense budget, budget execution
reviews, reprogramming requests, internal controls, financial audit,
and programs developing the financial management workforce.
Question. Describe the relationship you would foster, if confirmed
as the DUSD(C), with the Director of the Office of Management and
Budget.
Answer. If confirmed, I intend to establish a collaborative and
transparent relationship with the staff of the Office of Management and
Budget (OMB) to include the Director, the Deputy Directors for budget
and management, and the Program Associate Director for National
Security. Where appropriate, I will work in coordination with the
Secretary of Defense, Deputy Secretary of Defense, and the Under
Secretary of Defense (Comptroller/CFO) to foster teamwork and
cooperation with OMB.
Question. If confirmed, on what projects would you expect to
collaborate with the Director?
Answer. If confirmed, I will work with the Secretary, Deputy
Secretary, and the Under Secretary of Defense (Comptroller/CFO) to
identify key projects between DOD and the Director of the Office of
Management and Budget. These projects can include the preparation and
execution of the Department's budget, reprogramming requests, the
financial audit, federal financial management issues, or legislative
requests.
Question. If confirmed, what actions would you take to develop and
sustain an open, transparent, and productive relationship between
Congress--the Senate Armed Services and Senate Appropriations
Committees, in particular--and the OUSD(C) and the Defense Agencies
subject to your authority, direction, and control?
Answer. I have a deep respect for the prerogatives of the
Department's oversight committees. In my past positions I have worked
closely and productively with the professional staff of these
committees. If confirmed, I will continue to build those relationships,
working with the Armed Services and Appropriations committees to
resolve matters relating to the authorization or appropriation of the
Department's activities through open and honest communication.
2018 national defense strategy (nds)
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.
Are the programs and resources required to generate the
capabilities necessary to implement the NDS properly prioritized in the
Department of Defense (DOD) budget?
Answer. As the Secretary of Defense has consistently stated, the
President's budget request represents his commitment to matching
resources to strategy, strategy to policy and policy to the will of the
American people. If confirmed, I will work with the Secretary, the
Deputy Secretary, and the Comptroller to ensure all programs and
resources are properly prioritized to support the President's strategy
and manage advanced and persistent threats.
Question. Are there areas in which the budget is not aligned with
the NDS?
Answer. It is my understanding that the FY 2022 budget is aligned
with the President's Interim National Security Strategic Guidance. If
confirmed, I will work to ensure the alignment of the budget with the
President's strategy and any new strategic guidance documents produced
by the Administration.
Question. If confirmed, how would you realign or refocus DOD
programs and funding, if at all?
Answer. It is my understanding that the Department has initiated a
National Defense Strategy review to ensure DOD's strategic priorities
are properly aligned to the President's interim National Security
Strategic Guidance. If confirmed, I intend to play an active role in
the review and implementation of any necessary realignment of DOD
resources.
Question. Are we properly resourcing those capabilities that have
been established since the release of the 2018 NDS (e.g., the U.S.
Space Force)?
Answer. It is my understanding that the FY 2022 budget is aligned
with the President's Interim National Security Strategic Guidance,
which speaks to investments in emerging technologies, ensuring the
security of space activities, and other capabilities to counter the
pacing threat of China and other nation states. If confirmed, I will
work with the Secretary, Deputy Secretary, and Comptroller to ensure
proper resourcing of the capabilities that will determine our military
and national security advantage in the future.
Question. If confirmed, what revisions or adjustments would you
recommend to the USD(C) regarding DOD's resourcing and implementation
of the 2018 NDS?
Answer. If confirmed, I intend to work closely with the Comptroller
in reviewing and recommending any necessary resource revisions or
adjustments required to implement the President's strategy.
In its 2018 report, the National Defense Strategy Commission
recommended that Congress increase the base defense budget at an
average rate of three to five percent above inflation through the
Future Years Defense Program (FYDP).
Question. Do you believe that 3-5% real budgetary growth through
the FYDP is required to implement the 2018 NDS effectively? Please
explain your answer.
Answer. As the commission stated, that resource level was
illustrative of what was needed for the 2018 NDS. Secretary Austin is
required by law to update that strategy in the coming months. Under any
resourcing level, the Department must balance readiness, force
structure, and modernization while pursuing savings through critical
reviews of ongoing missions and activities, and the phasing out of
systems and approaches developed for an earlier era. If confirmed, I
will work with the Comptroller to prioritize the Department's resources
to both realize the strategic aims of the Department as identified in
Secretary Austin's review, and ensure the nation has the military
technologies and capabilities to compete and win.
Question. Under the funding levels specified in the President's
budget request for Fiscal Year (FY) 2022, does DOD have adequate
resources to implement the 2018 NDS and other national defense
priorities? Please explain your answer.
Answer. I understand the budget request for FY 2022 matches
resources to the key enabling strategies in the President's Interim
National Security Strategic Guidance. Given this strategic focus and
based on the Secretary and the Chairman's testimony and my initial
review of the President's Budget materials, I believe the Department
can carry out its missions with a properly balanced program at the
announced funding levels absent any unforeseen new missions.
If confirmed, I will work with the Secretary, Deputy Secretary, and
Comptroller to ensure future budgets clearly align with the President's
National Security priorities and provide the resources our fighting men
and women need to deter conflict and strengthen our competitive
military edge.
Question. Looking forward, what types of resource shortfalls are
likely to hamper DOD's execution of the 2018 NDS and other national
defense priorities, in your view? How would you address or mitigate
these shortfalls, if confirmed?
Answer. Balancing investments to achieve a ready joint force
requires trade-offs between modernization, readiness, and structure and
often it is difficult to get those trade-offs exactly right in the face
of a changing threat environment. Fortunately, the reprogramming
process, worked collaboratively with the congressional defense
committees, allows adjustments to the budget for unforeseen events in
the year of execution. This flexibility is a very important part of
fine-tuning resource prioritization since fiscal constraints will
always be in play. If confirmed, I pledge to stay abreast of the
changing operational environment and suggest ways to fiscally re-
balance as conditions change.
Question. In your opinion, in what areas of the implementation of
the 2018 NDS is the Department taking the most risk in terms of
resources allocated?
Answer. I have not participated in a risk review of the current
budget against the 2018 NDS. If confirmed, I will work with other
senior DOD leaders to review the allocation of resources to help the
Secretary, the Deputy Secretary, and the Comptroller ensure that
resources are matched to strategic national priorities and will work
with Congress to identify and mitigate risk.
Question. If confirmed, by what standards would you measure the
adequacy of DOD funding going forward?
Answer. If confirmed, I would measure the adequacy of the
Department's funding by our ability to defend this nation - to execute
our chosen strategy, maintain the nation's technological edge, preserve
the health of the joint force, and provide options to the President
that support his foreign policy and national defense goals.
post-budget control act and the overseas contingency operations (oco)
account
Question. The FY 2022 budget request is the first to be
unconstrained by the statutory caps of the Budget Control Act (BCA) of
2011. The use of the Overseas Contingency Operations (OCO) account has
been debated for several years, primarily because OCO dollars were
exempt from the caps of the BCA and some charged that DOD was using OCO
as a ``slush fund'' for base budget requirements. The FY 2022 budget
request does not include OCO, but rather includes such funds in the
base budget as Direct War and Enduring Costs.
What are your views about the use of the OCO account in the
Department of Defense's annual budgeting?
Answer. It is imperative that adequate resources are available to
support U.S. troops deployed to combat or combat support locations
around the world. The Overseas Contingency Operations (OCO) budget has
been a useful tool for the Department of Defense, and the Congress, to
provide this critical funding in a transparent manner.
Question. Should DOD continue to use the OCO account?
Answer. As announced in the President's Budget, the FY 2022 request
discontinues requests for OCO as a separate funding category and funds
direct war and enduring operations costs in the DOD base budget. I
believe that this is appropriate, assuming an appropriate transfer of
funding for enduring programs into the base budget. With the drawdown
in troops from Afghanistan, the vast majority of remaining efforts will
be enduring requirements and should fold into the base budget for
better long-term planning.
Question. How should the Department seek to account for its
supplemental or emergency budgetary needs and how should the Department
identify and account for conflict-related funding?
Answer. It is important that the DOD retain budget flexibility to
deal with unforeseen or emergent needs, especially given the
uncertainty of world events. If confirmed, I will work with the
Comptroller, the Office of Management and Budget, and the congressional
oversight committees to ensure that we have adequate funding tools to
support U.S. troops and DOD missions worldwide.
Question. In addition to passing spending bills on time, what more
can Congress do, in your view, to afford DOD the resource stability and
flexibility it needs?
Answer. Beyond the significant budgetary challenges that repeated
and lengthy continuing resolutions create for the Department, timely
congressional review and approval of reprogramming requests and funding
notifications is critical to the Department's operations. In addition,
it is important that the Congress provides an adequate level of general
transfer authority, especially with the elimination of the OCO account
and the likely elimination of the special transfer authority. This
transfer authority provides critical budget flexibility to deal with
emergent needs without requiring additional resources.
anti-deficiency act
Question. Each year, the Government Accountability Office (GAO)
submits to Congress a compilation of Anti-deficiency Act (ADA) reports
submitted by federal agencies for the previous fiscal year. The ADA
prohibits federal agencies from obligating or expending federal funds
in advance or in excess of an appropriation, and from accepting
voluntary services.
What is your level of confidence that DOD has in place the policies
and procedures necessary to ensure the identification of all potential
ADA violations?
Answer. I am aware that ADA violations are discussed in the
Department's Independent Auditors' Report on the Department of Defense
FY 2020 and FY 2019 Basic Financial Statements. I am confident that DOD
has adequate policies and procedures to ensure the defense agencies and
military departments prevent and detect potential ADA violations. If
confirmed, I will review these policies and procedures and, if
necessary, suggest corrective actions.
Question. What are your ideas for better preventing ADA violations
from occurring in DOD and for identifying and correcting them sooner?
Answer. If confirmed, I will review the Department's existing ADA
training, reporting process, and history with an eye to improving our
compliance. I will ensure Comptroller training in the Department
includes a full understanding of the ADA and that this be a focus area
during annual reviews and financial manager training, with an emphasis
on promptly and accurately recording obligations.
financial management
Question. Earlier this year, GAO again designated DOD's business
systems modernization program and DOD Financial Management operations
as ``high risk.''
In your view, what are the main challenges and most significant
opportunities for improving the usage of financial data in decision-
making?
Answer. While there are some challenges, there are many
opportunities to improve the use of business data for decision-making.
If confirmed, I will continue to leverage the financial statement audit
to improve the quality, timeliness, reliability, and completeness of
DOD's authoritative transactional business data. In addition, I will be
a champion of Advana, the DOD's enterprise data management and
analytics platform, which uses audited transactional data to answer
senior-leader questions and improve performance. I believe it is the
responsibility of all DOD leaders to treat data as a strategic asset
and manage, secure, and use data to improve DOD operations.
acquisition reform
Question. Congress has enacted significant reform of the defense
acquisition enterprise, to include establishing and expanding
authorities related to special acquisition pathways and the use of
streamlined acquisition methodologies.
If confirmed, what changes would you make to financial management
regulations to afford financial management, comptroller, and
acquisition personnel the flexibility required to support novel
acquisition approaches and to take advantage of emerging technologies
and responding to emerging threats in a timely fashion?
Answer. In many cases, the budget process is neutral with respect
to what type of contracting vehicle or process is used given the
current appropriation structures. If confirmed, I will work with the
Comptroller and the Under Secretary for Acquisition and Sustainment and
other key stakeholders to ensure the financial management regulations
are updated to enable any specific permissions or flexibilities
afforded the Department and to look for opportunities for additional
innovations or improvements to take advantage of emerging technologies
and to address emerging threats.
audit
Question. 2020 was the 30th anniversary of the passage of the Chief
Financial Officer's Act, which mandated that federal agencies complete
financial audits. DOD is the only federal agency unable to complete a
financial audit in accordance with the law, despite having invested
billions of dollars over the past decades to do so. In FY 2020, DOD
completed a comprehensive audit and received a Disclaimer of Opinion.
In your view, how, if at all, do the audit and its remediation
activities support the 2018 NDS?
Answer. The audit and its remediation activities highlight and
validate areas for improvement in DOD's internal controls and
processes. As the DOD remediates audit findings and improves its
overall financial management processes and information, decision makers
will have better access to reliable and timely information. If
confirmed, I will work with senior leaders in the DOD to use one source
of financial data for both financial statement preparation and
investment decision making. This will emphasize the importance of
reliable financial information and will directly link performance and
financial management.
Question. What challenges are unique to conducting an audit of DOD?
Answer. The size and complexity of DOD affects the timeliness in
which we are able to get to a clean audit opinion. DOD is larger, in
terms of assets and resources, than any organization which has gotten a
clean audit opinion. The Department's mix of classified and
unclassified transactions and multiplicity of ``feeder'' systems that
contain information auditors need to verify add to the complexity.
Question. If confirmed, how do you plan to overcome those
challenges to ensure that the Department continues to make demonstrable
progress towards a clean audit opinion?
Answer. If confirmed, I will review and assess the results of the
past audits and the audit roadmaps with the Comptroller and the
Assistant Secretaries of the Services. I will use the notices of
findings and recommendations (NFRs) to collaborate and prioritize
improvements and track timely implementation of corrective action plans
across the Department.
Question. In what year do you expect the Department to receive a
modified audit opinion?
Answer. I am not yet familiar with the Department's roadmap to a
modified opinion. If confirmed, I look forward to understanding the
roadmap and building on the hard work and progress achieved to date.
Question. What metrics should the Congress be tracking to monitor
the continuous progress of the Department towards achieving an
unmodified audit opinion?
Answer. Congress can track the following metrics to monitor
progress toward DOD achieving an unmodified opinion:
Resolution or downgrade of prior year material
weaknesses.
Closure of notices of findings and recommendations (NFRs)
identified as contributing to material weaknesses.
Composition of NFRs by Component in regards to new versus
reissued.
Status of Component audit opinion progression on a year-
over-year basis
Question. If confirmed, would you recommend to the Under Secretary
that he direct the Military Services, Defense Agencies, and Field
Activities to develop their own individual schedules for achieving a
clean audit for their own organizations and metrics to track their
progress towards that goal? Please explain your answer.
Answer. I understand that each reporting entity under standalone
audit with a disclaimer audit opinion is maintaining an audit roadmap.
Each audit roadmap details corrective action completion dates by fiscal
year and financial statement line item or audit focus area. If
confirmed, I will continue to utilize these roadmaps to track progress
by Component toward significant milestones and hold the appropriate
individuals accountable for the achievement of these milestones in a
timely manner.
Question. If confirmed, what role would you play in reviewing,
analyzing, and acting on the data collected through the application of
such metrics?
Answer. If confirmed, I expect to play an active role in assessing
the data structures and metrics, both directly related to the audit,
and throughout the Comptroller's area of responsibility. I will
collaborate with Department leaders to identify metrics that are most
vital to supporting warfighters and place a premium on translating data
collected into actionable insights for both financial management and
military leaders.
Question. In your view, what incentives need to be in place to
ensure senior leaders--not only the financial management community--are
fully invested and engaged in the process of achieving a clean audit
opinion?
Answer. I am aware of recently released departmental guidance on
audit remediation incentives and of the audit performance elements used
in Senior Executive performance plans. I am not aware of other tools
currently in use in the Department or how effective they are. Should I
be confirmed, I would make it a priority to examine these options and
provide my recommendations.
Question. Are those incentives currently in place?
Answer. Yes, Senior Executive Performance plans require an element
on the audit. USD Comptroller recently established an audit incentive
framework as required by Section 1004(a) of the 2021 NDAA. Those
incentives are in place. If confirmed, I will make it a priority to
assess their effectiveness.
Question. What disincentives or structural impediments, if any,
preclude or hamper such senior leader engagement, in your view, and
what can be done to eliminate such impediments?
Answer. The complexity of the Department creates many challenges
for implementing change. GAO continues to cite Weapons System
Acquisition, Financial Management, Business Systems, and Business
Transformation in their high risk report. Each of these areas are
integral to the audit. The risk inherent now in these activities could
be a source of structural impediment. If confirmed, I will work with
other leaders to review the high risk areas in concert with the audit
material weaknesses for impediments to senior leader engagement.
Question. Specifically, what measures should be used to hold senior
leaders accountable if they do not meet statutory deadlines for DOD
auditability?
Answer. Audit metrics tracking audit opinion progression are well
understood in the financial community, but not well understood outside
that community. If confirmed, I will look into measures, such as
reductions in prior year unobligated balances that both show progress
toward our audit goals and give actionable information to our
operational leaders.
Some commentators have asserted that efforts to achieve a clean
audit opinion on DOD financial statements may be not be the best use of
limited resources in a time of constrained budgets.
Question. Do you agree with this assertion? Please explain your
answer.
Answer. The value of the audit is not so much in DOD being able to
say it has a clean audit opinion, but in the audit recommendations that
bring insight into how the Department can improve its operations. The
audit can improve the Department's operations on many levels - in the
form of more reliable information for decision-making, improved
inventory management, and cybersecurity. With time, I expect that the
value and contributions that flow from the audit will grow.
the planning, programming, budgeting, and execution (ppbe) process
Question. In 1961, then-Secretary of Defense Robert McNamara
created the framework of the current PPBE process. As the core decision
making process by which DOD decides how and on what it spends its
money, the PPBE process --still in effect today--is intended to connect
strategic objectives with resources.
Do you believe the current PPBE process is adequately connected to
implementation of the 2018 NDS?
Answer. PPBE, if implemented as envisioned, allows for a strategy
driven and structured approach to ultimately building a budget that
aligns with the Department's strategy. If confirmed, I will work
closely with the Comptroller to ensure the OUSD(C) continually
emphasizes and assesses alignment with the President's NDS throughout
the PPBE interactions.
Question. In your view, do the DOD Components (particularly OSD)
have the human and automated analytic decision support capability and
capacity to facilitate informed strategic decision making in a relevant
timeframe?
Answer. DOD has a very experienced, dedicated workforce capable of
facilitating informed strategic decision making. If confirmed, I will
make it a priority to ensure we are leveraging both the skills and
missions to promote the use of data and analytics to improve and
accelerate the decision making process across the Department
Question. If confirmed, what changes would you recommend, if any,
to the PPBE process to improve both resourcing decisions within DOD and
information flow about those decisions to the Congress?
Answer. If confirmed, I will work in partnership with the Deputy
Secretary, the Comptroller, and other Department leaders to ensure that
the PPBE process aligns resources to the defense strategy. This
includes identifying analytically-informed strategic choices about the
size and shape of the future force. Communication with Congress is
critical to ensuring our nation's defense needs are met. If confirmed,
I will review the Department's communication process on budgetary
decisions with the intent to ensure information flow to the Congress is
both timely and effective.
Question. In your view, is there value in the Department, the
Congress, or an independent commission conducting a holistic review and
reform of the PPBE process? Please explain your answer.
Answer. The PPBE process provides an effective, neutral, and open
framework to allow the leadership of the Department to make well-
informed choices about resource allocation in support of the
Department's strategic priorities. I am committed to ensuring this
process works effectively and, if confirmed, will seek to make any
necessary adjustments to meet the nation's defense needs. I would look
forward, if confirmed, to working with the congressional defense
committees or others to review the PPBE process for potential
improvements.
Some commentators have observed that in matters related to the
realignment of strategic objectives with resources via the PPBE
process, DOD's size, structure, and culture favor the ``status quo.''
Question. Do you agree with this assessment? Please explain your
answer.
Answer. The PPBE process requires rigorous analysis and review in
support of major program decisions, which may require time to
accomplish. However, over time the Department can shift resources
toward strategic ends. Just as important as change management is within
DOD, the Department must also closely work with Congress to gain
support for the proposed strategic shifts in resources. The appearance
of favoring the status quo is a general reaction to change not specific
to or a direct result of the PPBE process.
Question. Can the PPBE cycle iterate fast enough to respond to
changes in strategic or programmatic direction, in your view? Please
explain your answer.
Answer. I believe the PPBE process is flexible enough to react to
changing strategic or programmatic direction. Leadership priorities and
attention are essential to full implementation of strategic direction.
I also believe it is important to have a rigorous assessment of options
and analytic underpinning for strategic shifts. The PPBE process is
only the internal portion of the larger federal budget process and any
analysis of the speed or efficacy of our budget process should, in my
view, look at all parts of the budget process.
Question. In your view, is the PPBE process flexible enough to
enable DOD to make programmatic changes within the annual budget cycle?
Answer. Yes, the PPBE process is flexible enough to react to urgent
programmatic changes within the budget cycle. However, the greater the
change being contemplated, the more of a challenge implementing that
change will be, in both the internal (PPBE) and congressional review
phases of the budget process.
financial management workforce
Question. Is the DOD financial management workforce properly sized,
in your view?
Answer. I cannot say at this point, however, if confirmed, I will
be uniquely positioned to assess the size of the DOD financial
management workforce and determine if there are any efficiencies to be
gained through automation and process improvements.
Question. Does the DOD financial management workforce have the
appropriate capabilities, and are those capabilities properly
distributed, in your view?
Answer. If confirmed, I will assess whether the financial
management workforce has the appropriate capabilities, and work with
the Assistant Secretaries for Financial Management of the military
departments to ensure that those capabilities are distributed properly
in order to meet mission requirements. I believe ongoing evaluation
will be necessary to identify emergent trends and deficiencies.
Question. What else would you do, if confirmed, to improve the
capacity and capability of the financial management workforce?
Answer. If confirmed, I will assess the capacity and capability of
the DOD financial management workforce and of its workforce development
programs. I will look for any lessons learned during the pandemic and
review current processes and available technology to identify
efficiencies to be gained through automation.
Question. How do compensation packages for the DOD financial
management workforce compare to private sector counterparts? Should
financial management workforce compensation be adjusted to match
private sector compensation levels, in your view?
Answer. I cannot say at this point, however, I expect it varies
greatly by occupation code. If confirmed, I will be uniquely positioned
to assess the compensation packages compared to private sector
counterparts and evaluate the tools available and necessary to
effectively compete for financial management talent.
Question. Is DOD prepared to sustain requisite capacity and
capability during the impending financial management workforce ``bath
tub''--a descriptor often used to graphically illustrate the impending
potential loss of financial management workforce expertise due to the
retirement of large numbers of baby boomers and the lack of experienced
people to fill the vacancies?
Answer. Based on my experience, there are many factors, not only
age, that influence a retirement-eligible employee's decision to
retire. For example, during COVID-19, many organizations experienced
employees delaying their decision to retire because of the new
flexibilities inherent in telework schedules. If confirmed, I would
evaluate the financial management workforce to identify and track
emergent trends, and place focus on succession planning to help us
prepare, recruit, develop and sustain a proficient workforce.
defense agencies
Defense Contract Audit Agency (DCAA).
Question. What have been some of the successes (especially in terms
of savings to DOD and the taxpayer) from the work of DCAA?
Answer. DCAA's role in the financial oversight of government
contracts is critical to ensure the Department and the Nation get the
best value for every dollar spent on defense contracting. Its work
benefits our men and women in uniform, as well as the American
taxpayer. I believe DCAA provides examples of the savings to the
taxpayers and other achievements in their annual report.
Question. If confirmed, what steps would you take to improve DCAA's
ability to execute its designated missions?
Answer. DCAA's primary function is to conduct contract audits and
related financial services. If confirmed, I will support DCAA's efforts
to execute its designated missions, including increasing collaboration
with customers and industry, as well as efforts to provide value-added
information through comprehensive analysis of their individual audits.
The timeliness of DCAA's contract audits would also be an area I would
review if confirmed.
Question. If confirmed, what new investments in technology,
training, and workforce would you recommend to improve the
effectiveness and efficiency of DCAA?
Answer. If confirmed, I will encourage and support any on-going
DCAA technology, training and workforce initiatives that will help
improve auditor efficiency and effectiveness.
DFAS
Question. The Defense Finance and Accounting Service (DFAS) was
established to consolidate finance and accounting functions previously
performed by the Military Services.
If confirmed, what steps would you take to improve DFAS's ability
to execute its designated missions?
Answer. If confirmed, I would enable an environment in which DFAS
could continue to drive standardization across the Department. I will
review DFAS's ongoing work with the components to address the issues
that drive the need for manual input and error correction at the
functional source. Standardization in the data delivered to DFAS is
recognized as a critical component of the Department's ability to
automate its financial reporting and improve its audit position.
Question. If confirmed, what new investments in technology,
training, and workforce would you recommend to improve the
effectiveness and efficiency of DFAS?
Answer. If confirmed, I would work with DFAS leadership, and
consult with DFAS customers across the Department, in order to review
what opportunities to improve the effectiveness and efficiency of DFAS
are in line with the NDS and possible within fiscal constraints and
competing priorities. Amplified use of data analytics and technology
tools such as robotics and artificial intelligence to increase
automation of transaction processing and the delivery of business
insights are some potential areas to consider to effectively manage the
Department's resources.
working capital funds
Question. More than two decades ago, DOD created several working
capital funds as part of an effort to streamline defense business
processes.
What do you perceive to be the value of working capital funds?
Answer. Working capital funds (WCFs), especially when used in
concert with policies that provide DOD customers with the full cost of
goods or services provided by WCF activities, help facilitate a cost-
conscious culture, imparting a corporate view across the department,
enabling a more efficient optimization of limited resources. They act
as a ``shock absorber'' to minimize the impact of demand and cost
variations to the customers, allowing for price stability in the year
of execution. WCFs allow for purchase of supply items in advance of
customer need, enabling supply activities to have the right parts on
the shelf in the right quantities when the customers need them. They
are easily scalable to changes in the DOD's operating requirements.
They allow for economies of scale, spreading overhead costs over the
entire customer base.
Question. If confirmed, would you consider any reforms to, or
expansion of, existing working capital funds?
Answer. Yes, if confirmed, I will work with the Comptroller, DOD
leadership, OMB, and Congress to determine if any reforms to or
expansion of working capital funds would benefit the Secretary's and
the Administration's priorities.
Question. Are there other defense business operations that would
benefit from the creation of a new working capital fund to promote
operational efficiency or cost savings?
Answer. Yes, if confirmed, I will work with the Comptroller, DOD
leadership, OMB, and Congress to determine if any business areas not
already in the WCF regime would benefit from the value proposition
stated previously.
reprogramming
Question. Do you commit that, if confirmed, you would follow the
well-established precedent of waiting for ``4-way'' congressional
approval before transferring funds between appropriations accounts or
reprogramming funding above the threshold established in enacted
appropriations bills?
Answer. Yes.
Question. What is your view of the efficacy of the current transfer
and reprogramming process?
Answer. In my time as Acting Director of the Army Budget Office,
the Department used reprogramming actions to address the highest
priority emerging requirements, and no prior approval reprogramming
action was implemented unless and until all of the congressional
defense committees approved the Department's request. In my view, this
well-established process, although sometimes lengthy in certain cases,
met the needs of the Department and the Congress. If confirmed, I will
work with the Comptroller and the Office of Management and Budget to
ensure that the Department abides by its longstanding agreements with
the congressional defense committees, which are designed to preserve
Congress' oversight of the appropriations process and the Department's
financial management.
Question. Do the dollar thresholds associated with the
reprogramming process remain appropriate in the current day? Please
explain your answer.
Answer. Over the years, Congress has reduced the Below Threshold
Reprogramming (BTR) amounts for some appropriation accounts and
inflation has diminished the relative value of some of the fixed dollar
thresholds. This has restricted the Department's flexibility and has
increased the volume of Above Threshold Reprogramming (ATR) actions
that are submitted to the Congress for their prior approval. If
confirmed, I will review this topic with the Comptroller and OUSD(C)
staff and then come back to the Congress if I believe any changes are
warranted. I believe some changes are probably warranted.
Question. In your view, how might the reprogramming process be
improved to meet DOD's need for flexibility, while maintaining trust
and transparency with Congress?
Answer. If confirmed, I will work with the Comptroller and OUSD(C)
staff to review the current process and provide any recommendations.
personnel costs
Question. Military personnel costs continue to grow and comprise an
increasing share of the DOD budget. A large portion of the military
compensation package consists of in-kind benefits--health care,
housing, tax-free shopping in military exchanges, taxpayer subsidized
commissaries--that complement competitive salaries and a generous
military retirement benefit.
In your view, how can DOD manage and better plan for this growth?
Answer. The Department must continually strive to assess personnel
costs in all forms and determine the most efficient ways to deliver a
competitive compensation package that enables DOD to attract and retain
the All-Volunteer Force.
Question. Should the DOD's personnel costs grow at the rate of
inflation?
Answer. The topline for the defense budget, and personnel budgets
within the topline, should depend, not on an arbitrary inflation
factor, but on the Department's mission, the appropriate force
structure to achieve that mission and the competitive compensation
package required to recruit and retain the force size and quality
needed.
Question. Do you believe the Employment Cost Index is the most
appropriate metric to assess inflation for the purpose to determining
military pay increases?
Answer. Yes, I believe ECI is the right metric to ensure military
basic pay remains competitive and keeps pace with private sector wage
growth. However, compensation levels (of which basic pay is only one
component) must be continually reviewed and adjustments to an annual
basic pay raise at percentages other than the ECI metric could
sometimes be warranted.
sexual harassment
Question. In responding to the 2018 DOD Civilian Employee Workplace
and Gender Relations survey, approximately 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.
If confirmed, what actions would you take were you to receive or
otherwise become aware of a complaint of sexual harassment or
discrimination from an employee of the OUSD(C)?
Answer. If confirmed, upon receiving or becoming aware of a sexual
harassment or discrimination complaint, I would immediately conduct an
independent inquiry into the matter, in coordination with the
Washington Headquarters Services Human Resources Directorate, Labor
Management and Employee Relations office. I would take these matters
seriously, enforce accountability, leverage opportunities to train and
educate leaders and the staff, and reiterate my stance against
inappropriate behavior that has no place in the workplace or anywhere
else. I would also ensure OUSD(C) has workplace policies and practices
that promote respect, civility, and inclusion for all.
congressional oversight
Question. In order to exercise legislative and oversight
responsibilities, it is important that this committee, its
subcommittees, and other appropriate committees of Congress receive
timely testimony, briefings, reports, records--including documents and
electronic communications, and other information from the executive
branch.
Do you agree, without qualification, if confirmed, and on request,
to appear and testify before this committee, its subcommittees, and
other appropriate committees of Congress? Please answer with a simple
yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
provide this committee, its subcommittees, other appropriate committees
of Congress, and their respective staffs such witnesses and briefers,
briefings, reports, records--including documents and electronic
communications, and other information, as may be requested of you, and
to do so in a timely manner? Please answer with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
consult with this committee, its subcommittees, other appropriate
committees of Congress, and their respective staffs, regarding your
basis for any delay or denial in providing testimony, briefings,
reports, records--including documents and electronic communications,
and other information requested of you? Please answer with a simple yes
or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
keep this committee, its subcommittees, other appropriate committees of
Congress, and their respective staffs apprised of new information that
materially impacts the accuracy of testimony, briefings, reports,
records--including documents and electronic communications, and other
information you or your organization previously provided? Please answer
with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, and on
request, to provide this committee and its subcommittees with records
and other information within their oversight jurisdiction, even absent
a formal Committee request? Please answer with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
respond timely to letters to, and/or inquiries and other requests of
you or your organization from individual Senators who are members of
this committee? Please answer with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
ensure that you and other members of your organization protect from
retaliation any military member, federal employee, or contractor
employee who testifies before, or communicates with this committee, its
subcommittees, and any other appropriate committee of Congress? Please
answer with a simple yes or no.
Answer. Yes.
______
[Questions for the record with answers supplied follow:]
Questions Submitted by Senator Mazie K. Hirono
budget reform
1. Senator Hirono. Ms. Miller, the budgeting process has not seen
any substantive reform since it was developed in the 1960s. The
inflexibility inherent in the current Planning, Programming, Budgeting,
and Execution (PPBE) process at times does not yield optimal results,
particularly when long-term predictions are overcome by the need for
emerging technologies. Do you think reforms in the PPBE process would
provide the Department the ability to budget for and execute funds more
expeditiously? If so, please provide examples of recommended reforms.
Ms. Miller. PPBE has served the Department well as a tool to match
long range strategies to resourcing requests. Adjustments should be
done thoughtfully with measurable outcomes. One suggestion, would be
for Congress to provide DoD the same fiscal authority it provides in
annual appropriations acts to some other departments, notably the
Departments of Homeland Security and Transportation. Each year, those
are among the Departments provided additional periods of availability
for unobligated operating appropriations. Provision in the Consolidated
Appropriations Act, 2021 (Public Law 116-260) providing other agencies
such authority division E, section 609, division F, section 505, and
division L, section 406. For example, if Congress were to provide the
Department such flexibility to carry forward some percentage of
unobligated O&M funds to the next fiscal period and allow them to be
available for obligation in that future fiscal period, the Department
would be better able to address some of the turbulence of continuing
resolutions and, importantly to your question, would reduce dependence
on general transfer authority to reprogram funds into operating
accounts to address emergent operating requirements during the year-of-
execution. This change would also reduce the pressure to obligate
before the end of the fiscal year, which can result in inefficient
spending. If confirmed, I would work with the USD(C) and Congress to
determine and implement appropriate adjustments to the PPBE process.
2. Senator Hirono. Ms. Miller, what will your priorities be related
to ensuring the budget process is responsive to the speed of
technological advances?
Ms. Miller. I believe the PPBE process is flexible enough to react
to changing strategic or programmatic direction, as well as
technological advances, but more can be done. The PPBE process produced
the Software and Digital Technology Pilot programs established under
section 8131 of the FY21 Department of Defense Appropriations Act, 2021
and requested as section 8066 in the President's budget for FY22. This
pilot program provides the agility for certain software programs to go
from research, to procurement, to operation and maintenance under one
budget line, to keep up with the speed of technological advances. If
confirmed, I will work with the USD(C) and the Congress to identify
similar mechanisms to keep the Department at the forefront of
technology.
__________
Questions Submitted by Senator Dan Sullivan
readiness
3. Senator Sullivan. Ms. Miller, 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. Miller. I am familiar with T.R. Fehrenbach's, ``This Kind of
War'' and another book by Thomas Hanson titled ``Combat Ready''. Both
offer invaluable insights into the readiness of the Army heading into
the Korean conflict and the implications that come when we don't adapt
our strategies to the environment on the ground. Based on my previous
positions as the Assistant Deputy Chief of Staff for G4 (logistics) and
as the Assistant Deputy Chief of Staff G3/5/7 (operations, plans and
training) I know first-hand how critical training and support are to
the readiness of those we send into harm's way. If confirmed, I will
commit to working with the Department and with the Committee to
resource forces ready for the challenges that face the nation.
strategy driven budget
4. Senator Sullivan. Ms. Miller, the National Defense Strategy
Commission report, the two previous Senate-confirmed Secretaries of
Defense, and the previous and current Chairman of the Joint Chiefs of
Staff 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?
Ms. Miller. The Secretary of Defense has stated that our resources
must match our strategy, our strategy must match our policy and our
policy must match the will of the American people. Matching all these
things will require, at times, difficult changes in the status quo and
hard decisions on which capabilities to fund within the strategy. If
confirmed, I will commit to supporting the USD(C) with options to
resource the national defense strategies formulated by the Department
and to holding open and transparent conversations with the Congress
about these resourcing decisions.
______
[The nomination reference of Ms. Kathleen S. Miller,
follows:]
______
[The biographical sketch of Ms. Kathleen S. Miller, which
was transmitted to the Committee at the time the nomination was
referred, follows:]
______
[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. Kathleen
S. Miller in connection with her nomination follows:
______
[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.]
______
[The nomination of Ms. Kathleen S. Miller was reported to
the Senate by Chairman Reed on July 27, 2021, with the
recommendation that the nomination be confirmed. The nomination
was confirmed by the Senate on August 6, 2021.]
______
[Prepared questions submitted to Dr. Mara E. Karlin 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 Defense for Strategy,
Plans, and Capabilities (ASD(SPC))?
Answer. My understanding is that the ASD/SPC is primarily
responsible for advising and supporting the Under Secretary of Defense
for Policy, the Deputy Secretary of Defense, and the Secretary of
Defense on the formulation, coordination, implementation, and
assessment of national security and national defense strategy; the
forces and contingency plans necessary to implement national defense
strategy; U.S. nuclear weapons and missile defense policy; and security
cooperation plans and policies.
Question. If confirmed, what additional duties and responsibilities
do you expect that the Under Secretary of Defense for Policy (USD(P))
would prescribe for you, particularly in light of the lines of effort
comprising the National Defense Strategy (NDS)?
Answer. If confirmed, I would focus on the actions and
relationships necessary to perform the duties of the ASD/SPC
effectively. Formulating, implementing, and assessing the National
Defense Strategy will need particular attention and I will focus on
this critical area while also ensuring the Department is appropriately
focused on it as well.
Question. What background, experience, and expertise do you possess
that qualify you to serve as the ASD(SPC), including in the following
areas:
Defense Strategy, Force Planning, Force Development;
Answer. I have substantial expertise working on defense strategy,
force planning, and force development both in and outside of the U.S.
Government. Having worked for six secretaries of defense across three
administrations, I have a deep understanding of and experience with the
shifting security environment over the past two decades and how the
Department of Defense can best address changing threats and
opportunities for both today and in the future. I previously served as
Deputy Assistant Secretary of Defense for Strategy and Force
Development and Principal Director for Strategy. In these roles, I was
deeply involved in numerous national, defense, and regional strategy
efforts in addition to overseeing a wide range of Secretary-level
planning guidance. This included the 2014 Quadrennial Defense Review,
the President's 2015 National Security Strategy, the counter-ISIS
strategy, two classified and ground-breaking secretary of defense-
signed strategies, and three Defense Planning Guidance, including the
earliest one in Defense Department history. I oversaw the first formal
efforts to actively assess the national defense strategy with key
offices from across the Defense Department and with close U.S. allies.
Moreover, I represented the Under Secretary of Defense for Policy in
the 3* programmers for years, which required leading strategy
implementation and resourcing to build the future military on behalf of
OSD Policy. In earlier government service, I was responsible for U.S.
policy toward the Levant and toward South Asia-- key regions that
required deep expertise in challenges like terrorism, governability,
and security sector reform. Outside of government, I served as a staff
member of the National Defense Strategy Commission. I taught Strategic
Studies for years at the graduate level, have a PhD in Strategic
Studies, and wrote two books on military history and defense policy.
Question. Development and review of campaign and contingency plans,
major force deployments, and military operational plans;
Answer. I have substantial experience in the development and review
of plans, and deployments. In my current role as the Acting Assistant
Secretary of Defense for International Security Affairs, I am deeply
involved in formulating and assessing the Department's political-
military approach to Europe (including NATO), Russia, Eurasia, the
Middle East, the Western Hemisphere, and Africa. Given the threats,
alliances, and partnerships in these key regions, I am regularly
advising the senior Departmental leadership in these areas. My previous
experience in the Department of Defense, including as the Deputy
Assistant Secretary of Defense for Strategy and Force Development, also
required regular engagement with and assessment of plans and
deployments.
Question. Joint capabilities requirements and Joint Warfighting
Concept Development
Answer. I have substantial experience with the development of joint
capabilities requirements and concept development. As the Deputy
Assistant Secretary of Defense for Strategy and Force Development, I
worked closely with colleagues from the Joint Staff J8 and CAPE to
oversee the analytic agenda on the size and shape of the future U.S.
military. In this role, we worked to revise the criteria for building
and evaluating the military in alignment with the changing character of
war. In this vein, I led a number of strategic portfolio reviews on
power projection, which guided tens of billions in investments. More
broadly, I represented the Under Secretary of Defense for Policy in the
3* programmers for years, which required regular efforts to assess how
and in what ways the Department was building the future force for a
shifting security environment.
Question. What leadership and management experience do you possess
that you would apply to your service as ASD(SPC), if confirmed?
Answer. As a leader and manager, I prioritize being an inclusive
decision-maker who listens, over-communicates, collaborates, and
demonstrates action and integrity at all times to build a shared vision
of success. I have led and managed organizations both in and outside of
government. Currently, I am serving as the Acting Assistant Secretary
of Defense for International Security Affairs, which includes leading
and managing a broad portfolio that covers more than 145 countries with
approximately as many staff. Previously, I served as the Deputy
Assistant Secretary of Defense for Strategy and Force Development,
which required leading and managing a key office inside Strategy,
Plans, and Capabilities. Outside of government, I most recently was the
Director of Strategic Studies at the Johns Hopkins University-School of
Advanced International Studies (SAIS). In this role, I led and managed
the largest department in the graduate school, which included
approximately 165 students and nearly 20 faculty and staff.
major challenges and priorities
Question. In your view, what are the major challenges that will
confront the next ASD(SPC)?
Answer. The major challenges that will confront the next ASD(SPC)
will be ensuring the Department appropriately prioritizes the
challenges posed by strategic competition while addressing persistent
threats in an effective manner that accounts for both strategic and
fiscal uncertainty. Modernizing U.S. nuclear forces to meet policy and
strategy requirements in a cost-effective manner will be a particular
challenge.
Question. If confirmed, what plans would you implement to address
each of these challenges?
Answer. If confirmed, I would prioritize issuing clear guidance
that appropriately outlines priorities and risk tradeoffs in line with
the strategy. I would regularly monitor the implementation of the
strategy and assess when, how, and under what circumstances it needs to
be re-looked. I would also prioritize ensuring our nuclear forces
remain safe, secure, and effective.
Question. If confirmed, what broad priorities would you establish?
Answer. If confirmed, my priorities for ASD(SPC) would be to ensure
the ASD component integrates across its key areas to ensure the
strategy is appropriately formulated, implemented, and assessed and to
enable rigorous support to the USD(P), the Deputy Secretary of Defense,
and the Secretary of Defense.
civilian control of the military
Question. In its 2018 report, Providing for the Common Defense, the
National Defense Strategy Commission observed, ``there is an imbalance
in civil-military relations on critical issues . . . 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. Civilian control of the military is a foundational
principle to our democracy. I am aware of the serious concerns
regarding this imbalance at that time, and its impact on the Department
and our Nation. If confirmed, it will be one of my priorities to ensure
an appropriate balance.
Question. If confirmed, specifically what would you do to ensure
that your tenure as ASD(SPC) epitomizes the fundamental requirement for
civilian control of the Armed Forces embedded in the U.S. Constitution
and other laws?
Answer. If confirmed, I would provide proper and adequate direction
and meaningful civilian oversight in the course of my duties. Trust in
the military's strong nonpartisan ethic enables our civilian leaders to
exhibit appropriate civilian control in collaboration with the
President and Congress.
Question. If confirmed, what concrete steps would you take to
correct this imbalance in civil-military relations?
Answer. Correcting imbalances in civil-military relations requires
leadership, a healthy and capable workforce, and strong initiative in
the Office of the Secretary of Defense. If confirmed, I will fully
carry out the responsibilities of the ASD(SPC). I will also work hard
to build effective, collaborative, and meaningful relationships with my
military counterparts, and to advocate for the appropriate staffing
levels for the office of the ASD(SPC) to perform the required civilian
oversight of the military.
Question. If confirmed, how, would you use your position to
contribute to the discussion, debate, and resolution of core U.S.
defense and national security issues?
Answer. If confirmed, I will fully carry out the responsibilities
of the ASD(SPC), including advising the Secretary of Defense and other
senior defense leaders on: national security and defense strategy; the
forces, contingency plans, and associated posture necessary to
implement the defense strategy; nuclear deterrence and missile defense
policy; and security cooperation plans and policies. I will also
represent the Under Secretary of Defense for Policy (USD(P)) and the
Secretary of Defense in interagency policy discussions and participate
in planning, budgeting, and execution activities. I will also play an
active role in major Department of Defense reviews and in working with
interagency partners to develop whole-of-government solutions to
national security challenges.
Question. If confirmed, what relationship would you establish with
the Joint Staff, and how would you allocate the execution of functions
for the development of strategy, plans, and capabilities between your
office and the Joint Staff?
Answer. If confirmed, I intend to work hand-in-hand across the
Joint Staff, particularly with the Director for Strategy, Plans, and
Policy; the Director for Operations; the Director for Joint Force
Development; and the Director for Force Structure, Resources, and
Assessment. With these counterparts, I would seek to foster an
effective and collaborative relationship to address both emergent
issues and policy challenges that require the integration of civilian
and military expertise and perspective. My team and I benefited from
strong, productive relations with the Joint Staff during my experience
as the former Deputy Assistant Secretary of Defense (DASD) for Strategy
and Force Development.
Question. The National Defense Strategy Commission report notes,
``allocating priority--and allocating forces--across theaters of
warfare is not solely a military matter. It is an inherently political-
military task, decision authority for which is the proper competency
and responsibility of America's civilian leaders.'' What is your view
of the role of DOD civilian leadership, as compared to the role of the
military, in the formulation of strategy and contingency planning?
Answer. The ASD(SPC) is charged with developing, coordinating, and
overseeing the implementation of national and regional security and
defense strategies and policies. This includes providing policy
guidance, objectives, and end states for strategy and contingency
plans. The Department's military leadership also plays a critical role
in strategy development and contingency planning, providing military
operational expertise and advice. With these together, a balanced
civil-military relationship enables complete and robust analysis and
the consideration of meaningful options for the Secretary of Defense.
Question. In your view, how important is it to have robust civilian
oversight of the development and implementation of defense strategy as
well as reviewing campaign and contingency plans? Please explain your
answer.
Answer. I believe that civilian control of the military is a
foundational principle to our democracy, and as such, it is key to have
robust and meaningful civilian oversight of the development and
implementation of defense strategies and the review of campaign and
contingency plans. My views are consistent with those of the President,
the Secretary, and other senior leaders of the Department. If
confirmed, I would remain committed to this view and to fulfill the
critical role of providing civilian policymaking responsibilities.
Question. In your view, would an increase in the number of
personnel assigned to the Office of the Under Secretary of Defense for
Policy (OUSD(P)) enhance civilian control of the military? Please
explain your answer.
Answer. I understand that the Office of the Under Secretary of
Defense for Policy's (OUSD(P)) civilian workforce has decreased over
time as a result of mandatory cuts over the past decade, although I
have not had the opportunity to assess the personnel requirements in
the Office of the ASD(SPC). If confirmed, I will make it a priority to
review the current staffing levels and, if necessary, seek additional
personnel in order to ensure the Office of the ASD(SPC) can perform its
civilian policymaking and oversight responsibilities effectively to
ensure meaningful civilian control.
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. If confirmed,
you will lead the Department's effort in developing an updated NDS.
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 helped generate
bipartisan consensus around the troubling issues associated with the
Russia threat and the growth of China's military capabilities and
implications for the United States, and the Joint Force specifically.
If confirmed, I would expect to help the Department's senior leaders
update the strategy in accordance with the Biden Administration's
priorities and in line with Congressional direction to submit a 2022
National Defense Strategy.
Question. What revisions or adjustments, if any, would you
recommend that the Secretary of Defense make to the 2018 NDS? Please
explain your answer.
Answer. If confirmed, I would work with senior leaders throughout
the Department to follow Congress's established direction on the
necessary elements of the NDS review and to ensure it reflects the
Administration's priorities. This includes evaluating changes in the
security environment; identifying priority defense objectives and
missions; and identifying priorities for designing, modernizing,
employing, and ensuring readiness of the Joint Force. Areas for further
exploration during the strategy review process might include
identifying innovative approaches and concepts for future warfighting
and modernizing our global network of alliances and partnerships. An
examination of these and other issues would be nested in the broader
context of national security priorities. Insights from this review
would inform how I would counsel DOD leaders to update the defense
strategy and its implementation.
Question. In accordance with section 113(g)(1)(E) the Secretary of
Defense is required to present the national defense strategy ``as soon
as possible after appointment''. In your opinion, what timeframe would
be reasonable for presenting the NDS to the congressional defense
committees?
Answer. I am familiar with section 113, which details the
requirements for the National Defense Strategy, including the direction
to present the strategy as soon as possible following the appointment
of the Secretary of Defense. I understand that the Department is
actively conducting a thorough National Defense Strategy review
process, and plans to finish work in January or February of 2022 -
which is consistent with past practice.
Question. If confirmed, what revisions or adjustments would you
make to the Department's implementation of the 2018 NDS?
Answer. Given the direction contained within the President's
Interim National Security Strategic Guidance, I would recommend
identifying how DOD efforts can be better integrated with those of
other elements of national power and with our allies and partners. I
understand that the last annual, statutorily-required NDS assessment,
conducted by the prior Administration, identified that strategy
implementation efforts warrant greater planning, organization, and
prioritization. If confirmed, I would also want the Department to
consider lessons learned from implementing prior strategies and to
account for the importance of implementation in the 2022 National
Defense Strategy review process.
Question. If confirmed, what specific indicators would you use to
holistically evaluate how well implementation of the NDS is
progressing?
Answer. I believe that a robust assessment of the strategy needs to
consider a range of factors, including the strategy's continued
validity in light of changes in the global security environment, our
effectiveness in advancing priority defense objectives, and the
Department's overall performance in implementation. If confirmed, I
will continue our transparent reporting to Congress on the findings of
DOD's annual assessment.
Question. What is your understanding of the Department of Defense's
processes for strategic assessment, analysis, decision making, and
reporting for the development and implementation of the NDS?
Answer. National defense strategies and the assessment of their
validity and implementation provide valuable opportunities to assess
alignment of DOD planning and investment against the security
environment, including evolving threats, gaps and deficiencies,
generating imperatives for reprioritization. Past strategies, and their
associated methodologies, sought to balance Joint Force preparedness
against a broad range of threats. The 2018 NDS's focus on the threats
from China and Russia has stimulated necessary Departmental attention
to the unique challenges, associated analyses, and specific
implementation efforts particular to those threat actors. Secretary
Austin's call for China to be the Department's pacing challenge has
given additional, necessary impetus to this relative shift in DOD's
focus across a broad variety of assessment and decision processes.
Question. If confirmed, what recommendations would you make, if
any, to improve the Department's processes for strategic assessment,
analysis, policy formulation, and decision making?
Answer. If confirmed, I look forward to working with the Secretary,
Deputy Secretary, and Under Secretary of Defense for Policy to ensure
that DOD strategic assessment and analytic support processes, tools,
and methodologies are appropriate to provide civilian leadership with
the variety of decision support they need to address the scope and
scale of the challenges now confronting the Department.
Question. In your opinion, should the NDS be budget-driven or
budget-informed and what key indicators reflect that one or the other
of those approaches is being pursued?
Answer. In my view, the National Defense Strategy should be
strategy-driven and budget-informed. A strategy that is budget-informed
is based upon a comprehensive assessment of the security environment
across multiple timeframes. It should delineate priority defense
objectives and missions, and then seek to align the Department's tools
and resources accordingly. If confirmed, I would advocate for this
approach within the Department.
Question. What is your understanding of the role of the Defense
Planning Guidance (DPG) and Guidance for the Employment of the Force
(GEF) in the implementation of the NDS?
Answer. The Defense Planning Guidance (DPG) is the Secretary's
primary force development mechanism for shaping the future capability,
capacity, and readiness of the Joint Force in accordance with National
Defense Strategy (NDS) priorities, as well as guiding key strategy
implementation activities of the Department (e.g., Departmental reforms
and guidance to the force planning and analysis community). The DPG
provides the Secretary's planning priorities at the start of the DOD
budget cycle, giving guidance to the Military Services and other DOD
components as they build their Program Objective Memorandums (POMs) for
the next fiscal year (FY) (e.g., the 2021 DPG informs the FY 2023-2027
POMs and Program Review). The GEF provides direction regarding how
limited, existing forces and resources shall be prioritized to achieve
NDS priorities.
Question. If confirmed, what recommendations would you make, if
any, to update, improve, or make the DPG and GEF more transparent and
useful to the Department and to Congress, including this Committee?
Answer. The DPG is an annual, internal, and pre-decisional DOD
planning document, and, if confirmed, I will strive to ensure it has
the most impact by preparing it for the Secretary's issuance as early
as possible each calendar year. This would allow the leadership of the
Military Services' and DOD Components' to integrate the DPG's direction
before their POMs have been finalized. Regarding transparency with
Congress, if confirmed, I will ensure the Department offers detailed
briefings to committee staff on the priorities of the DPG that informed
the President's Budget submission. I will ensure that the GEF provides
updated military planning guidance that prioritizes attention and
resources on the most serious and urgent national security threats in
support of National Defense Strategy implementation. I am fully
committed to examining ways to make appropriate portions of the GEF
more transparent within the Department of Defense and to brief
committee staff on the GEF's content.
Question. Will you commit that, if confirmed, you would undertake
all necessary action to ensure that each of these strategic guidance
documents is timely generated and issued, and updated, as necessary to
reflect changes in assumptions, policy, or other factors?
Answer. Yes, if confirmed, I will ensure that these and other key
strategic guidance documents are issued in a timely manner (e.g., in
time to inform the budget process or other processes) and reflect the
latest information in terms of the defense strategy, the Secretary's
priorities, Departmental analysis, and policy guidance.
Question. If confirmed, what specific steps would you take to
effectuate this commitment, and on what timeline?
Answer. In the case of the DPG, if confirmed, I will direct that
development of the guidance begin as soon as possible in the fall
timeframe each year, as the major Program Review and budget decisions
of the current cycle are solidified. I would also strive to ensure the
DPG helps link one budget year to the next, including by gaining senior
leader direction on the desired focus areas to inform the next budget
cycle. This approach should support a tight linkage with the
Secretary's priorities, as well as an early issuance in the next
calendar year. Regarding the GEF, under the direction of the Secretary
of Defense, I would intend to oversee drafting of the Guidance for
Employment of the Force in parallel with the NDS and complete it within
months of the NDS.
The NDS states that a Global Operating Model concept of ``combat-
credible, flexible theater postures will enhance our ability to compete
and provide freedom of maneuver during conflict, providing national
decision-makers with better military options.''
Question. In your assessment, has this concept been effective?
Answer. The Global Operating Model and Dynamic Force Employment
have been useful concepts for increasing the flexibility and
capabilities of our systems and personnel while demonstrating our
ability to operate with allies and partners. Managing the benefits and
costs of forward presence is critical to ensuring the military presents
a combat-credible deterrent against China and Russia while also
maintaining DOD's ability to respond flexibly to emergent threats or
crises.
Question. If confirmed, what changes, if any, would you recommend
be made to this concept and the manner in which it has been implemented
to date?
Answer. The Department is in the early stages of the National
Defense Strategy review, which will be followed by the development of
the Guidance for Employment of the Force. If confirmed, I will work
across DOD components throughout the development of these strategic
documents to identify opportunities for improving guidance and concepts
for how DOD uses our forces globally.
contingency planning
Question. One of the purposes of the Goldwater-Nichols Act was to
increase military and civilian attention on the formulation of strategy
and contingency planning. The ASD(SPC) supports the USD(P), who is
required to assist the Secretary of Defense in preparing written policy
guidance for the preparation and review of contingency plans and in
reviewing such plans.
What is your view of the civilian role, as compared to the military
role, in the formulation of strategy and contingency planning?
Answer. Civilian control of the military is a vital cornerstone of
our democracy. DOD civilian leadership lead the Department in
formulating national security and defense strategy. The Secretary of
Defense and the Under Secretary of Defense have a statutory role in
overseeing military plans formulation through timely policy guidance,
clearly defined objectives, and requirements and guidelines for
contingency planning. The result is a balanced civil-military
relationship and national defense activities that are in concert with
American values.
Question. In your opinion, does the civilian leadership currently
have an appropriate level of oversight of strategy formulation and
contingency planning? Please explain your answer.
Answer. Civilian leadership currently has an appropriate level of
oversight over strategy and contingency planning. U.S. law clearly
assigns the responsibilities to the Secretary of Defense and the Under
Secretary of Defense for Policy for formulating strategy and for
reviewing contingency plans. If confirmed, I intend to fully support
the Secretary and the Under Secretary in executing those
responsibilities. Doing so effectively will require working closely
with military leaders to produce effective and implementable
strategies. It will also require providing guidance to shape the
development of contingency plans to advance U.S. policy priorities and
ensure the national defense. Each strategy and contingency plan goes
through a rigorous civilian review before approval by the Secretary.
Question. What specific steps, if any, do you believe are necessary
to ensure effective civilian control and oversight of strategy,
contingency, and force planning?
Answer. If confirmed, I will fully carry out the responsibilities
of the Assistant Secretary of Defense for Strategy, Plans, and
Capabilities to prepare guidance for and review of strategy,
contingency plans, and force planning. A professional civilian staff
and active dialogue between civilian and military leadership ensures
effective and meaningful civilian oversight of these key areas. To that
end, I will deepen and expand the interactions between military and
civilian leadership through an extensive contingency plans review
process to invigorate the civilian oversight role, integrate new
capabilities more effectively, and ensure robust civil-military
dialogue. This is clearly outlined in DOD Instruction 3000.15 on the
Plan Review and Approval Process.
Question. What is your understanding of the capability and capacity
of both the Office of the Secretary of Defense and the Joint Staff to
provide comprehensive, objective, and realistic joint analysis in
support of formulating and evaluating strategy and operational plans
and related force planning?
Answer. The Office of the Secretary of Defense and the Joint Staff
have the ability to sufficiently support the development and evaluation
of strategies, contingency plans, and force planning. However, there is
always room for improvement, particularly given the critical role
played by analysis. If confirmed, I will review the process to identify
ways to improve the joint analytic enterprise and planning tools.
Question. If confirmed, how would you determine whether
modifications of a combatant commander's contingency or operational
plan are warranted, considering geo-strategic change, risk assessments,
potential adversary and our own capability enhancements, and fiscal
realities?
Answer. The Secretary of Defense is the civilian official
responsible for determining whether modification of a Combatant
Commander's contingency or operation plans is required. If confirmed, I
will advise senior Office of the Secretary of Defense (OSD) leadership
on whether modifications to military plans are warranted based upon
whether military plans conform to policy guidance, account for changes
in the security environment, and represent an acceptable level of risk.
joint operational concept development
Question. The Department is working to finalize a Joint Warfighting
Concept. In your view, what is the role of the Joint Warfighting
Concept as it relates to the NDS?
Answer. I understand that the Joint Staff is iteratively developing
a Joint Warfighting Concept (JWC), with a focus on providing joint
solutions to key warfighting functions such as command and control,
fires, logistics, and information advantage. The Department is also
developing a new National Defense Strategy that will set its strategic
direction and defense priorities for the coming years. If confirmed, I
will review the JWC to ensure the Department has a strategy-driven
approach to future joint warfighting and that it is appropriately
nested in the ongoing work of NDS development.
Question. In your opinion, can a single Joint Warfighting Concept
adequately address adversaries as diverse as China and Russia, or
should DOD have separate Joint Operational Concepts, including separate
theories of victory, for China and Russia?
Answer. Joint concepts should be aligned with our strategy and
theories of victory (hypotheses about how to use military instruments
most effectively to achieve strategic objectives in war), while
highlighting future opportunities for improvement. Our most capable
adversaries present similar operational problems, but in very different
theaters and with a different range of capabilities, potentially
requiring different emphasis in force development and design. In my
opinion, joint concept development, which could include different
levels of concepts for distinct purposes, should help link the
Departments' strategic theories of victory for potential armed conflict
with key adversaries to future operational and force structure
tradeoffs the Department must face in how we resolve the nation's most
stressing military challenges.
Question. If confirmed, what would be your role in reviewing the
Joint Warfighting Concept?
Answer. Operational concepts constitute an essential link between
strategic objectives, policy, and the capability and budgetary
priorities needed to advance them. As such, if confirmed, I would first
and foremost ensure that the JWC is aligned with the Secretary's
strategy and guidance. Additionally, I would focus on ensuring that the
analytic foundation for the concept is robust and able to usefully
inform future Joint and Military Department capability investments to
maintain the nation's military edge and to provide a strategy-driven
and joint approach to future warfighting.
Question. In your view, what are the respective roles and functions
of the ASD(SPC) and the Joint Staff in the development of a Joint
Warfighting Concept?
Answer. The role of civilian leadership in the development of a
Joint Warfighting Concept is to ensure appropriate civilian oversight
of its development and the requirements within it. This includes
providing strategic guidance on how to employ the force and how
military success may be judged from a policy perspective. The role of
military leadership is to provide sound military advice and informed
options to employ the force to meet the stated strategic objectives. If
confirmed, I will ensure the appropriate balance between civilian
oversight and military options are provided within joint concept
development.
Question. How are these roles and functions integrated?
Answer. It is my understanding that the Joint Staff and OSD meet
regularly, through various fora at all levels, to ensure that joint
concept development is strategically aligned and provides appropriate
options to senior leaders.
Question. Where do these roles differ and where do they overlap?
Answer. Joint concept development is an iterative process that
requires tight linkages between civilian and military leadership. OSD
and the Joint Staff should work together to ensure future warfighting
concepts are aligned with strategy and policy objectives, providing
sound military options to senior leaders, underpinned by analysis, and
detailed at a level that is sufficient to inform capability
development.
Question. Do you believe it is also important for the Department to
develop a Joint Concept for Competition? If so, why?
Answer. The Department should continue to frame military
competition as one of many elements of competition undertaken as part
of a whole-of-government approach, and focus its efforts in this realm
on ensuring the Joint Force is capable and ready to defeat, if
necessary, major competitor aggression in a potential conflict. Any DOD
concept development related to competition should be scoped
appropriately for DOD's roles and responsibilities. Recognizing the
need for the Department to have capabilities and concepts to counter
adversary hybrid warfare and gray zone competition as part of whole-of-
government efforts, DOD should ensure the Department preserves the
ability to focus investments on key defense capabilities, such as
nuclear modernization, a modernized surface and undersea fleet, space
and cyber capabilities, and long-range conventional strike.
Question. If confirmed, how would you work to ensure that Military
Service Warfighting Concepts are properly nested under the Joint
Warfighting Concept, and that the Military Departments and Services
focus on generating capabilities that support the Joint Warfighting
Concept?
Answer. Appropriate civilian oversight of the development of future
warfighting concepts and the requirements they inform is critical. It
is my understanding that the Military Departments are directly involved
in the development of the Joint Warfighting Concept and its supporting
concepts, and are included in identifying capabilities aligned with the
JWC through the Joint Staff's Joint Requirements Oversight Council. If
confirmed, I would work to ensure that a strategically-aligned and
analytically informed JWC and supporting concepts present meaningful
options to senior leaders through the exploration of alternatives in an
effort to help them understand tradespace in joint capability
development.
Question. In your opinion, what are the biggest challenges to
reorienting force development to more effectively support the 2018 NDS?
Answer. The Department continues to face challenges in the
effectiveness and rigor of the warfighting analysis and concept
development process, both of which are critical to the development and
implementation of meaningful strategic guidance. Additionally, the
Department will continue to require congressional support for difficult
decisions to divest of increasingly costly systems that are
decreasingly relevant to the demands of deterrence and warfighting in
the face of evolving, advanced threats and denied environments.
Question. Do you consider the Department's war gaming capabilities
to be adequate to develop a new Joint Warfighting Concept and implement
the 2018 NDS?
Answer. War gaming, among other analytic tools, is critical for
concept development. If confirmed, one of my top priorities will be
ensuring the Department's decisions to shape, size, and posture the
force are supported by rigorous analysis, to include war gaming, as
appropriate. I understand that the Department's analytic oversight
forums, of which Policy is a core member, are examining the scope of
analytic tools and methodologies necessary to advance the Department's
capabilities in this regard.
Question. If confirmed, what, if anything, needs to be done to
improve the Department's war gaming capabilities, in your view?
Answer. War gaming is an important tool within the Department's
broader analytic ecosystem. If confirmed, I will examine the
Department's war gaming capability and how and in what ways war gaming
results are paired with other tools of analysis, including modeling,
simulations, and experiments, among others. Capable analytic tools are
critical for assessing the effectiveness of proposed concepts and
capabilities against Departmental needs and U.S. strategic objectives.
Question. What is your understanding of the progress DOD has made
in developing, modeling, and validating the joint operational concepts
required to address the challenges identified by the 2018 NDS? Please
explain your answer.
Answer. It is my understanding that the Department uses many
different analytic tools, including campaign-level, mission-level, and
system-level modeling and simulation, military exercises, experiments,
and war games, to assess the effectiveness of operational concepts and
alternative approaches to the operational challenges facing the Joint
Force, as identified in the 2018 NDS. I understand that Department
leadership is currently assessing the strength and capabilities of
these analytic tools and processes. If confirmed, I will seek to ensure
that concepts are supported by the appropriate range of analytic tools
to identify gaps or shortfalls in force design and posture, a crucial
step in addressing key operational challenges posed by our most capable
competitors.
Question. What is your understanding of the Department of Defense's
current organizational structure, capability, and capacity concerning
joint operational concept development?
Answer. It is my understanding that OSD provides appropriate
guidance and oversight to ensure strategic alignment of joint
operational concept development, and that the Joint Staff is leading
the development of joint concepts, in collaboration with the Military
Services and OSD. If confirmed, I will ensure a collaborative and
iterative approach to concept development across the Department to
provide a range of analytically informed options for senior leaders.
Question. If confirmed, what recommendations, if any, would you
make to improve joint concept development?
Answer. Given limited resources, the Department's concept
development must account for future fiscal realities and must balance
among sustaining current systems capable of countering threats at lower
costs, divesting systems that are not fit for purpose, and
recapitalizing and modernizing forces able to contend with threats
posed by increasingly advanced competitors in the long-term. To ensure
the proper balance, concept development should be aligned with
strategic priorities and be resource-informed, and provide options for
future investments in force structure and modernization - all of which
must be underpinned by rigorous analysis.
Question. In your opinion, how can the Department successfully
produce short- and mid-term joint operational concepts that drive
change in the Joint Force in response to identified shortfalls?
Answer. In my opinion, the best way to mitigate near- and mid-term
shortfalls is through innovative approaches to solve specific problems
underpinned by analysis. It is my understanding that Department
leadership is currently assessing its analytic tools and processes,
including a new experimentation mechanism. If I am confirmed, I will
work with the senior leadership to ensure the Department's effort is
aligned with current strategy, and solutions are obtainable in the
near- and mid-term.
Question. In your view, how can DOD best contribute to a ``whole-
of-government'' effort to develop more holistic strategies and
operational concepts--integrating all tools of national power--for
prevailing in competitions short of war?
Answer. The United States is facing a range of challenges which the
Department of Defense cannot, and should not, address alone. The
military should seek to integrate with other instruments of national
power - including diplomatic, economic, and intelligence activities -
to advance priority objectives. If confirmed, I will direct the
Strategy, Plans & Capabilities (SPC) team to work closely with U.S.
interagency partners, and incorporate U.S. interagency considerations
into the work SPC undertakes, to help ensure close cooperation.
joint force requirements
Question. What is your understanding of the Department of Defense's
current process for establishing a prioritized list of Joint Force
requirements derived from the NDS?
Answer. The Vice Chairman of the Joint Chiefs of Staff and the
Joint Staff, via the Joint Requirements Oversight Council (JROC),
oversees the process for establishing Joint Force requirements, which
are then assigned to the Military Services to fulfill. This process
then informs the Military Services' budgets, which are reviewed by the
OSD-led Program and Budget Review process.
Question. If confirmed, what changes, if any, would you make to
this process?
Answer. If confirmed, I will work with the Joint Staff to enable
the appropriate level of civilian involvement in this process,
particularly to ensure it aligns with broader DOD strategic priorities
and ongoing concept development and innovation efforts, and that it is
underpinned by robust analysis.
Question. What is your understanding of the Department's current
process for assessing both U.S. and adversary capabilities?
Answer. Regarding adversary capabilities, the Department works
closely with the intelligence community, the Combatant Commands, the
Military Services, and others to monitor adversary posture, capability,
and other military developments to ensure both civilian and military
leaders, as well as those serving in harm's way, are prepared for
potential threats.
Regarding U.S. capabilities, OSD and the Joint Staff work with the
Military Services to monitor the capability, capacity, and readiness of
the Joint Force in relation to potential future challenges and threats,
informed by scenario-based analysis and other assessment means. The
insights from these assessments inform a variety of budgetary and force
planning processes.
Question. If confirmed, what would be your recommendations, if any,
for improving these processes?
Answer. Given Secretary Austin's direction that China is the
Department's pacing challenge, I will work, if confirmed, with my
colleagues in OSD, the Joint Staff, and the Services to ensure the
Department is appropriately focused in its force planning efforts. This
includes exploring alternatives, providing civilian leadership on a
range of meaningful options, and understanding the sensitivity of our
assumptions.
Question. In your opinion, is this process adequate in identifying
potential solutions (through procurement and concept development),
assigning responsibility for implementing those solutions to the
appropriate organization, and aligning the defense program to strategic
priorities?
Answer. My understanding is that the Department has the necessary,
established force development processes, but that there is certainly
room to improve how they are applied to ensure alignment between
analysis, strategic priorities, and specific responsibilities with
efforts to develop necessary solutions. The Department develops and
promulgates strategic and planning guidance effectively, but its
analytic enterprise must be reformed to be more rigorous, responsive,
and transparent. If confirmed, I would explore how reforms could
improve how this process informs both strategy as well as force
development processes.
Question. If confirmed, what recommendations, if any, would you
make to improve the Department's processes for establishing Joint Force
requirements?
Answer. If confirmed, I will work with the Joint Staff to enable
the appropriate level of civilian involvement in an effort to ensure
the requirements process is aligned with DOD strategic priorities and
ongoing concept development and innovation efforts. I will also work
with the Joint Staff to ensure that the requirements process is
underpinned by robust analysis
Question. In your view, are there specific capabilities the Joint
Force needs to support U.S. interagency approaches to compete below the
threshold of armed conflict?
Answer. The Department's review of its National Defense Strategy
(NDS) should appropriately examine competition below the threshold of
armed conflict, and where defense roles and capabilities are
appropriate and relevant to addressing the unique challenges presented
in this area. If confirmed, I will ensure that NDS priorities in this
regard are reflected fully via the key strategy implementation tools
available, including planning guidance, program decisions, posture, and
security cooperation.
joint force capabilities
Question. The NDS emphasizes long-term strategic competition with
China and Russia. In your assessment, what are the capabilities the
Joint Force needs to prevail in competition with China and Russia?
Answer. The NDS review should result in necessary guidance to the
Department regarding long-term strategic competition. In general, my
view is that the foundation of competition and deterrence must be a
modernized, combat-credible, and resilient Joint Force that leverages
new concepts and innovative approaches. Longer-term research and
development, as well as modernization efforts, must remain a priority
in order to sustain this edge. This approach provides the foundations
of military advantage that enable and support a broad range of U.S.
Government long-term strategic competition efforts.
Question. In your assessment, what are the key areas each Military
Service must improve to provide the necessary capabilities and capacity
to the Joint Force to prevail in long-term strategic competitions with
China and Russia?
Answer. Each Military Service must engage in and support a robust,
responsive, and transparent analytic process to ensure necessary,
strategy-driven Joint Force proficiencies and capabilities for long-
term strategic competition. This includes the ability of the Military
Services to explore the development of new concepts and innovative
capabilities tailored to these evolving challenges.
Question. In your assessment, what capability and/or capacity
shortfalls in the current Joint Force present the most significant
challenge to addressing threats posed by China and Russia?
Answer. If confirmed, I will avail myself of the best analytic
products available in order to make a detailed determination as to key
capability and capacity shortfalls in the current and future Joint
Force. If confirmed, I would oversee Policy's role in shaping the Joint
Force, including through oversight of the NDS review. As such, if
confirmed, my goal in addressing such critical shortfalls will be to
provide thoughtful and rigorous advice to the Secretary and other DOD
leadership regarding how to achieve a strong linkage among strategy,
analysis, concept development, innovation, and program investments,
ensuring the Joint Force is prepared to meet the challenges posed by
China and Russia.
Question. In your assessment, which programs are the highest
priorities for mitigating current and emerging warfighting capability
and/or capacity shortfalls in the Joint Force?
Answer. My assessment would be informed by the emerging findings of
the NDS review and key analytic products. Additionally, new warfighting
concepts, when fully developed, may call for new capability
investments. My general understanding is that the Joint Force must
develop enhanced capability in areas such as long range fires,
resilient joint command and control, improved cyber capabilities,
enhanced space capabilities, and the ability to operate in heavily
contested electromagnetic environments.
Question. In your view, are there additional capabilities that DOD
requires to successfully execute operational concepts in support of the
NDS? Please explain your answer.
Answer. As the NDS review and joint concept development work are
still underway, I can share general thoughts about what I personally
see as critical areas of emerging technology and capability. Artificial
intelligence and advanced computing will likely serve as key enablers
for a wide range of DOD capabilities, including command and control;
intelligence, surveillance, and reconnaissance; and autonomous systems.
In order to implement the next NDS effectively in a sustainable manner
for the coming years, the Department must resource and integrate areas
of technology such as these to ensure critical military advantages in
the face of advanced adversaries and contested environments.
Question. Does DOD have the requisite decision support--analytic
expertise, processes, and tools--to support the Secretary of Defense
and you, if confirmed as the ASD(SPC), in evaluating warfighting return
on investments?
Answer. I believe the Secretary and Deputy Secretary have made
clear that institutional reform and change is required to out-innovate,
out-compete, and, if necessary, out-fight potential threats. If
confirmed, I will review whether the Secretary and other key leaders
are receiving appropriate decision support to inform and shape these
larger efforts, and will determine where improvements may be required.
global force posture
Question. In February, President Biden tasked Secretary Austin to
conduct a global force posture review of the Department's military
footprint, resources, strategy, and missions.
If confirmed, what would be your role in this Global Force Posture
Review?
Answer. If confirmed as the Assistant Secretary of Defense for
Strategy, Plans, and Capabilities, I would lead the implementation of
the 120-day Global Posture Review (GPR), which I understand will
conclude later this summer. I would provide oversight of follow-on
actions resulting from the GPR, including adjustments to rotational and
permanently stationed forces overseas, and the incorporation of longer-
term strategic considerations into the NDS review.
Question. What changes, if any, in the strategic and operational
environment do you think have consequences for how U.S. forces are
postured around the world, particularly in Europe, the Indo-Pacific,
and the Middle East?
Answer. As directed by the President and Secretary Austin, the
Global Posture Review is intended to evaluate the tradeoffs required to
implement our national security priorities. DOD has taken the
President's Interim National Security Strategic Guidance, along with
analysis of the operational environment in which our forces are
positioned around the globe, to assess the alignment of our overseas
posture. As the Secretary has made clear publicly, and as articulated
in the China Task Force's findings, China is DOD's pacing threat and
DOD posture and capability development should prioritize maintaining
DOD's deterrent and warfighting advantage in the Indo-Pacific region.
At the same time, the Department must account for the threat from
Russia and a dynamic threat environment. Any adjustments to overseas
posture would occur through standing global force management processes
after engagement with allies and partners and consultations with
Congress.
Question. In your assessment, will changes to U.S. global force
posture be required to implement the Dynamic Force Employment (DFE)
concept and Global Operating Model concept in the NDS?
Answer. Changes to global force posture are not required to
implement these concepts. However, these concepts will continue to
inform the posture adjustments DOD makes in the future and how DOD
conducts adversary-oriented dynamic deployments.
Question. In your view, does the DFE concept need to be clarified
in order to implement force posture changes?
Answer. DOD has clarified, refined, and implemented the Dynamic
Force Employment (DFE) concept over the past two years. The DFE
construct and execution of numerous DFE events, both joint and with
allies and partners, demonstrate the flexibility and capabilities of
DOD force employment around the world. DOD is in the early stages of
National Defense Strategy review, which will be followed by development
of the Guidance for Employment of the Force. If confirmed, I will work
across DOD Components throughout the development of these strategic
documents to identify opportunities for improving guidance and concepts
for how DOD uses our forces globally.
Question. If so, what sort of clarifications are required, in your
opinion?
Answer. DOD has had success in refining and implementing the DFE
concept over the past two years. If confirmed, I will work to identify
opportunities for improving guidance and concepts for global force
employment..
Question. Both Admiral Davidson, the previous commander of U.S.
Indo-Pacific Command (INDOPACOM) and the newly confirmed INDOPACOM
commander, Admiral Aquilino, indicate that the balance of military
power in the Indo-Pacific has eroded in a way that is more favorable
for China. Do you agree, and if so what elements of U.S. force posture
must be modified to restore a more favorable balance of power for the
United States and its allies and partners?
Answer. I agree that the rapid and ongoing growth of China's
military capabilities poses a serious challenge to the United States. I
believe that solutions to this challenge will require a posture aligned
with credible, analytically supported operational concepts - that is,
forces, capabilities, and infrastructure that effectively address key
operational challenges posed by our most capable adversaries. If
confirmed, I will support the development, assessment, and
implementation of such concepts and posture.
Question. What is your understanding and assessment of the relative
cost and benefits of the permanent versus rotational forces forward
stationed overseas, particularly in Europe and the Indo-Pacific?
Answer. The appropriate balance among forward-stationed,
rotationally deployed, and surge forces, including the costs and
benefits of each, varies from region to region based upon several
factors such as the capabilities required to deter particular threats
and the availability of access and basing in allied and partner
countries. However, each of the three components is vital to our
overall global defense posture. If confirmed, I will review our global
force posture in light of the outcomes from the Global Posture Review
and other strategic guidance to ensure we are striking the proper
balance in enhancing our deterrence against our priority threats, in
close partnership with allies and partners.
Question. What is your understanding and assessment of the
Department of Defense's methodology and assumptions used to evaluate
the relative cost of overseas posture compared to stationing forces in
the United States?
Answer. I have not had an opportunity to review the Department's
methodology and assumptions to evaluate the relative costs of
maintaining U.S. forces overseas, either rotationally or permanently
stationed, compared to maintaining them in the United States. If
confirmed, I will take a close look at the overall global force posture
processes to ensure they are appropriately designed and scoped to
provide recommendations consistent with both strategic and budgetary
guidance.
Question. If confirmed, what actions would you take, or what
changes would you recommend, if any, to the Department's methodology
and assumptions in determining the cost of overseas force posture
compared to forces stationed in the United States?
Answer. If confirmed, I will take a close look at the overall
global force posture processes to ensure they are appropriately
designed and scoped to provide recommendations consistent with both
strategic and budgetary guidance. I will also work closely with
colleagues from the Office of the Under Secretary of Defense
(Comptroller)/Chief Financial Officer and the Office of Cost Assessment
and Program Evaluation to ensure we develop resource-informed
assessments of overseas posture.
Question. Are there any gaps or shortfalls in force size, or
deficiencies in force posture that must be remedied to implement new
operational concepts, in your view?
Answer. I believe that joint concepts are critical to identifying
gaps and shortfalls in force design and posture. Joint concepts that
credibly and effectively address key operational challenges posed by
our most capable adversaries should inform the range of options that we
provide to senior leaders. If confirmed, I will support rigorous
analysis, experimentation, and wargaming to assess our joint concepts,
in order to determine where changes in the capability, capacity,
readiness, and posture of the future joint force may be necessary.
Question. If confirmed, what would be your role in addressing any
gaps, shortfalls, and deficiencies?
Answer. If confirmed, I will support rigorous analysis,
experimentation, and wargaming to assess the Department's concepts for
future warfighting. I will seek to ensure that our operational concepts
are strategy-driven, operationally effective, and informed by joint
requirements. Analytically credible concepts are crucial to identifying
gaps, shortfalls, and deficiencies in our current force, and to
informing combat-credible and cost-effective solutions.
Question. Does DOD have the requisite modeling, simulation,
experimentation, and wargaming processes and tools--to support the
Secretary of Defense and you, if confirmed as ASD(SPC)--in rigorously
testing and validating DOD's force size and posture constructs? Please
explain your answer.
Answer. I am strongly committed to ensuring that the Department's
investment decisions - including on force sizing, capabilities, and
posture - are informed by rigorous analysis across a wide range of
tools. If confirmed, I will take a close look at the Department's
analytical capabilities to ensure they are appropriate to support
senior leaders' decisions on these critical issues.
approaches to strategic competition
Question. The NDS references ``expanding the competitive space.''
Using different approaches, both China and Russia have been successful
competing with the United States below the threshold of armed conflict.
What does ``expanding the competitive space'' mean for competition
with China and Russia?
Answer. My understanding of this concept, which was introduced in
the 2018 NDS, suggests that it sought to focus DOD on identifying and
then leveraging favorable asymmetries that exist between the United
States and our competitors. It also highlighted the need to think
broadly about the approaches and tools the Department should apply as
it seeks to advance defense objectives. Finally, the 2018 NDS also
states that ``effectively expanding the competitive space requires
combined actions with the U.S. interagency to employ all dimensions of
national power.''
Question. What are the capabilities the Joint Force needs to
compete below the threshold of armed conflict?
Answer. Competition with China and Russia is global in scope and
has both military and non-military dimensions. Prioritization of DOD
resources must be bound by DOD's mission and authorities. DOD must
focus on activities and operations, in concert with allies and
partners, that meaningfully enhance military advantage (e.g.,
multilateral exercises, security cooperation, information operations,
special operations, posture enhancements). Enhancing ally and partner
capabilities, interoperability, and resilience is also critical in
order to bolster their resistance to coercion and to enable increased
reliance on them as additions to U.S. capabilities in the event of
aggression.
The NDS also states that ``effectively expanding the competitive
space requires combined actions with the U.S. interagency to employ all
dimensions of national power. We will assist the efforts of the
Departments of State, Treasury, Justice, Energy, Homeland Security,
Commerce, USAID, as well as the Intelligence Community, law
enforcement, and others to identify and build partnerships to address
areas of economic, technological, and informational vulnerabilities.''
Question. In your view, has the interagency been effective in
planning and executing whole-of-government efforts to expand the
competitive space? Please explain your answer.
Answer. I believe that U.S. departments and agencies have made
notable progress in advancing national objectives by pitting U.S.
strengths against competitor weaknesses. For example, diplomatic
initiatives such as work in the Quad format (Australia, India, Japan,
and the United States) provide a powerful example of how multilateral
cooperation can be used to address common security challenges. Another
example is the Russian Influence Group, co-chaired by U.S. European
Command and the Department of State, which identifies whole-of-
government solutions to counter Russian threat networks.
Question. If confirmed, what recommendations, if any, would you
have to better employ all dimensions of national power in competing
with and countering Chinese and Russian hybrid and malign influence
operations?
Answer. I believe further prioritization of key challenges and
opportunities, increased clarity and shared understanding of
responsibilities and authorities across the U.S. interagency, and
better information sharing and integration of efforts can help to
further strengthen our collective ability to advance key national
objectives.
nuclear and missile defense policy and posture
Question. The 2018 Nuclear Posture Review (NPR) reaffirmed long-
held American doctrine that includes limiting the use of nuclear
weapons to ``extreme circumstances'' and the need to maintain the
nation's nuclear triad of land-, sea-, and air-based capabilities. The
NPR also recommended the development of a low-yield nuclear weapon to
deter threats from Russia, and potentially, the return of a nuclear
sea-launched cruise missile to the Navy fleet.
Question. Do you agree with the 2010 and 2018 NPRs that nuclear
weapons should only be used under extreme circumstances to protect
vital interests?
Answer. Yes.
Over the past eight years, China, Russia, and North Korea all have
expanded and modernized their nuclear arsenals, and all are continuing
to do so.
Question. Given these actions and the increasing nuclear threat to
the United States and its Allies, do you believe it is prudent to
significantly alter U.S. policies that have helped deter nuclear
aggression for more than 70 years?
Answer. If confirmed, I would be responsible for completing the
National Defense Strategy and associated strategic reviews, including a
nuclear posture review. This review provides an opportunity to ensure
our nuclear policy and posture is appropriately aligned with the
current and future security environment.
In November 2020, NATO's Secretary General stated that, ``Simply
giving up our deterrent without any guarantees that others will do the
same is a dangerous option because a world where Russia, China, North
Korea and others have nuclear weapons, but NATO does not, is not a
safer world.''
Question. Do you agree with the Secretary General that the world is
a safer place due to the existence of an effective U.S. nuclear
deterrent and the extended deterrence assurances we provide to our
allies? Please explain your answer.
Answer. I agree with the Secretary General's statement that the
world is a safer place due to the existence of an effective U.S.
nuclear deterrent and the extended deterrence assurance we provide to
our Allies. The fundamental purpose of NATO's nuclear capabilities is
to preserve peace, prevent coercion, and deter aggression.
As Secretary Austin has repeatedly said, our Allies are a force
multiplier and a strategic advantage that none of our competitors can
match. With this, the United States has long committed to extending
nuclear deterrence to a number of treaty Allies. U.S. nuclear weapons
should remain in NATO countries and have contributed to deterrence
efforts for the past 50 years.
U.S. nuclear forces are nearing the end of their useful lives.
These capabilities must be updated over the next 20 years if we are to
maintain a viable nuclear deterrent. This update, largely a one-for-one
replacement of our existing force, stands in sharp contrast to Russia's
and China's efforts to update their nuclear arsenals, which efforts the
current Commander of United States Strategic Command has characterized
as a ``. . . breath-taking expansion of military capabilities.'' This
expansion has also coincided with an increasing role for nuclear
weapons in their defense strategies.
Question. What is your understanding of the state of Russia's and
China's nuclear forces?
Answer. I understand that Russia has completed a majority of its
planned modernization of its strategic forces and is pursuing new
strategic range nuclear systems. I am aware that Russia is poised to
increase the size of its theater and tactical nuclear weapons arsenal,
and that China is rapidly increasing the quality and quantity of its
nuclear forces.
If confirmed, I will ensure these nuclear programs receive
appropriate analysis and attention in our strategic reviews. Our
policy, posture, and strategy must be informed by the strategic
rationale behind Russian and Chinese programs, and must appropriately
address these improved capabilities to ensure our deterrence posture
remains strong and credible.
Question. Do you believe that Russia's and China's ongoing nuclear
modernization and expansion efforts pose an increasing threat to the
United States and its Allies? Please explain your answer.
Answer. Yes. I believe that the United States faces an increasingly
complex global security environment where both China and Russia have
demonstrated their capability and intent to advance their interests at
the expense of the United States and our allies and partners. Secretary
Austin has described China as the pacing threat as they have rapidly
become more capable and assertive. China's nuclear modernization
presents an increasing challenge for the United States. Russia's
conventional and nuclear modernization programs are also adding new
systems that undermine strategic stability and threaten the United
States and its allies and partners.
Question. Do you agree with the assessment of the past four
Secretaries of Defense that nuclear deterrence is DOD's highest
priority mission and that modernizing our Nation's nuclear forces is a
critical national security priority? Please explain your answer.
Answer. As both Secretary Austin and Deputy Secretary Hicks
testified, I believe that nuclear deterrence is DOD's highest priority
mission, and that nuclear modernization of the triad is critical to
U.S. national security. If confirmed, I fully support modernizing the
triad.
Question. Our Allies have been historically concerned that the
adoption of a ``no first use policy'' for U.S. nuclear weapons would
signal a weakening of extended deterrence assurances. What are your
views on the propriety of a ``no first use'' policy?
Answer. It is my view that the United States' declaratory policy
should advance our nuclear policy objectives, support our deterrence
strategy, and credibly assure allies and partners as to our continued
extended deterrence commitments to them. Declaratory policy plays an
important part in demonstrating our commitment to our allies and
providing assurances and our commitment to extended deterrence should
remain strong. If confirmed, I am committed to robust consultation with
our allies and ensuring that our commitment to our allies remains rock-
solid, and is perceived as such.
Question. What are your views on a sole purpose doctrine for
nuclear weapons?
Answer. It is my view that the United States' declaratory policy
should support our policy objectives, support our deterrence strategy,
and credibly assure allies and partners as to our continued extended
deterrence commitments to them.
In keeping with past practice for incoming Administrations, the
Department will review U.S. nuclear posture and I expect this will
include declaratory policy. This type of review will afford the
Department an opportunity to consider the views of allies and to assess
whether the conditions exist today for the United States to adopt an
alternative declaratory policy safely.
Ultimately, I understand that any change to U.S. declaratory policy
would be made by the President.
Question. Do you agree with Secretary Austin that modernizing each
leg of the nuclear triad and the Department of Energy (DOE) nuclear
weapons complex is a critical national security priority? Please
explain your answer.
Answer. I agree with Secretary Austin that we must modernize each
leg of the nuclear triad while doing so in a cost-effective and
judicious manner. I also agree that the DOE nuclear weapons complex is
at the very heart of our nuclear deterrent. Maintaining a credible,
reliable, safe, and effective nuclear capability is of the utmost
importance and remains vital to U.S. national security, and the
security of our allies. It is my understanding that this is why the
fiscal year 2022 budget invests in nuclear modernization efforts.
Question. Do you believe the current program of record is
sufficient to support the full modernization of the nuclear triad,
including delivery systems, warheads, and infrastructure? Please
explain your answer.
Answer. I believe that the triad remains critical to our Nation's
defense. If confirmed, I will request immediate briefings on the
current program of record, including requirements and modernization
plans, costs, and schedules. I am committed to ensuring we have a safe,
secure, and effective nuclear deterrent and I anticipate that the
current modernization programs will be a part of the Administration's
upcoming nuclear posture review.
Question. Do you support the continuation of the W93 program and
the parallel efforts to collaborate with the United Kingdom in the
maintenance of its independent nuclear deterrent? Please explain your
answer.
Answer. In my view, the United States has a special relationship
with the United Kingdom, and the UK's sea-based deterrent contributes
to NATO's collective defense. The UK's nuclear forces remain a key
contributor to NATO's nuclear deterrent posture.
Although I anticipate further briefings on the topic, if confirmed,
I expect to work closely with all of our allies, including the United
Kingdom, to ensure both their continued security and the continued
security of the United States.
Question. What is your view of the assertion that if the ICBM leg
of the triad is allowed to age out and fails to meet U.S. STRATCOM
requirements, the United States would have a monad comprising our
submarine force, but not a dyad, given that our bombers are not on
alert day-to-day?
Answer. I personally support maintaining an effective and credible
nuclear triad of land, air, and sea-based platforms; I am committed to
modernizing the nuclear triad. As Secretary Austin has stated, updating
and overhauling our nation's nuclear forces in a cost-effective and
judicious manner is a critical national security priority.
Question. ADM Richard has testified that if the ICBM leg of the
triad is allowed to age out and not meet STRATCOM requirements he would
recommend re-alerting our bombers to be more responsive and improve the
survivability of the force. What are your views of this recommendation?
Answer. I am aware that Admiral Richard testified on this
recommendation. It is my understanding that the fiscal year 2022 budget
request invests in nuclear modernization efforts, including the inter-
continental ballistic missile (ICBM)-leg of the triad, and that
modernization programs will be reviewed in the context of our strategic
reviews. If confirmed, I will request immediate briefings on the
current program of record to understand more fully any performance and
schedule risks related to the land-based leg of the triad.
missile defense
Question. The United States enjoys a measure of protection against
ballistic missile threats from rogue nations like North Korea and Iran,
but the threat from Russian and Chinese ballistic, cruise, and
hypersonic missiles against U.S. forces, allies, and the U.S. homeland
continues to grow. The 2019 Missile Defense Review (MDR) codified
existing policy on missile defense and endorsed follow-on actions to
improve U.S. capability.
What are your views on the relationship between missile defense and
nuclear deterrence?
Answer. The relationship between U.S. missile defense and the U.S.
nuclear arsenal is complementary --both capabilities are essential to
deterring an attack against the United States. U.S. nuclear weapons
present a credible threat of response to a nuclear attack, or threat of
attack, against any adversary. U.S. missile defenses provide deterrence
and, if necessary, damage limitation against a limited nuclear attack
by a rogue country, such as North Korea, and serve as a means of
strengthening extended deterrence and assurance for allies threatened
by North Korea.
Question. In your view, are U.S. capabilities, in both quantity and
quality, adequate to ensure the protection of U.S. and allied forces
deployed in the European AOR from Russian ballistic and cruise
missiles?
Answer. Integrated Air and Missile Defense (IAMD) plays an
important role in deterring and mitigating adversary anti-access/area
denial (A2/AD) capabilities. Russia is investing in an A2/AD strategy
to impede our freedom of movement in Europe. If confirmed, I will work
with our European Allies and partners to ensure we have the right
capacity, capabilities, and posture needed to address Russia's
capabilities and ensure our freedom of movement in theater.
Question. In your view, are U.S. capabilities, in both quantity and
quality, adequate to ensure the protection of U.S. and allied forces
deployed in the Indo-Pacific AOR from Chinese ballistic and cruise
missiles?
Answer. The regional missile threat posed by China is growing. The
Department is actively working with allies and partners to enhance
regional missile defense efforts. Our cooperation strengthens
deterrence and provides assurance essential to the unity of our
alliances which are threatened by missile coercion and attacks. If
confirmed, I will seek to work with relevant combatant commands, as
well as allies and partners, to ensure we are postured to address
threats to our interest in this key region.
Question. How do you view the role of missile defense in
implementation of the NDS?
Answer. Missile defense is an important component of our national
defense strategy. Homeland ballistic missile defense protects the
United States from nuclear coercion or attack from rogue states,
thereby strengthening our respective alliance security architecture.
Regional missile defenses strengthen our deterrence and defense
postures, and help ensure freedom of maneuver and effective combat
operations by offering a measure of protection for deployed forces,
allies and partners, and critical infrastructure abroad.
Question. Do you believe missile defense policy should be limited
to countering only rogue nations, such as North Korea and Iran?
Answer. I support longstanding U.S. policy to rely on nuclear
deterrence to safeguard the United States against large-scale strategic
missile threats from Russia and China, and to pursue missile defense
against a more limited threat, such as from North Korea.
Question. The recent FTM-44 test, in which an AEGIS system was able
to destroy an ICBM in flight raises the possibility of a layered
missile defense of Ground Based Interceptors, Aegis and THAAD. What are
your views on a layered missile defense?
Answer. Any decision to bolster homeland defense with new or
existing capabilities will require weighing its cost, feasibility, and
potential impacts on strategic stability against the potential added
benefit to security. If confirmed, I will work to ensure that the
Department will use congressionally-directed layered homeland defense
analysis to help determine the proper mix of capabilities to defend the
homeland against the rogue state threat.
Question. What are your views on the requirement for a missile
defense system to protect Guam--a system other than, or in addition to
THAAD?
Answer. I understand the Department is nearing completion of in-
depth analysis regarding missile defense options for the defense of
Guam. If confirmed, I will work with DOD components to evaluate these
options in an effort to ensure the best solution is formulated given
operational requirements, costs, and relevant policy considerations.
Question. What are your views on the necessity and propriety of
maintaining a Homeland Defense Radar for Hawaii?
Answer. It is my understanding that Hawaii is currently protected
by our missile defense system but that the Homeland Defense Radar-
Hawaii (HDR-H) could improve our defense capabilities for Hawaii
against advancing rogue state missile threats. The defense of Hawaii is
important, and, if confirmed, I will work with the Department's
civilian and military leadership to develop effective and affordable
systems to enhance our capabilities against these evolving threats.
Question. What are your views regarding the Next Generation
Interceptor program?
Answer. Defense of the homeland is a DOD priority. The Department
must provide reliable and cost-effective missile defenses and continue
to develop more reliable defenses as early as possible, and the Next
Generation Interceptor (NGI) is a key element of this. If confirmed, I
will monitor the NGI acquisition plan closely and ensure that it
adequately addresses the threat, and aligns with the Administration's
policies.
climate change
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 have a major role in implementing
this guidance.
What is your understanding of the ways that climate change poses a
risk to national security and the Department's responsibility to
prepare for its impacts?
Answer. Climate and environmental security risks pose unique
challenges to the U.S. homeland and DOD initiatives overseas. Many of
our allies and partners face similar challenges. As the President
directed, climate-related factors will be incorporated into our
strategic planning efforts. If confirmed, I will seek to bring
increased focus on the effects of climate change, including through the
NDS review. The Department should work closely with the Intelligence
Community, other U.S. departments and agencies, and our allies and
partners to identify and address acute risks that a changing climate
poses to the Department's ability to advance priority defense
objectives. If confirmed, I will also support the Department's efforts
to lead on climate change, including by addressing our carbon footprint
and incentivizing the development of climate-friendly technologies.
Question. If confirmed, what are your views on incorporating the
security implications of climate change into the Department's risk
analyses, strategy development, and planning guidance?
Answer. Addressing climate change is among the Biden
Administration's top priorities. If confirmed, I would work to
implement the President and Secretary Austin's direction to integrate
climate change considerations into risk analyses, strategy development,
and planning guidance. The Department can also be a platform for
positive change, developing climate-friendly technologies at scale.
stability operations
Question. In your view, what are the key lessons learned from the
stability operations conducted in Iraq, Syria, and Afghanistan?
Answer. I believe U.S. military efforts should, in the first
instance, complement a broad national approach. It is also in our
interests to ensure the Department embarks upon major initiatives with
clear priorities, effective planning (cognizant of underlying
political, economic, and social issues), and regular built-in
assessment processes.
Question. What do you believe is the proper role for the Department
of Defense in the planning and conduct of stability operations in
future contingencies?
Answer. President Biden's Interim National Security Strategy
Guidance makes clear the need to make smart, disciplined choices about
the responsible use of our military, and to ensure that diplomacy,
development, and economic statecraft are the leading instruments of
American foreign policy. From a roles and responsibilities perspective,
the Department of State leads U.S interagency stabilization efforts,
with U.S. Agency for International Development being the lead
implementing agent, and DOD in support.
defense security cooperation
Question. DOD's contribution to strengthening alliances and
partnerships comprises a wide range of programs and activities designed
to improve security cooperation and foster interoperability and
preparedness. These programs include foreign military sales, foreign
military funding, exercises and training events, military-to-military
exchanges, and partnering to develop key technological capabilities.
What is the appropriate role of the Department of Defense in the
conduct of security sector assistance?
Answer. Aligned with whole-of-government security sector assistance
efforts, Department of Defense security cooperation tools bolster ally
and partner capabilities for defense, advance shared national security
interests through addressing regional security challenges, and
strengthen relationships with key allies and partners. DOD security
cooperation, developed and executed in coordination with the State
Department, serves to reinvigorate and modernize U.S. alliances and
partnerships, reinforcing a critical American asymmetric advantage in
strategic competition.
Question. What should be the Department of Defense's relationship
with the Department of State in the conduct of these activities?
Answer. Effective DOD security cooperation aligns with and advances
broader U.S. foreign policy objectives driven by the Department of
State. Ensuring this alignment requires thorough collaboration with the
Department of State through interagency processes and regular
engagement between the two departments at all levels.
Question. What should be the strategic objectives of the Defense
Department's efforts to build the capabilities of a partner nation's
security forces?
Answer. DOD building partner capacity efforts should focus on
enhancing ally and partner capabilities to effectively operate
alongside and in lieu of U.S. forces to address shared national
security challenges. Security cooperation investments should be
targeted to advance broader goals in strategic competition.
Question. What steps, if any, would you recommend for ensuring that
the Defense Department's strategy for security cooperation in each of
the geographic combatant commands is fully aligned with the NDS?
Answer. I understand the Office of the Under Secretary of Defense
for Policy (OUSD Policy), as delegated by the Secretary of Defense
pursuant to 10 U.S.C. Section 382, has made meaningful progress in
advancing the strategic oversight of security cooperation activities
since the reforms codified by the National Defense Authorization Act
for Fiscal Year 2017. If confirmed, I will review existing processes
and assess whether additional guidance may be necessary to ensure DOD
security cooperation activities are developed, executed, and assessed
in alignment with the forthcoming National Defense Strategy.
Question. In your view, is the Defense Department appropriately
organized and resourced to effectively conduct such activities?
Answer. DOD security cooperation investments are essential to the
national security strategic goal of reinvigorating and modernizing U.S.
alliances and partnerships. If confirmed, I will support the Under
Secretary of Defense for Policy's responsibility for oversight of
strategic policy, guidance, and resource allocation for security
cooperation programs and assess whether organizational or resource
adjustments may be necessary in support of DOD strategic priorities.
Question. If not, what changes would you recommend, if confirmed?
Answer. If confirmed, I will assess whether there are any
additional organizational, legislative, or resource adjustments that
are necessary for the effective implementation and strategic oversight
of Department of Defense security cooperation activities.
command climate survey
Question. If confirmed, would you plan to administer a command
climate survey to the workforce under your leadership and management?
Answer. Yes. I believe conducting a survey into the command climate
of the workforce will provide insight to the organization and serve as
a touchpoint for how a safe, respectful, and productive environment can
be sustained and improved.
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 OUSD(P)?
Answer. I have not had the opportunity to conduct an assessment of
the current climate regarding sexual harassment and gender
discrimination in the OUSD(P). If confirmed, as one of the senior
leaders in the OUSD(P), I would view it as my responsibility to ensure
a safe and respectful workplace is afforded to all employees.
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 ASD(SPC)?
Answer. The safety and security of the employees of the Office of
the Assistant Secretary of Defense for Strategy, Plans, and
Capabilities, and the Department of Defense as a whole, are of the
greatest importance. If confirmed, and if I were to receive a complaint
of sexual harassment or discrimination, I would first ensure that the
complainant was given respect and received in a safe, private place.
Additionally, I would work with all of the resources available,
including legal staff, the human resources office, and the employee's
supervisory chain to support the employee concerned and to resolve the
complaint appropriately. Each member of the SPC workforce deserves a
safe, and respectful workplace free from abuse of any kind. If
confirmed, I will communicate my expectations of this standard of
respect and professionalism and that any allegations be addressed
properly.
congressional oversight
Question. In order to exercise legislative and oversight
responsibilities, it is important that this committee, its
subcommittees, and other appropriate committees of Congress receive
timely testimony, briefings, reports, records--including documents and
electronic communications, and other information from the executive
branch.
Do you agree, without qualification, if confirmed, and on request,
to appear and testify before this committee, its subcommittees, and
other appropriate committees of Congress? Please answer with a simple
yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
provide this committee, its subcommittees, other appropriate committees
of Congress, and their respective staffs such witnesses and briefers,
briefings, reports, records--including documents and electronic
communications, and other information, as may be requested of you, and
to do so in a timely manner? Please answer with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
consult with this committee, its subcommittees, other appropriate
committees of Congress, and their respective staffs, regarding your
basis for any delay or denial in providing testimony, briefings,
reports, records--including documents and electronic communications,
and other information requested of you? Please answer with a simple yes
or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
keep this committee, its subcommittees, other appropriate committees of
Congress, and their respective staffs apprised of new information that
materially impacts the accuracy of testimony, briefings, reports,
records--including documents and electronic communications, and other
information you or your organization previously provided? Please answer
with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, and on
request, to provide this committee and its subcommittees with records
and other information within their oversight jurisdiction, even absent
a formal Committee request? Please answer with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
respond timely to letters to, and/or inquiries and other requests of
you or your organization from individual Senators who are members of
this committee? Please answer with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
ensure that you and other members of your organization protect from
retaliation any military member, federal employee, or contractor
employee who testifies before, or communicates with this committee, its
subcommittees, and any other appropriate committee of Congress? Please
answer with a simple yes or no.
Answer. Yes.
______
[Questions for the record with answers supplied follow:]
Questions Submitted by Senator Mazie K. Hirono
defense strategy, plans and capabilities
1. Senator Hirono. Dr. Karlin, if confirmed, you will develop the
next National Defense Strategy (NDS) and conduct DOD's Global Force
Posture (GFP) Review. Keeping the Pacific Deterrence Initiative in
mind, how will you assess the top line number of Navy ships needed in
order to align with the next NDS or GFP?
Dr. Karlin. If confirmed, I will ensure the next National Defense
Strategy and any future Global Posture Review consider and assess the
future capacity of the Navy's fleet, as it is a critical aspect of the
ability of the Joint Force to implement strategic goals and deter
conflict. The primary factor I would use in assessing the future fleet,
in the context of strategy formulation, would be overall fleet
capability in key potential scenarios, and how the Navy operates as
part of the overall Joint Force, in the future threat environment. This
approach must also account for the impact of new operational concepts
and emerging technology.
__________
Questions Submitted by Senators Jeanne Shaheen and Roger F. Wicker
afghanistan
2. Senators Shaheen and Wicker. Dr. Karlin, interpreters and other
Afghan citizens who assisted U.S. and coalition forces are in danger as
we complete our withdrawal from Afghanistan. Although the
Administration and the Department of Defense have stated that they are
taking robust measures to evacuate these individuals and their families
in a timely manner, we have yet to see a detailed plan or any real
action in country. If confirmed, what specific steps do you want to see
the Department and the Administration as a whole take to ensure the
safe, timely evacuation of our Afghan partners whose lives are now at
risk?
Dr. Karlin. I agree that it is critically important that the U.S.
Government respond appropriately to expedite the processing of Afghan
Special Immigrant Visa (SIV) applications, including by relocating
applicants and their immediate family members to the United States in a
timely manner, once they have passed certain thresholds. If confirmed,
I will advocate for the Department of Defense to provide all
appropriate support to the establishment of temporary waypoints for SIV
applicants to complete their visa processing. I also agree that it is
important to work with our allies and partners to identify these
temporary locations so we can assist those Afghans who helped us to
counter terrorism over the past 20 years.
__________
Questions Submitted by Senator Dan Sullivan
readiness
3. Senator Sullivan. Dr. Karlin, 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?
Dr. Karlin. Yes, if confirmed, I commit to working closely with the
Committee, and within the Department, in order to ensure the Joint
Force has the enhanced readiness it needs for near-term contingencies,
as well as for retaining a decisive edge for future conflicts.
strategy driven budget
4. Senator Sullivan. Dr. Karlin, the National Defense Strategy
Commission report, the two previous Senate-confirmed Secretaries of
Defense, and the previous and current Chairman of the Joint Chiefs of
Staff 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?
Dr. Karlin. Yes, if confirmed, I will strongly advocate for both an
approach and a set of program review decisions that will result in a
strategy-driven budget. The Department must achieve a strong linkage
among strategy, analysis, concept development, innovation, and program
investments.
great power competition in the arctic
5. Senator Sullivan. Dr. Karlin, given the National Defense
Strategy's focus on great power competition and increased Russia and
Chinese activity in the Arctic, would you agree that the Arctic is an
emerging front-line for great power competition and rivalry? Please
elaborate.
Dr. Karlin. The Arctic is a region of geopolitical competition. I
have serious concerns about the Russian military buildup and aggressive
behavior in the Arctic--and around the world. New military
infrastructure and capabilities in the Arctic include early warning
sensors, air defense systems, and airfields. Likewise, I am deeply
concerned about Chinese intentions in the region, which primarily
relate to developing Arctic resources, including energy, minerals, and
living marine resources. If confirmed, I will assess the situation and
consult with allies and partners on the strategy, posture, and
capabilities required to enable a stable and open Arctic region, as
well as to protect the homeland and our economic interests to deter
aggression.
6. Senator Sullivan. Dr. Karlin, in your personal opinion, what
makes Alaska an important strategic region for the United States, and
why would our adversaries want to limit our presence and power
projection capabilities in the Arctic region? Please elaborate.
Dr. Karlin. Alaska's proximity to the Arctic, Russia, East Asia,
and the Bering Strait makes it a strategically important state. I
believe this importance will continue to increase given that melting
sea ice is allowing increased Chinese and Russian presence in the
Arctic region--particularly passage through the Arctic between the
narrow Bering Strait and Atlantic Ocean--access that could alter the
strategic balance of the region. Moreover, I have seen firsthand the
critical role that Alaska plays for both US military training and
exercises, and for allies and partners as well. If confirmed, I will
assess Chinese and Russian plans and capabilities further, and consult
with allies and partners on the strategy, posture, and capabilities
required to ensure a stable and open Arctic, as well as to protect the
homeland, support efforts to protect our economic interests, and deter
any aggression.
missile defense
7. Senator Sullivan. Dr. Karlin, if confirmed, you will be
responsible for the Missile Defense Review. During Secretary Austin's
confirmation process he affirmed, ``Defense of the Homeland is a key
priority for DOD and missile defense is a CENTRAL component of this
mission.'' Deputy Secretary Hicks provided a similar statement prior to
confirmation, and you seem to align with this position in your advance
policy questions. Would you agree with the statements made by Secretary
Austin and Deputy Secretary Hicks, and do you support robust funding
for its modernization? Please elaborate on your views of missile
defense and its contributions to our national security.
Dr. Karlin. I agree that defense of the Homeland is a key priority
for DoD and that missile defense is a central component of that
mission. If confirmed, I will support modernizing the force with
capabilities such as the Next Generation Interceptor. I understand that
the Missile Defense Review is underway and, if confirmed, I will ensure
that the policies set forth in the MDR enable effective defense of the
nation as well as align with the Administration's principles and
priorities.
8. Senator Sullivan. Dr. Karlin, in Admiral Davidson's statement
for the record--presented to this committee during the INDOPACOM
posture hearing--he highlighted that: `` . . . North Korea will remain
our most immediate threat.'' Admiral Davidson went on to state,
``Pyongyang maintains a diverse and growing missile inventory, and
North Korea unveiled several new ballistic systems . . . including two
SLBMs [submarine launched ballistic missiles] and an ICBM
[intercontinental ballistic missile].'' Finally, Admiral Davidson
concluded that, ``Pyongyang's missile research and development efforts
. . . are consistent with the regime's stated objective of being able
to strike the U.S. Homeland.'' Provided this characterization, and the
very real and growing missile threat posed by North Korea, will you
commit to prioritizing and accelerating modernization and fielding of
our Homeland missile defense systems to include the Next Generation
Interceptor?
Dr. Karlin. Defense of the homeland is a DoD priority. The
Department must provide reliable and cost-effective missile defenses
and continue to develop more reliable defenses as early as possible and
NGI is a key element of this. DoD is committed to defending the U.S.
against missile threats from North Korea and Iran, and initiated the
development of the NGI to improve reliability and capability of our
missile defenses.
national defense strategy
9. Senator Sullivan. Dr. Karlin, if confirmed, you will have
primary responsibility for revising the 2018 National Defense Strategy.
This bipartisan strategy has been a guiding document both for the
Senate Armed Services Committee and the Department over the past few
years. I request that you regularly consult the members of this
committee as you revise the current NDS to ensure we maintain that
bipartisanship upon publication of the next version. Also--you will
note--in the 2018 NDS, there is no mention of the Arctic while many
other regions, to include the Indo-Pacific and Europe, are discussed at
length. Can I get your personal commitment--if confirmed--to
sufficiently account for the Arctic, its geostrategic location, and
combat-credible forces, in the next iteration of the NDS?
Dr. Karlin. If confirmed, I commit to consulting regularly with the
members of this committee as I help to revise the National Defense
Strategy. If confirmed, I would also help ensure the National Defense
Strategy review process carefully assesses the changing geostrategic
significance of the Arctic region and properly deals with the issues
related to the combat-credible forces that operate in, from, and
through the Arctic region.
alaska-based forces
10. Senator Sullivan. Dr. Karlin, Alaska is closer in proximity to
the Indo-Pacific than it is to Washington, DC. In fact, Alaska is
closer to Korea AND Japan than Hawaii or Australia. Alaska-based
forces--under the operational control of INDOPACOM, which includes the
4-25 Airborne Brigade Combat team (BCT0, 1-25 Stryker BCT, and the
soon-to-be 100 5th-generation combat-coded fighters--are strategic
forces that will be needed in any competition, crisis, or conflict with
China. With this in mind, what role do you see Alaska-based forces
playing in the Indo-Pacific?
Dr. Karlin. Alaska's proximity to the Indo-Pacific makes the state
a strategically important region for our country. Alaska-based forces
provide strategic advantages across the entire national defense
spectrum, providing deterrence to potential aggressors and security to
our allies. These air and ground assets, and their support systems,
must be located where they can most efficiently meet COCOM
requirements, and provide the flexibility for contingency operations.
__________
Questions Submitted by Senator Josh Hawley
strategy of denial
11. Senator Hawley. Dr. Karlin, Secretary Lloyd Austin wrote
earlier this year that ``combat-credible, forward deterrent posture is
instrumental to the U.S. military's ability to deter, and if necessary,
deny a fait accompli scenario.'' Deputy Secretary Kathleen Hicks, Under
Secretary Colin Kahl, U.S. Indo-Pacific (INDOPACOM) Commander Admiral
John Aquilino, and former INDOPACOM Commander Admiral Philip Davidson
have since reaffirmed Secretary Austin's emphasis on denial and
testified that a strategy of denial is essential for deterring Chinese
aggression. Do you agree that a strategy of denial is essential for
deterring Chinese aggression? Please explain your response.
Dr. Karlin. I agree that deterrence by denial is among the most
effective ways to deter ``fait accompli'' scenarios. Based on a careful
assessment of the security environment and the various challenges that
China poses, such as its coercive behavior, the Department will need to
continue to consider a range of complementary deterrence approaches,
including denial, cost imposition, and entanglement and apply them
appropriately in concert with allies and partners and as part of a
whole-of-government approach to address threats to our interests.
______
[The nomination reference of Dr. Mara E. Karlin, follows:]
[GRAPHIC NOT AVAILABLE IN TIFF FORMAT]
______
[The biographical sketch of Dr. Mara E. Karlin, which was
transmitted to the Committee at the time the nomination was
referred, follows:]
[GRAPHIC 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 Dr. Mara E.
Karlin in connection with her nomination follows:]
[GRAPHIC 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 NOT AVAILABLE IN TIFF FORMAT]
______
[The nomination of Dr. Mara E. Karlin was reported to the
Senate by Chairman Reed on July 27, 2021, with the
recommendation that the nomination be confirmed. The nomination
was confirmed by the Senate on August 9, 2021.]
______
[Prepared questions submitted to Mr. Michael L. Connor 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 (ASA(CW))?
Answer. The Army Civil Works program is extremely complex and
diverse; and includes activities involving navigable waterways, flood
risk management, ecosystem restoration, and hydropower. If confirmed, I
understand that I will be the principal advisor to the Secretary of the
Army for the Civil Works program. The Assistant Secretary of the Army
for Civil Works (ASA(CW)) establishes the strategic direction for the
program and has primary responsibility for the oversight of the Army
Civil Works program functions. I understand that the ASA(CW) provides
policy direction and budgetary oversight to the U.S. Army Corps of
Engineers in the execution of the Civil Works program and coordinates
with senior leadership of other federal agencies with related missions.
Question. What background and experience do you possess that
qualify you to perform these duties?
Answer. I was formerly the Deputy Secretary of the Department of
the Interior and Commissioner of the Bureau of Reclamation (2009-2017).
In those roles, I gained extensive experience in directing strategy and
managing a large federal water resources agency responsible for
significant infrastructure assets associated with water resource and
energy development. As Deputy Secretary, I was the Chief Operating
Officer at Interior, responsible for approximately 70,000 employees and
an annual budget in excess of $13 billion. At Reclamation, I managed
approximately 6,000 employees and an annual budget in excess of $1
billion. These positions also provided extensive experience in working
directly with the U.S. Army Corps of Engineers (USACE). At Reclamation,
I worked closely with USACE in developing climate resilience
strategies, coordinating flood control and water management operations
in numerous river basins, engaging in river restoration projects, and
collaborating on dam safety risk management efforts. As Deputy
Secretary, I worked with USACE in its regulatory role pursuant to the
Clean Water Act and Rivers and Harbors Act. As Counsel to the U.S.
Senate Energy and Natural Resources Committee, I worked on a number of
legislative initiatives related to USACE authorities that were enacted
into law in annual appropriations bills and biennial Water Resources
Development Acts. Finally, I am a recognized national expert in water
resources and Federal Indian law with significant experience in all
major federal environmental laws that affect USACE operations and
facilities. In sum, my extensive Federal experience coupled with other
work and my educational background as both an engineer and lawyer,
provide a unique set of qualifications to perform the duties of the
ASA(CW).
Question. Do you believe that there are actions you need to take,
if confirmed, to enhance your ability to perform the duties of the
ASA(CW)?
Answer. I believe my background and experience have prepared me
well for the position of ASA(CW). To effectively perform these duties,
I will need to immerse myself in the details associated with the Corps
projects, programs, and budgets, as well as engage closely with
headquarters and field leadership to better understand the details and
issues associated with those projects, programs, and budgets. I will
also have to make myself available to the constituencies outside
government who rely on, and consistently interact with USACE in it
various roles.
Question. If confirmed, what additional duties and functions would
you recommend the do Secretary of the Army prescribe for you?
Answer. At this time, I do not have enough information to identify
specific additional duties or functions that I would recommend that
Secretary Wormuth prescribe for me, if confirmed. However, I will
provide unwavering support to the Secretary for the priorities she sets
for the Army, including those that apply to the Civil Works program.
major challenges and problems
Question. In your view, what are the major challenges that will
confront the next ASA(CW)?
Answer. In my view, the major challenges that will confront the
next ASA(CW) involve: greater demands on our Nation's water supply, an
aging water resources infrastructure, adequacy of flood and coastal
storm protection against extreme weather events, resource constraints,
and ensuring appropriate environmental protections as part of
addressing those challenges. If confirmed, I look forward to addressing
these challenges with the Administration, the Congress, and the Army's
cost-sharing partners.
Question. If confirmed, what plans, management actions, and
timelines would you have for addressing these challenges?
Answer. The additional demands on our nation's water resources are
exacerbated by the challenges of an aging water resources
infrastructure. The Corps must consider the impacts of climate change
so that improvements to this infrastructure will not only meet the
needs of today, but also be ready for tomorrow. This will require a
collaborative approach with key partners, continued investments in
science and technology, and an efficient use of available funding. In
working to address these issues, we must also address continued
resource constraints through opportunities that allow the Corps to
leverage non-traditional funding mechanisms, like public-private
partnerships. If confirmed, I will immediately engage with Congress and
Federal, state, tribal, and non-governmental partners to understand
what the challenges and potential solutions look like at all levels and
from all perspectives. Success will be highly dependent on a
collaborative approach and, if confirmed, I will make such an approach
a priority.
Question. If confirmed, what broad priorities would you establish
in terms of issues that must be addressed by the ASA(CW)?
Answer. In order to address the challenges in the Army's Civil
Works Program, I believe it is very important to: (1) assess the most
significant risks to Corps mission areas; (2) invest in research and
development and related actions to better understand and address those
risks; (3) maintain a strong and talented workforce; (4) strengthen
relationships and improve collaboration both inside and outside of
government; and (5) support and build on the trust between the Office
of the Assistant Secretary of the Army for Civil Works, the
Administration, and Congress. If confirmed, building and strengthening
those relationships will be an early priority for me. Additionally, I
will work closely with the Corps to strengthen the performance and
improve the delivery of the Nation's Civil Works program while making
schedule and cost commitments.
relations with congress
Question. What are your views on the state of the relationship
between the ASA(CW) and the Senate Armed Services Committee in
particular, and with Congress in general?
Answer. I currently do not have enough information to offer my view
of the current state of the relationship between the ASA(CW) and
Congress. However, having worked for an extended time as committee
staff in the U.S. Senate, if confirmed, I intend that this relationship
will be strong, collaborative, and productive. The Army's Civil Works
mission has a broad scope and congressional oversight is shared among
multiple House and Senate committees, to include the Senate Armed
Services Committee. If confirmed, I commit to providing the oversight
committees with the information they need to conduct proper oversight
of this important mission.
Question. If confirmed, what actions would you take to sustain a
productive and mutually beneficial relationship between Congress and
the ASA(CW)?
Answer. If confirmed, I will ensure the Army engages in a
transparent and cooperative relationship with Congress concerning all
Civil Works efforts. I will be proactive in providing information to
Congress regarding Civil Works policy matters of interest. I will be
responsive to congressional inquiries and will make myself, senior
leaders on my staff, and entities within the U.S. Army Corps of
Engineers, available to answer questions quickly and thoroughly. If
confirmed, establishing and maintaining a strong relationship with
Congress will be one of my top priorities.
Question. What is your view of the role of both the civilian and
military leadership of the Corps in developing goals for Corps'
programs and presenting these goals to Congress?
Answer. The interwoven roles of the civilian and military
leadership of the Corps are longstanding and invaluable to the Corps'
mission and to the Nation. The leadership of the Corps provides
strategic direction for the Army's numerous critical military and civil
works missions. The Army's civilian appointees advance the policy
direction of the Executive Branch's elected leadership, in cooperation
with trained senior military leaders and civilian career executives who
provide expert advice and skilled execution to accomplish the
established goals. I understand the importance of a constructive and
supportive relationship between civilian appointees, military
leadership, and career executives and employees. If confirmed, I commit
to providing the civilian leadership necessary to execute the
Administration's strategic policy goals and to advance the U.S. Army
Corps of Engineers project execution to provide greater contributions
and value to the Nation.
Question. If confirmed, what procedures would you follow regarding
consultation with Congress prior to issuing any decision or
announcement that could affect the Corps execution of its civil works
or environmental functions?
Answer. If confirmed, I will follow the established regulations and
procedures, and look to improve upon the procedures as appropriate, to
ensure efficient and effective consultation with Congress on decisions
that may affect the Corps' execution of its civil works or
environmental functions. This process will include understanding and
being attentive to significant issues and/or projects that are of a
priority concern to Congress.
civilian oversight of the army corps of engineers
Question. What is your view of the relative authority of the U.S.
Army Chief of Engineers, the ASA(CW), the Secretary of the Army, the
Army Chief of Staff, and the Secretary of Defense with regard to the
civil works function of the Army Corps of Engineers?
Answer. I view the relative authority of the Secretary of Defense,
the Secretary of the Army, the Chief of Staff of the Army, the
Assistant Secretary of the Army for Civil Works, and the Chief of
Engineers, as it relates to the Civil Works functions of the U.S. Army
Corps of Engineers, as follows:
Question. Secretary of Defense.
Answer. Under 10 U.S.C. Sec. 113, the Secretary of Defense is the
Cabinet-level assistant to the President in all matters relating to the
Department of Defense. Subject to the direction of the President, Title
10 of the U.S. Code, and Section 2 of the National Security Act of 1947
(50 U.S.C. Sec. 3002), the Secretary of Defense has full authority,
direction and control over all elements of the Defense Department. He
exercises power over the U.S. Army Corps of Engineers through the
Secretary of the Army, whose responsibility for and authority over all
affairs of the Army is subject to the Secretary of Defense's authority,
direction, and control.
Question. The Secretary of the Army.
Answer. Under 10 U.S.C. Sec. 7013, the Secretary of the Army is the
head of the Department of the Army. Subject to the authority,
direction, and control of the Secretary of Defense and, subject to the
provisions of Chapter 6 of Title 10, the Secretary of the Army is
responsible for, and has the authority necessary to conduct, all
affairs of the Department of the Army. As further authorized by 10
U.S.C Sec. 7013, the Secretary of the Army may assign such of her
functions, powers and duties as she considers appropriate to the Under
Secretary of the Army, as well as the Assistant Secretaries of the
Army, and require officers of the Army to report to these officials on
any matter.
Question. The Chief of Staff of the Army
Answer. As provided by 10 U.S.C. Sec. 7033, the Chief of Staff of
the Army is the senior military advisor to the Secretary of the Army
and is the Army's senior military officer. The Chief of Staff of the
Army is directly responsible to, and performs his duties under the
authority, direction, and control of, the Secretary of the Army. As a
member of the Joint Chiefs of Staff, the Chief of Staff of the Army
also performs duties prescribed by law under 10 U.S.C. Sec. 151.
Question. The Assistant Secretary of the Army for Civil Works.
Answer. As provided by 10 U.S.C. Sec. 7016, the Assistant Secretary
of the Army for Civil Works is principally responsible for the overall
supervision of the functions of the Army relating to programs for
conservation and development of the national water resources (commonly
known as the Army Civil Works program), including flood damage
reduction, river and harbor navigation, environmental restoration and
protection, water supply, shore protection, hydroelectric power,
recreation, and related purposes. The critical national interests
served by the Civil Works program require that the Assistant Secretary
and Chief of Engineers develop a close, professional relationship built
on open and frequent communication, active cooperation, and mutual
trust and respect.
Question. The Chief of Engineers.
Answer. The Chief of Engineers advises the Assistant Secretary of
the Army for Civil Works on Civil Works functions of the Army,
including those relating to the conservation and development of water
resources and the support for others program and, as Commander of the
U.S. Army Corps of Engineers, executes the Civil Works program under
the supervision of the Assistant Secretary of the Army for Civil Works.
The Chief of Engineers is a member of the Army staff (10 U.S.C.
Sec. 7031) and is one of four statutory Army chiefs of branches under
10 U.S.C. Sec. 7036. The Chief of Engineers is the principal advisor to
the Secretary of the Army and other principal Army Headquarters
officials for the formulation of policy related to engineering,
construction, and real property activities for the Department. As a
member of the Army Staff, the Chief of Engineers reports on military
matters to the Chief of Staff, through the Vice Chief of Staff. In the
area of installation activities, the Chief of Engineers advises the
Assistant Secretary of the Army (Installations & Environment), who has
principal responsibility for all Army matters related to installations
and the environment.
Question. If confirmed, what fundamental changes would you make in
the Corps' execution of both its operational and institutional
functions? Please explain your answer.
Answer. I have no immediate plans to make fundamental changes to
the Corps operational and institutional functions. I believe the U.S.
Army Corps of Engineers is one of the Nation's best public design,
planning, and construction agencies. If confirmed, I intend to evaluate
the mission delivery timelines, policies and procedures, delegations of
authority, internal and external relationships, and talent management
processes to see what, if any, changes would improve the operational
and institutional functions. I also intend to seek opportunities for
innovation that will enhance the execution of planning, design,
construction, and operation and maintenance efforts to meet today's
challenges and those on the horizon. I believe innovation can be found
using enhanced research and development methods and improved approval
processes that will ultimately reduce the time required to deliver
quality projects to the Nation safely, on schedule, and within budget.
integrity and accountability in the u.s. army corps of engineers
Question. In November 2000, the Army Inspector General found that
three Army Corps of Engineers The U.S. Army Corps of Engineers has a
long history cost over-runs and schedule delays on its major projects.
If confirmed, what steps, if any, would you take to ensure that
projects are appropriately justified by meaningful and accurate cost-
benefit analysis?
Answer. If confirmed, I will take the steps necessary to ensure
that any U.S. Army Corps of Engineers analysis is fundamentally sound,
unbiased, and transparent. To ensure that projects are fully justified,
the U.S. Army Corps of Engineers must complete a defensible technical
and environmental analysis in a timely and cost-effective manner.
Additionally, I will consult with the experts within the agency to
identify other ways to ensure all Corps projects are appropriately and
lawfully justified.
Question. If confirmed, what steps, if any, would you take to
enhance the likelihood that Corps-managed projects will be completed on
time and on budget?
Answer. I believe that it is important to deliver on commitments,
including both schedule and cost commitments. If confirmed, I will work
to maintain and enhance the U.S. Army Corps of Engineers' ability to
deliver quality projects safely, on time and within budget, a matter of
growing importance given the backlog of needed projects and growing
reliance on the Corps in many areas. I plan to work with the U.S. Army
Corps of Engineers and other Federal agencies who participate in
program and project delivery to strengthen performance in this area. I
am committed to developing programming policies and supporting the use
of innovative tools/methods that will enhance the efficient use of
program funding in order to deliver quality projects on time and within
budget.
Question. If confirmed, what steps would you take to hold
accountable officers and employees of the U.S. Army Corps of Engineers
who fail to properly manage the projects entrusted to them?
Answer. If confirmed, I will collaborate with the Chief of
Engineers to ensure that appropriate management controls are in place
to promote accountability in the execution of the U.S. Army Corps of
Engineers Civil Works missions. My expectation is that the U.S. Army
Corps of Engineers will faithfully execute the missions entrusted to it
and to be good stewards of taxpayer dollars. I will expect that any
shortfalls be promptly reported and corrective actions implemented at
appropriate levels. In so doing, I would expect the Corps document
lessons learned and continuously develop and update best practices to
further improve future mission delivery. In the event that issues are
identified that warrant personnel administrative action, I will work
with the Chief of Engineers to ensure that those responsible are held
appropriately accountable.
navigation
Question. The Army Corps of Engineers has built and maintains an
intra-coastal and inland network of commercial navigation channels, and
locks and dams for navigation, which comprise integral parts of the
nation's critical infrastructure. The Corps also maintains 300
commercial harbors, through which pass 2 billion tons of cargo a year,
and more than 600 smaller harbors. Significant amounts of heavy
equipment and supplies bound for potential overseas military operations
move by ship through ports maintained by the civil works program.
In your view, what are the greatest challenges facing the U.S. Army
Corps of Engineers with respect to the execution of its navigation
mission?
Answer. I am aware that one of the greatest challenges with the
execution of the Army's Civil Works navigation mission is the
maintenance and modernization of this infrastructure. Providing a safe,
reliable, efficient, and effective waterborne transportation system is
critical to the Nation's economic well-being and global
competitiveness. Further, I am aware also that the dredging mission for
inland waterways and coastal channels faces the continual challenges of
optimizing dredge schedules to execute the growing requirements and
ensuring proper management of dredged material to maximize follow-on
beneficial use.
Question. If confirmed, are there aspects of this mission that you
would recommend be transferred from the Department of the Army? Please
explain your answer.
Answer. At this time, I am not aware of any specific aspects of the
navigation mission that should be transferred from Department of Army.
Navigation is an integral part of the water resources mission and it
was one of the earliest missions of the Corps. The waterborne
transportation system maintained by the Corps continues to be vital to
the Nation generally and to our national defense more specifically. If
confirmed, however, I will closely review all aspects of the Army's
Civil Works program and look for ways to improve the execution of the
navigation mission.
Question. In your view, how can the Corps best respond to
environmental concerns in carrying out its navigation mission?
Answer. If confirmed, I will work with industry stakeholders as
well as federal, state, local and tribal authorities to fully
understand the environmental concerns related to the navigation
mission. I believe that opportunities exist for non-federal sponsors
and the Corps to partner with tribal, state, and federal resource
agencies to examine ways to address specific concerns. I intend to
coordinate with other agency stakeholders to reduce hurdles to
efficient execution of the navigation mission, while providing an
environmentally sustainable waterborne transportation system.
environmental mission
Question. The U.S. Army Corps of Engineers is responsible for
environmental restoration projects at Department of Defense Formerly
Used Defense Sites and also at Department of Energy Formerly Utilized
Sites Remedial Action Program. Under the Department of Energy program,
the Corps cleans up former Manhattan Project and Atomic Energy
Commission sites, making use of expertise gained in cleaning up former
military sites and civilian hazardous waste sites under the
Environmental Protection Agency ``Superfund'' program.
What do you view as the greatest challenges facing both the U.S.
Army and the U.S. Army Corps of Engineers with respect to environmental
concerns and the execution of its environmental restoration mission?
Answer. I assess that the U.S. Army Corps of Engineers faces the
challenge of balancing available funding, increased technological
standards for restoration, emerging issues related to chemicals of
environmental concern, as well as stakeholder expectations. Of course,
the effects of climate change and the need to consider resiliency
issues related to many communities are also factors adding to the
challenges. If confirmed, I will work with the U.S. Army Corps of
Engineers to continue applying sound science and management practices
that will increase remediation efficiency and meet the commitments made
to stakeholders. I also intend to work with the U.S. Army Corps of
Engineers to provide sustainable solutions to mitigate climate change
impacts and address emerging chemicals of environmental concern as they
relate to on-going Civil Works or Formerly Utilized Sites Remedial
Action Program (FUSRAP) projects.
Question. If confirmed, are there aspects of this mission that you
would recommend be transferred from the Department of the Army? Please
explain your answer.
Answer. At this time, I believe that the Army is the most
appropriate agency to perform the environmental remediation mission in
support of the Civil Works responsibilities. I am aware that the
President's FY 2022 Budget Request includes a proposal to restructure
this program such that the Department of Energy's Office of Legacy
Management would assume responsibility for the Formerly Utilized Sites
Remedial Action Program (FUSRAP) budget and would fund the Corps to
continue on-the-ground execution of the program. While significant
progress has been made in FUSRAP, the remaining sites are more complex,
requiring larger and more consistent budgets and this would streamline
the process of transferring sites from the U.S. Army Corps of Engineers
after cleanup activities are complete, back to the Department of
Energy's Office of Legacy Management for long-term surveillance and
maintenance.
Question. If confirmed, what would be your vision for improving
this aspect of the Corps mission?
Answer. I would like to see the Corps continue its strong
performance in the Army's environmental remediation mission and
continue to deliver results with the same technical competency and
integrity as it supports the Civil Works program. I would also like to
see a continued focus on applying science, technical innovation, and
employing transparency and collaboration with its stakeholders in all
environmental restoration and remediation operations. The Corps must
increase transparency and its reliance on science and technology in its
sustainability activities, particularly those that focus on facility
energy efficiency, renewable energy, water efficiency, sustainable
acquisition and procurement, and greenhouse gas reductions in support
of reducing climate change impacts.
Question. If confirmed, what changes might you recommend to address
the Corps' environmental funding requirements?
Answer. At this time, I am not aware of specific changes that I
would recommend regarding the Corps' environmental funding in support
of the Civil Works program. However, the Army has an important
environmental remediation mission and, if confirmed, I would make it a
priority to focus on the key priorities, including to seek additional
funding where necessary to ensure the effective execution of the Corps'
environmental mission.
Question. If confirmed, specifically what steps would to take to
preserve the integrity of the Corps environmental and civil works
mission?
Answer. I believe that the Corps' environmental and civil works
missions are essential to the Nation. Preserving their integrity
requires maintaining the Corps' technical expertise, a continuing
evaluation of the processes by which it carries out those missions, and
a commitment to integrate science and technology to understand, account
for, and build resilience to the factors affecting the missions. I am
committed to taking the necessary appropriate steps to preserve the
integrity of the environmental and civil works missions.
Question. In your view, could the regulatory functions presently
executed by the Corps be performed more effectively or efficiently by
other government departments or agencies, including non-defense
entities?
Answer. Based on the information I currently have, I believe that
the Army is the most appropriate agency to perform its current
regulatory functions. I understand that the Corps' execution of the
Regulatory Program has evolved over the years to appropriately
implement requirements under environmental laws. Most important, I
understand that the Corps maintains a solid base of experience and
expertise to best execute these regulatory functions. Corps permit
decisions must properly integrate environmental reviews, appropriately
balance conservation and the use of the Nation's important resources,
and must come from a process rooted in sound science. I believe that
the Corps must continue to refine its processes to ensure that
decisions are transparent, equitable, supported by sound science, made
in a timely manner, and ultimately, defensible under the law.
The Corps is also responsible for Environmental and Ecosystem
Restoration as part of its civil works mission. There are many large
ecosystem restoration projects around the nation, including the
Everglades, Western river systems, Coastal Louisiana, and the Great
Lakes.
Question. If confirmed, how would you balance the Corps' work
between ecosystem restoration and traditional navigation?
Answer. I recognize the importance of the Corps' work in ecosystem
restoration and traditional navigation. If confirmed, I will look for
ways to balance this work in a manner ensuring that both programs
maintain their primary roles in the Corps' mission. In particular,
there may be opportunities where the two missions complement each
other, for example, when dredged material from navigation channels can
be used for ecosystem restoration projects.
Question. What is your assessment of the effectiveness and
propriety of the Corps' approach and prioritization of river
restoration projects?
Answer. I assess that the Corps is uniquely suited to implement
large-scale restoration of the nation's river systems and that it has
successfully carried out many creative restoration projects, including
fish passage at large dams and floodplain restoration. If confirmed, I
will be committed to working with the Corps to further develop
strategies to ensure an effective and appropriate approach to
restoration projects that support ecosystem health, economic
development, and resilient communities along our rivers. As part of
that strategy, it will also be important to effectively prioritize this
mission and continue to evaluate and integrate native-based solutions
and engineering into the Corps restoration and flood protection
strategies.
state water quality standards
Question. In the past, the U.S. Army Corps of Engineers has not
always been required to meet state water quality standards in
constructing and operating its water resources projects.
Do you believe that the Corps should be required to meet state
water quality standards in constructing and operating Corps projects?
Please explain your answer.
Answer. Yes, I believe that the U.S. Army Corps of Engineers should
meet state water quality standards (or tribal, as appropriate) as
required by law and under the Corps authorities. However, I am aware
that there may be, in rare cases, projects where meeting the water
quality requirements of one state or jurisdiction may impede the Corps'
ability to carry out a Congressionally-authorized project, particularly
if more than one state jurisdiction is involved. These rare situations
require good-faith negotiations with the state(s) involved. If
confirmed, I will ensure the Corps follows state water quality
standards as required.
funding
Question. The U.S. Army Corps of Engineers has a significant
backlog of operation and maintenance work and construction work
throughout the country. This backlog has very real economic,
environmental, and safety implications.
If confirmed, how would you plan to address the significant backlog
of work?
Answer. I understand that current requirements significantly
outpace available resources. Working with Congress, with the
Administration, and within the Army, I commit, if confirmed, to explore
opportunities to leverage non-traditional funding mechanisms where they
make sense to reduce the backlog, including the use of public-private
partnerships. For the operations and maintenance backlog, I will
proactively manage and communicate risk as we sustain the portfolio of
federally managed projects. As many projects in the Civil Works
portfolio are well into their life-cycle and require increased levels
of repair and renewal, I will ensure priorities are set to buy-down
risk in a way which can be articulated to stakeholders and Congress.
Finally, I will work with the Chief of Engineers to continue to
innovate and improve the manner in which the Corps evaluates, designs,
and conducts environmental reviews for projects.
Question. What factors would you consider in determining which
backlogged projects should be prioritized? Please explain your answer.
Answer. If confirmed, I will work with the U.S. Army Corps of
Engineers to ensure that we make the best use of every dollar invested
and that funding is applied to the highest-performing projects. For the
portfolio of federal managed projects, risk tools are available for
each individual business line or benefit stream. These risk tools allow
managers to make explicit trade-offs in the planned work that makes up
the backlog. While I will need to continue to assess how best to
prioritize backlogged projects, I commit to pursuing work based on a
``first-things-first'' approach that can be articulated to stakeholders
in terms of risk management and Administration priorities.
Question. What are your views on the potential for using the Harbor
Maintenance Trust Fund, to address the Corps' project backlog?
Answer. I believe that the effective employment of the Harbor
Maintenance Trust Fund can help us address the backlog in operations &
maintenance and in construction, and is therefore an important tool. I
understand that the Harbor Maintenance Trust Fund reimburses 100% of
eligible Civil Works Operation & Maintenance (O&M) expenditures for
coastal harbors and channels and inland harbors (does not include
inland and intra-coastal fuel-taxed waterways) and 100% of the Federal
share of construction costs for coastal harbor and channel and inland
harbor dredged material placement facilities, beneficial use projects,
and sand mitigation projects. With continued appropriations for the
Harbor Maintenance Trust Fund, there is great potential to further
reduce project backlogs.
Question. What are your views on the potential for using the Inland
Waterways Trust fund to address the Corps' backlog?
Answer. I understand that the Water Resources Development Act of
2020 changed the cost sharing for inland waterway navigation projects
receiving a construction appropriation during any of the fiscal years
2021 through 2031 so that 65% of the cost of the project shall be paid
from the General Treasury and 35% of the cost of the project shall be
paid from the Inland Waterways Trust Fund. I believe that this change
to the Inland Waterways Trust Fund cost sharing formula will allow the
Corps to address the construction backlog by leveraging a greater
number of inland waterways modernization and major rehabilitation
activities.
u.s. army corps of engineers workforce
Question. There has been much publicity about the reduction in
engineers graduating from our nation's colleges universities over the
last 20 years.
How would you assess the overall health of national engineering
expertise and the engineering maintained within the Army Corps of
Engineers workforce--both military and civilian? Please explain your
answer.
Answer. It is my understanding that the Corps has a sufficient
level of engineering expertise within the organization to meet its
current mission. It is imperative, however, that the Corps' leaders
continue to attract the engineering workforce of the future. Corps
leadership must focus on building outreach programs to a diverse group
of students and recent graduates. The Corps must also partner with
colleges and universities; including minority-serving institutions, to
maintain the current level of expertise. If confirmed, it will be a
high priority to ensure that America's youth continue to see the Corps
as an exceptional career opportunity for engineers and scientists.
Question. In your opinion, does the Corps have in place adequate
workforce education and development to ensure its engineering workforce
maintains capability and proficiency in the latest technologies and
innovations?
Answer. I believe the Corps has the necessary programs available to
ensure that the workforce is educated and optimally trained to perform
its technical functions. If confirmed, I will work with the Chief of
Engineers to ensure that the Corps' training, development, and
education opportunities grow and continue to align with a rapidly
evolving mission implemented with the very latest technologies and
innovations.
Question. Do you believe there to be any additional authorities or
resources you would need, if confirmed, to incentivize talented
engineers from our nation's top colleges and universities to affiliate
with the Corps? Do you believe there to be any additional authorities
or resources you would need to improve the current workforce
development program?
Answer. The Corps has a very complex and robust world-wide
engineering mission. The Corps competes with the private sector and
other Federal agencies to recruit and retain top, diverse talent in an
increasingly competitive environment. I understand that the Corps'
Direct Hire authority has been instrumental in rapidly sourcing and
onboarding exceptional candidates.
One challenge the Corps faces is contending with private-sector
salaries, which continue to rise for talented engineers. If confirmed,
I will strongly support the efforts of the Chief of Engineers to ensure
the continuation of Direct Hire authorities, while also exploring the
use of Special Salary Rates, and other compensation structures for
Engineering and Scientific positions.
I also will support efforts to adopt automated recruitment tools to
optimize candidate quality and decrease hiring time. Based on my
experience, efficient hiring is an imperative to support the mission.
In addition, I believe that additional resources that will allow the
Corps to develop its workforce through leadership and technical
training at all levels, including continuing education programs to
sustain cutting-edge knowledge and best practices, will allow the Corps
to attract and retain top talent. All of these tools are vital to
acquire and maintain the Corps' talented workforce.
Question. What do you perceive to be the most significant
challenges to and opportunities for improvement to the Corps'
workforce--both military and civilian?
Answer. I believe the three most significant challenges with the
Corps civilian workforce are: recruiting, sustaining employee
engagement, and retaining talented employees. In an increasingly
competitive talent market, it is imperative that the Corps is viewed by
prospective civilian applicants as an ``Employer of Choice,'' by
showcasing its diverse mission and contributions to both the Nation and
the world, as well as its commitment to diversity and equity. In
addition, for current civilian employees, the Corps must focus on work/
life programs (including telework, remote work, and flexible work
schedules), which play a significant role in ensuring employees remain
with the agency. If confirmed, I will give my strongest possible
support to the Chief of Engineers in his efforts to recruit, engage,
and retain a premier workforce.
For the Corps' military workforce, the most significant challenge
is competing with other branches of service and against the Army's
other career fields (e.g., infantry, armor, and aviation) for those
ROTC undergraduates with STEM degrees. To address this issue, I
understand the Corps, in conjunction with the Engineer Regiment, is
standing up a University Outreach Program to educate and recruit cadets
with undergraduate STEM degrees.
acquisition processes for the u.s. army corps of engineers
In the last five years, the Corps has continued to rely upon a
contract process known as ``design-build,'' which requires a design
agent to partner with a construction agent to compete for a contract.
This differs from the traditional design-bid-build process, in which
the Corps contracts first for a design product and subsequently issues
a separate solicitation for the construction. Although there are many
benefits to a collaborative process between a designer and the
construction agent, there are also drawbacks. These include reduced
oversight of the design/construction process by Corps' engineers, as
well the systematic elimination of small- to medium-size engineering/
architecture firms and construction contractors who do not have the
resources to compete for design-build contracts.
Question. In your opinion, what are the strengths and weaknesses in
the ``design-build'' contracting structure? In the ``design-bid-build''
structure?
Answer. In my view, the benefits of using the Design-Build (D-B)
acquisition vehicle include shorter contract durations, a single source
of design and construction quality accountability, introduction of
industry innovations, the ability to set goals with performance
criteria, reduction in design liability / ambiguity owned by the
Government, lower design costs, and the ability to transfer design risk
to a contractor. I believe that the key benefit of the Design-Bid-Build
(DBB) acquisition vehicle is that the Government can be very
prescriptive in all the details of a design / construction product.
Projects that require historical context and broad technical knowledge
tend to be successful using the DBB.
One drawback of using the D-B acquisition vehicle is that the
Government must effectively communicate design requirements via a
``Request for Proposal,'' rather than directing a design contractor to
make changes. As a result, the Government loses some control over the
technical details of the final product. The key drawback of the DBB
acquisition vehicle is that the Government owns all liability over the
design product and, as such, all errors and omissions noted in the
plans and specifications become the responsibility of the Government to
resolve. These issues, in my assessment, can lead to unexpected time
and cost growth.
I assess that the Corps must choose the best acquisition strategy
for each project to ensure the best value to the government. Regardless
of the acquisition strategy chosen, if confirmed, I will provide the
oversight necessary so that the Corps has rigorous processes to ensure
appropriate quality management of the design and construction
deliverables.
Question. In your view, what factors should the Corps consider in
determining which contracting process to use?
Answer. I believe that the objective is to select the contract type
that is most appropriate for the respective acquisition, that places a
reasonable degree of risk on the contractor, and that gives the
contractor the greatest incentive to perform efficiently and
economically. The Corps' acquisition team should review the overall
objectives for mission execution when determining the best acquisition
strategy. Goals for cost, schedule, and quality should be evaluated to
determine the suitability of any acquisition strategy. In making these
decisions on acquisition strategy, the Corps must also evaluate the
appropriate suitability for the Corps' stakeholders, the Corps' ability
in construction and design, the Corps' industry partners, and the
technical aspects of the project.
Question. In your view, does the preponderant use of ``design-
build'' contracting process have any effect on the proficiency of the
Corps engineering and contract management workforces? Please explain
your answer?
Answer. There is a balance to maintaining a highly skilled
workforce with the ability to both execute project delivery and provide
oversight of project delivery by others. Evaluation of a project
typically requires an understanding of the steps it takes to achieve
the delivery of a successful project. In order to achieve this balance,
there must be enough ``hands on'' engineering and construction contract
management by internal engineers. In my assessment, the Corps appears
to excel as a design and construction agent because of its ability to
manage a large portfolio of public projects, as well as execute in-
house designs. Design-Build contracts may be an effective strategy for
executing certain types of projects, but the Corps must maintain its
own technical competence developed through executing designs in-house
in order to effectively manage these projects. The use of performance
criteria and openness to industry innovation will enhance the Corps'
engineering and contract management workforces.
Question. How can the Corps properly incorporate the use of small-
to medium-size engineering/architecture firms and construction
contractors, particularly those with innovative ideas and methods, in
Corps' projects?
Answer. The Corps can pursue small- to medium-size architecture/
engineering firms and construction contractors through a variety of
means, including market research and transparent opportunity
announcements. Additionally, I understand that the Corps dedicates a
cadre of Small Business Analysts who work with the project delivery
teams to identify qualified small business firms for engineering/
architecture and construction projects. These analysts collaborate with
the Small Business Administration to continuously identify new firms
who are encouraged to highlight innovative capabilities. If confirmed,
I will ensure that the Corps is completely committed to taking full
advantage of the expertise and innovation offered by small business
private sector partners.
Question. What long-term issues do you perceive could emerge from
the Corps preponderant use of design-build contracts?
Answer. I understand that the use of design-build contracts for the
Corps Civil Works mission is minimal and typically driven by aggressive
goals for schedule. I do not perceive long term issues using this
acquisition vehicle particularly due to the commitment to maintain
technical competence within the Corps. In instances where design-build
contracts are used, the Corps Quality Management processes must ensure
that the technical standards are upheld even when the integrity of the
design is the responsibility of a design-build contractor.
nation-wide levee systems and flood control
Question. The fragility of the United States' levee systems
continues to be a safety hazard.
How would you assess the health of these levee systems?
Answer. Levee systems are extremely important to the nation's
economic health, but they are aging, like much of the Nation's
infrastructure, with many systems over 50 years old. With the
increasing demand for levee systems to withstand more frequent and
extreme weather events, while continuing to protect the continued
agriculture and urban development behind the levees, the systems
require continued, diligent examination and management to ensure they
can continue to perform as designed. If confirmed, I will thoroughly
review the Corps work on the Nation's levee systems to assess and
understand their overall health.
Question. In your opinion, is the process used by the Corps of
Engineers to prioritize national levee requirements adequate?
Answer. Based on my current understanding, I assess that the
process the Corps uses to prioritize levee requirements nationwide is
adequate. If confirmed, however, I will conduct a thorough review of
the specifics for how the Nation's levees are assessed and prioritized
to best inform decisions to protect life, property, cultural resources,
navigation, and the environment.
Question. In your view, are the resources provided to address levee
systems sufficient?
Answer. I understand the Corps has effectively utilized available
funding and authorities to assess and manage the risk associated with
levee systems across the Nation. If confirmed, I will conduct a review
of the requirements and funding levels to ensure it is adequate for the
continued viability of these systems to protect the economic health of
our nation.
Question. If not, what additional resources--in funding,
capability, and capacity--are needed to address the requirements of the
levee systems properly, in your opinion?
Answer. If confirmed, I will work with the Corps' leadership to
understand the levee system resource requirements. I will then work
with the Administration and with Congress to address shortfalls and
prioritize available funding to the highest needs.
The Water Resources Reform and Development Act of 2014 required the
Corps and the Federal Emergency Management Agency to take the lead on
certain national levee-safety-related activities.
Question. If confirmed, what would be your approach to implementing
these activities going forward?
Answer. I will work closely with the Corps interagency partners and
stakeholders to ensure that risks are properly managed across levee-
safety-related programs utilizing the appropriate authorities. In
addition, I believe it is important that the Corps conducts public
engagement, state engagement, and tribal engagement to help develop a
comprehensive program regarding levee safety that will support the
needs of the nation and ensure long-term resiliency.
prioritization process in the army corps of engineers
Question. The U.S. Army Corps of Engineers is regularly subject to
pressures from various levels of government to carry out certain
projects of special interest.
Do you believe the prioritization process used by the Corps for
civil works projects is appropriate?
Answer. A prioritization process must be realistic, regularly
monitored, and able to be updated or modified as needed. Prioritization
is essential for executing near-term responsibilities and is also key
to achieving long-term goals regarding the needs of the Nation. I
believe this is an important issue and, if confirmed, I plan to
evaluate the current prioritization process in detail.
Question. If confirmed, what prioritization processes would you
follow, barring any unforeseen circumstances?
Answer. If confirmed, I will follow the established prioritization
process. However, I would make it a priority to look into the process
in greater detail to identify opportunities for improvement, including
using economic, environmental, and social criteria for decision-making
and prioritization consistent with legal requirements and the Water
Resources Principles, Requirements, and Guidelines, and Administration
priorities. I am committed to ensuring that the U.S. Army Corps of
Engineers' prioritization process addresses the critical needs of the
nation.
Question. In your opinion, would using peer reviews of Corps
projects to obtain an outside opinion on the need, urgency, effects
caused by Corps projects, be ``value added''? Please explain your
answer.
Answer. I understand the Corps currently integrates peer review
into its project development process during feasibility studies and in
the design phase for authorized projects. If confirmed, I will work
with the Corps to determine the benefits of leveraging peer reviews
throughout the lifecyle of a project. Both internal and external peer
reviews of Corps projects, including the need, urgency, and assessment
of effects, increase the transparency of these projects and strengthen
the overall product by incorporating additional technical expertise.
extreme weather events
Question. Extreme weather events have put a strain on our nation's
aging water resources and critical infrastructure. Efforts to
rehabilitate projects following an extreme weather event and to
mitigate against the effects of future such event have pushed existing
resources to their limits.
What are your views of the Department's responsibility to prepare
in advance to mitigate the consequences of extreme weather events?
Answer. I understand that most Army Civil Works projects are
specifically designed to safely perform and reduce risk under the
extremes of the hydrologic cycle. I believe it is critical that we look
at climate information, hydrologic data, analyze hydrologic trends, and
understand what is happening in specific Army Civil Works projects.
This understanding is crucial to assuring those projects continue to
perform as designed and that they are sufficiently resilient to
whatever future climatic events may occur.
I also am aware that the Corps works to integrate climate change
preparedness and resilience planning and actions in all activities
within its authorities. This is a critical component of the Corps'
mission and will enhance community resilience with the Corps water-
resource projects, ensure the effectiveness of the Corps military
support mission, and reduce the potential vulnerabilities of those
communities and those missions to the effects of climate change and
variability. The Corps' policy is that adaptation, mitigation
investments, and responses to climate change must be considered
together, and include both near and long term considerations.
If confirmed, I will continue this work using the best available
and actionable science and continued collaboration with our federal
agency, state, and tribal partners. I am fully committed to ensuring
the President's priority action of adapting to, and mitigation for,
climate change is incorporated into Corps actions and policies.
Question. What is your understanding of the ways that extreme
weather events pose risks to national security?
Answer. Extreme weather risks can impact a range of DoD military
mission areas. Specific to Civil Works, extreme weather and climate
change contributes to regional instability resulting in, for example,
increased risk from flooding and drought. These risks have been
identified by Secretary Austin who elevated climate as a national
security priority and has stated that the Department of Defense faces a
growing climate crisis that is impacting DoD missions, plans, and
capabilities and must be met by ambitious and immediate action.
Question. In your view, how should the Department incorporate
resilience against extreme weather events into the planning, design,
and oversight of its civil works projects?
Answer. As the Federal government's largest and oldest manager of
water resources, the Corps has long been adapting its policies,
programs, projects, planning, and operations to impacts from important
drivers of global change and variability. Resilient Corps projects not
only contribute to resilient communities, but also reduce disruption
and decrease recovery time after an event occurs. The greater the
resilience of a system or element, the greater its ability to
anticipate, prepare for, and adapt to changing conditions and
withstand, respond to, and recover rapidly from disruptions. Planning
and preparedness are the most effective components of disaster
response.
I understand that the Corps is considering climate change
adaptation at every step in the project life cycle for all Corps
projects to reduce vulnerabilities and enhance the resilience of the
water-resource infrastructure. I also believe that strong partnerships
with other federal, state, tribal, and local government agencies, and
program and project stakeholders, are critical to ensuring we meet our
shared responsibility to address the issues posed by a changing
climate. If confirmed, I will ensure the Corps is committed to
integrating the best available climate information into its missions,
programs, and management functions, as allowed within relevant
authorities.
federal response plan
Question. The U.S. Army Corps of Engineers has a primary role in
support of the Federal Response Plan, which identifies the basic
structures by which the Federal government will mobilize resources and
conduct activities to assist states in coping with the consequences of
significant disasters. The Corps is the primary agency for planning,
preparedness, and response under the Emergency Support Function (ESF
#3), Public Works and Engineering.
In your view, how well prepared is the Corps of Engineers,
including individual Corps districts and offices, to execute its ESF #3
functions? Please explain your answer.
Answer. In my assessment, the Corps is prepared to execute the ESF
#3 in direct support of the Federal Emergency Management Agency (FEMA)
under the established National Response Framework. In this role, the
Corps serves as the Nation's public works and engineering agent
responsible for supporting the prevention of, preparation for, response
to, and recovery from, both natural and man-made disasters.
If confirmed, it will be a priority to fully and continuously
evaluate the Emergency Management preparedness program to ensure the
Corps remains fully prepared for activities related to ESF-3 (planning
and response teams, training and exercises, and advance contract
capability).
deployments
Question. Since 2001, many civilian employees of the U.S. Army
Corps of Engineers have answered the call and deployed in support of
contingency operations in the U.S. Central Command area of
responsibility.
What is your understanding of the types of missions performed by
Corps civilian employees--in support of Corps deployments, and as
members of the Civilian Expeditionary Workforce?
Answer. The Corps' civilian employees deploy around the world in
support of overseas contingency operations, performing many of the same
functions as Corps employees within the United States. Many of the
Corps' forward deployed civilian volunteers serve in many different
areas of expertise such as structural engineers, electrical engineers,
and mechanical engineers. These employees provide design, construction,
and construction management expertise, and support civil works
operations for all the forward-deployed DoD entities, as well as
providing host nation infrastructure support. These employees not only
serve overseas, but are called upon during domestic response operations
under both the Corps' emergency response authorities and support to
other agencies such as the Federal Emergency Management Agency and
their authorities under the National Response Framework.
Question. Looking forward, how might the Corps better ensure that
an adequate number of civilian employees, with the requisite
capabilities, are available and ready to deploy in short order in
support of contingency operations?
Answer. If confirmed, I would emphasize the expeditionary mindset
within the Corps. I understand that the Corps' civilian employees have
consistently volunteered to support both overseas contingency
operations and domestic disaster support missions. It is important that
the Corps continue to focus on having a flexible, agile, and
expeditionary workforce that maintains a desire to provide selfless
service to the Nation for both day-to-day requirements, as well as
emergency, quick response missions.
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, gender discrimination, and other harassment in the Office
of the ASA(CW) and in the U.S. Army Corps of Engineers?
Answer. I understand the Office of the Assistant Secretary of the
Army for Civil Works conducted an Organizational Climate Survey in
April. The results indicated the OASA(CW) had an overwhelmingly
supportive leadership with no indications of behavior that was
unwelcomed, offensive, or involved mistreatment. It appears the office
is in complete compliance with the published laws and regulations and
that there is a culture of dignity and respect among the entire
workforce. If confirmed, I will lead by example and ensure that the
OASA(CW) maintains a climate free from sexual harassment, gender
discrimination, and other forms of harassment. Such behaviors have no
place in our society and I would seek to use any and all authorities
available to ensure that the OASA(CW) remains free from all forms of
harassment and discrimination.
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 an employee of the Office of
the ASA(CW), the Corps, or an employee of any other organization over
which the ASA(CW) exercises authority, direction, and control?
Answer. If confirmed, I will be committed to providing a workplace
that is free from all forms of harassment and discrimination and where
individuals are treated with dignity and respect. 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 laws, EEOC, DOD, and Army policy. I
will coordinate with my legal counsel, EEO Official, Civilian Personnel
Official and support any inquiry or response necessary to promptly
address and resolve the matter(s) at issue, and take corrective or
disciplinary action as warranted.
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, other appropriate committees
of Congress, and their respective staffs such witnesses and briefers,
briefings, reports, records (including documents and electronic
communications), and other information as may be requested of you, and
to do so in a timely manner? Please answer with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
consult with this committee, its subcommittees, other appropriate
committees of Congress, and their respective staffs, regarding your
basis for any delay or denial in providing testimony, briefings,
reports, records--including documents and electronic communications,
and other information requested of you? Please answer with a simple yes
or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
keep this committee, its subcommittees, other appropriate committees of
Congress, and their respective staffs apprised of new information that
materially impacts the accuracy of testimony, briefings, reports,
records--including documents and electronic communications, and other
information you or your organization previously provided? Please answer
with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, and on
request, to provide this committee and its subcommittees with records
and other information within their oversight jurisdiction, even absent
a formal Committee request? Please answer with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
respond timely to letters to, and/or inquiries and other requests of
you or your organization from individual Senators who are members of
this committee? Please answer with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
ensure that you and other members of your organization protect from
retaliation any military member, federal employee, or contractor
employee who testifies before, or communicates with this committee, its
subcommittees, and any other appropriate committee of Congress? Please
answer with a simple yes or no.
Answer. Yes.
______
[Questions for the record with answers supplied follow:]
Questions Submitted by Senator Mazie K. Hirono
civil works program of the united states army corps of engineers
1. Senator Hirono. Mr. Connor, the United States Army Corps of
Engineers is unique in that it has the ability to take on civil
projects with local sponsors. Building relationships with the community
is important to build trust and support from the local community. How
do you view this issue?
Mr. Connor, Building trust and support with partners and the
community is of utmost importance to project success. Partnering,
sharing information and being transparent in decisionmaking builds
trust. I am aware that U.S. Army Corps of Engineers (USACE) district
offices conduct ``Civil Works 101'' workshops for partners, ranging
from State legislators, Indian tribes, various agencies and key non-
profit stakeholder groups. This collaboration not only deepens the
general understanding of the USACE capabilities in support of the
community, but it bolsters relationships. If confirmed, I commit to
furthering these touchpoints through consistent collaboration,
transparent communication, and a willingness to hear and respond to
concerns from both the public and stakeholders. Finally, if confirmed,
I will work to extend my sphere of influence beyond USACE in order to
build trust and support with our Federal partners so that our local
partners have confidence regardless of the agency name.
2. Senator Hirono. Mr. Connor, what steps would you take, if
confirmed, to ensure the Corps is building strong relationships with
the local community in Hawaii specifically?
Mr. Connor, Building strong relationships, trust, and support are
all related, especially in Hawaii. Such an endeavor takes time, but
when carefully cultivated can yield community resilience and successful
projects that stand the test of time. If confirmed, I commit to
continuing the U.S. Army Corps of Engineers' (USACE) best practices and
efforts in Hawaii, such as outreach events, industry days and briefings
with businesses specifically identified as socio-economically
disadvantaged, to improve communication and public involvement.
3. Senator Hirono. Mr. Connor, in Hawaii, I have supported the Ala
Wai Canal Flood Risk Management project--currently the project is
conducting a general reevaluation study. Is this a project the Corps of
Engineers can assist the Honolulu District with?
Mr. Connor, Yes. The entire U.S. Army Corps of Engineers enterprise
can assist the Honolulu District with the Ala Wai general reevaluation
study.
__________
Questions Submitted by Senator Tim Kaine
norfolk harbor widening and deepening
4. Senator Kaine. Mr. Connor, the Norfolk Harbor and Channels
deepening and widening is an important project for Virginia and the
Nation with a benefit-cost ratio of 5.3 to 1 and annual benefits
exceeding $78 million. In addition to the commercial benefits, this
project also benefits military readiness, as Naval Station Norfolk, the
world's largest naval base, shares the harbor with the Port of
Virginia. Widening the channel will eliminate existing one-way
navigation restrictions on both commercial and military vessels, which
are currently necessary when an ultra large container vessel transits
the channel. The widening will also provide additional clearance around
Naval Vessel Protection Zones when military vessels are in the channel.
I was pleased to see Norfolk Harbor included in the President's fiscal
year 2022 Budget Request for a new start and $83.7 million in
construction funding. While the Port of Virginia has been able to
advance this project to construction using non-Federal funds, it will
soon reach its cost share limit, and the unnecessary delay in Federal
funding has compressed the Federal investment into larger needs over
fewer years rather than spread more equally across the project. Federal
investment in fiscal year 2022 is essential prevent any gap in
construction and delays to the project. Will you commit to supporting a
new start and at least $83.7 million in Federal construction funding
for the Norfolk Harbor and Channels deepening and widening project in
any suitable funding vehicle Congress passes, whether that be annual
appropriations, an infrastructure package, or other opportunities?
Mr. Connor, Yes. If confirmed, I support a new start and the
necessary construction funding for the Norfolk Harbor and Channels
deepening and widening project.
5. Senator Kaine. Mr. Connor, will you ensure that the Norfolk
District of the U.S. Army Corps of Engineers can expeditiously sign a
Project Partnership Agreement as soon as funding is received and move
to construction of the inner harbor deepening and subsequent
constructible elements?
Mr. Connor, Yes, if confirmed, I will ensure the Corps is prepared
to execute a Project Partnership Agreement (PPA) with the Virginia Port
Authority as soon as funds are received, and I will ensure the Corps is
ready to move to construction expeditiously once the PPA is signed.
__________
Questions Submitted by Senator Elizabeth Warren
pipelines
6. Senator Warren. Mr. Connor, I was very encouraged that at your
hearing, you said that ensuring that the U.S. Army Corps of Engineers
(USACE) respects tribal nations and the Federal Government's
obligations to them ``will be one of [your] highest priorities.'' If
confirmed, what steps will you take to ensure that USACE engages in
robust, meaningful tribal consultation regarding the Enbridge Line 3
pipeline?
Mr. Connor, Respect for Tribal sovereignty, commitment to
fulfilling Federal trust and treaty responsibilities to Tribal Nations,
and conducting regular, meaningful, and robust consultation with Tribal
Nations are cornerstones of Federal Indian Policy and Corps Tribal
Policy Principles. I commit to ensuring that policy continues and is
fully implemented if confirmed. I will closely monitor the status of
the Enbridge Line 3 pipeline, including the status of ongoing
consultations, and provide policy resolution as needed.
levees
7. Senator Warren. Mr. Connor, USACE is responsible for 14,100
miles of levees. In light of the challenges and dangers posed by
climate change, what steps will you take, if confirmed, to ensure USACE
is proactive in its maintenance of levee systems?
Mr. Connor, If confirmed, I will ensure USACE continues to make
progress in determining how to utilize the best available and
actionable climate science in long-term planning and setting priorities
for levee systems, including maintenance, repair, and rehabilitation
activities implemented by USACE and our partners. In addition, I will
support both national and international climate change research. With
the best possible information, USACE will be better positioned to
improve the resiliency of the infrastructure for which it is
responsible.
8. Senator Warren. Mr. Connor, if confirmed, will you ensure that
USACE's steps to maintain the levee system includes robust, meaningful
tribal consultation?
Mr. Connor, Yes. If confirmed, I commit to ensuring robust and
meaningful tribal consultation regarding the USACE maintenance of levee
systems.
9. Senator Warren. Mr. Connor, if confirmed, will you ensure that
USACE's steps to maintain the levee system take into account the
impacts on nearby communities, wildlife, and the natural environment?
Mr. Connor, Yes. If confirmed, I commit to ensuring that impacts to
communities, wildlife, and the natural environment are evaluated and
considered in levee maintenance and other infrastructure projects.
clean water act
10. Senator Warren. Mr. Connor, if confirmed, will you work to
ensure that the USACE enforces the Clean Water Act in a robust and
appropriate manner?
Mr. Connor, Yes. If confirmed, I will ensure the robust and
appropriate enforcement of the Clean Water Act.
private-sector work
11. Senator Warren. Mr. Connor, what steps will you take to avoid
or address conflicts of interest that arise from your previous private-
sector work?
Mr. Connor, I will adhere to the terms of my Ethics Agreement with
the Department of Defense Standards of Conduct Office, and to the
Administration's Ethics Pledge. In accordance with the applicable
ethical standards, for a period of 2 years from the date of my
appointment, I will not participate in any particular matters,
including regulations and contracts, involving specific parties, that
are directly and substantially related to my former employers or former
clients within the past 2 years. I will ensure that these matters are
referred to my principal deputy for action without my knowledge or
participation.
12. Senator Warren. Mr. Connor, WilmerHale's website says that the
firm's Environmental Enforcement and Litigation practice, of which you
are a member, is ``[d]efending a client in a Federal Clean Water Act
(CWA) criminal investigation resulting from an oil spill in
Louisiana.'' Please describe your involvement in this case, if any.
Mr. Connor, I have had no involvement at all in this case.
__________
Questions Submitted by Senator Dan Sullivan
readiness
13. Senator Sullivan. Mr. Connor, 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. Connor, Yes. If confirmed as the Assistant Secretary of the
Army (Civil Works), I commit to working with this Committee, within the
Department of Defense, and within the Department of the Army, to ensure
the Army is ready for the next crisis or conflict, and that the right
lessons are learned from the Korean War and other conflicts our Nation
has faced.
strategy driven budget
14. Senator Sullivan. Mr. Connor, the National Defense Strategy
Commission report, the two previous Senate-confirmed Secretaries of
Defense, and the previous and current Chairman of the Joint Chiefs of
Staff 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. Connor, Yes. While recognizing that there will always be some
form of resource constraints that will exist in the defense budget, I
agree that the Department of Defense budget should be driven by the
National Defense Strategy. If confirmed, I fully commit to advocating
for the resources the Department of the Army, and in particular, the
Corps of Engineers and the Army's Civil Works program, need to carry
out its responsibilities.
______
[The nomination reference of Mr. Michael L. Connor,
follows:]
[GRAPHIC NOT AVAILABLE IN TIFF FORMAT]
______
[The biographical sketch of Mr. Michael L. Connor, which
was transmitted to the Committee at the time the nomination was
referred, follows:]
[GRAPHIC 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. Michael L.
Connor in connection with his nomination follows:]
[GRAPHIC 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 NOT AVAILABLE IN TIFF FORMAT]
______
[The nomination of Mr. Michael L. Connor was reported to
the Senate by Chairman Reed on July 27, 2021, with the
recommendation that the nomination be confirmed. The nomination
was confirmed by the Senate on November 4, 2021.]
[all]