[Senate Hearing 117-999]
[From the U.S. Government Publishing Office]
S. Hrg. 117-999
THE NOMINATIONS OF: HONORABLE FRANKLIN
R. PARKER TO BE ASSISTANT SECRETARY
OF THE NAVY FOR MANPOWER AND RESERVE
AFFAIRS; DR. AGNES G. SCHAEFER TO BE
ASSISTANT SECRETARY OF THE ARMY FOR
MANPOWER AND RESERVE AFFAIRS; DR. RAVI
I. CHAUDHARY TO BE ASSISTANT SECRETARY
OF THE AIR FORCE FOR ENERGY, INSTALLA-
TIONS, AND THE ENVIRONMENT; AND MR.
FRANK CALVELLI TO BE ASSISTANT SECRETARY
OF THE AIR FORCE FOR SPACE ACQUISITION
AND INTEGRATION
=======================================================================
HEARING
BEFORE THE
COMMITTEE ON ARMED SERVICES
UNITED STATES SENATE
ONE HUNDRED SEVENTEENTH CONGRESS
SECOND SESSION
__________
FEBRUARY 17, 2022
__________
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
63-565 PDF WASHINGTON : 2026
=======================================================================
COMMITTEE ON ARMED SERVICES
JACK REED, Rhode Island, Chairman
JEANNE SHAHEEN, New Hampshire JAMES M. INHOFE, Oklahoma
KIRSTEN E. GILLIBRAND, New York ROGER F. WICKER, Mississippi
RICHARD BLUMENTHAL, Connecticut DEB FISCHER, Nebraska
MAZIE K. HIRONO, Hawaii TOM COTTON, Arkansas
TIM KAINE, Virginia MIKE ROUNDS, South Dakota
ANGUS S. KING, Jr., Maine JONI ERNST, Iowa
ELIZABETH WARREN, Massachusetts THOM TILLIS, North Carolina
GARY C. PETERS, Michigan DAN SULLIVAN, Alaska
JOE MANCHIN III, West Virginia KEVIN CRAMER, North Dakota
TAMMY DUCKWORTH, Illinois RICK SCOTT, Florida
JACKY ROSEN, Nevada MARSHA BLACKBURN, Tennessee
MARK KELLY, Arizona JOSH HAWLEY, Missouri
TOMMY TUBERVILLE, Alabama
Elizabeth L. King, Staff Director
John D. Wason, Minority, Staff Director
(ii)
C O N T E N T S
_________________________________________________________________
february 17, 2022
Page
The Nominations of: Honorable Franklin R. Parker to be Assistant 1
Secretary of The Navy for Manpower and Reserve Affairs; Dr.
Agnes G. Schaefer to be Assistant Secretary of the Army for
Manpower and Reserve Affairs; Dr. Ravi I. Chaudhary to be
Assistant Secretary of the Air Force for Energy, Installations,
and the Environment; and Mr. Frank Calvelli to be Assistant
Secretary of the Air Force for Space Acquisition and
Integration.
Members Statements
Reed, Senator Jack............................................... 1
Inhofe, Senator James M.......................................... 3
Witness Statements
Parker, Franklin, Nominee to be Assistant Secretary of The Navy 4
for Manpower and Reserve Affairs.
Advance Policy Questions....................................... 37
Questions for the Record....................................... 55
Nomination Reference and Report................................ 62
Biographical Sketch............................................ 63
Committee on Armed Services Questionnaire...................... 65
Signature Page................................................. 72
Schaefer, Dr. Agnes, Nominee to be Assistant Secretary of The 6
Army for Manpower and Reserve Affairs.
Advance Policy Questions....................................... 72
Questions for the Record....................................... 91
Nomination Reference and Report................................ 99
Biographical Sketch............................................ 100
Committee on Armed Services Questionnaire...................... 101
Signature Page................................................. 112
Chaudhary, Dr. Ravi, Nominee to be Assistant Secretary of the Air 8
Force for Energy, Installations, and the Environment.
Advance Policy Questions....................................... 112
Questions for the Record....................................... 128
Nomination Reference and Report................................ 134
Biographical Sketch............................................ 135
Committee on Armed Services Questionnaire...................... 138
Signature Page................................................. 150
Calvelli, Frank, Nominee to be Assistant Secretary of the Air 10
Force for Space Acquisition and Integration.
Advance Policy Questions....................................... 150
Questions for the Record....................................... 165
Nomination Reference and Report................................ 170
Biographical Sketch............................................ 171
Committee on Armed Services Questionnaire...................... 173
Signature Page................................................. 178
(iii)
This hearing is printed to include all available
information
requested or required to be inserted for the
record.
(iv)
THE NOMINATIONS OF: HONORABLE FRANKLIN R. PARKER TO BE ASSISTANT
SECRETARY OF THE NAVY FOR MANPOWER AND RESERVE AFFAIRS; DR. AGNES G.
SCHAEFER TO BE ASSISTANT SECRETARY OF THE ARMY FOR MANPOWER AND RESERVE
AFFAIRS; DR. RAVI I. CHAUDHARY TO BE ASSISTANT SECRETARY OF THE AIR
FORCE FOR ENERGY, INSTALLATIONS, AND THE ENVIRONMENT; AND MR. FRANK
CALVELLI TO BE ASSISTANT SECRETARY OF THE AIR FORCE FOR SPACE
ACQUISITION AND INTEGRATION
----------
THURSDAY, FEBRUARY 17, 2022
United States Senate,
Committee on Armed Services,
Washington, DC.
The Committee met, pursuant to notice, at 10:00 a.m. in
room SD-G50, Dirksen Senate Office Building, Senator Jack Reed
(Chairman of the Committee) presiding.
Committee Members present: Senators Reed, Hirono, Kaine,
King, Peters, Inhofe, Fischer, Cotton, Rounds, Scott,
Blackburn, Hawley, and Tuberville.
OPENING STATEMENT OF SENATOR JACK REED
Chairman Reed. I will call the hearing to order.
The Committee meets this morning to consider the
nominations of Mr. Franklin Parker, to be the Assistant
Secretary of the Navy for Manpower and Reserve Affairs; Dr.
Agnes Schaefer, to be the Assistant Secretary of the Army for
Manpower and Reserve Affairs; Dr. Ravi Chaudhary, to be the
Assistant Secretary of the Air Force for Energy, Installations,
and the Environment; and Mr. Frank Calvelli, to be Assistant
Secretary of the Air Force.
I thank the nominees for their long careers of service to
the United States and their willingness to assume these
important roles. I would also like to welcome the family
members who are with us today.
Mr. Parker, I welcome your wife, Anne; son, Franklin; and
daughter, Diana.
Dr. Schaefer, I welcome your husband, David.
Dr. Chaudhary, I welcome your wife, Uma, and daughter,
Nina.
Mr. Calvelli, I welcome your wife, Melissa.
Mr. Parker, you are nominated to be Assistant Secretary of
the Navy for Manpower and Reserve Affairs. If confirmed, you
would be the principal advisor to the Secretary of the Navy
with overall supervision of a number of areas, including
military and civilian personnel policy, military readiness,
quality of life, and health care programs, and the Sexual
Assault Prevention and Response Program Office.
You are well qualified, having held this position
previously during the Obama administration, in addition to your
long career as a legal counsel both, in and out of government.
Our Naval Forces are maintaining an extremely high
operations tempo across all areas; as such, the issues of
readiness and retention are increasingly important challenges
for the Department, and fostering respect within the ranks,
including supporting diversity and inclusion, eradicating
extremism, and addressing sexual assault and harassment, must
be a priority. During your testimony, I would ask you to share
your goals with respect to each of these issues.
Dr. Parker, you are nominated to be Assistant Secretary of
the Army for--excuse me--Dr. Parker, you are nominated to be
Assistant Secretary of the Army for Manpower and Reserve
Affairs. You bring a considerable academic background to this
position, including your leadership on dozens of RAND studies,
assessing various military personnel policies and programs. I
would like to know what lessons you plan to bring from those
experiences to this position.
If confirmed, you will serve as the principal advisor to
the Secretary of the Army with overall supervision of the
Army's military and civilian manpower policy, reserve component
affairs, human resources, Force structure policy, and other
critical matters as part of the Army senior leadership. I hope
you will discuss the challenges you see for this position and
your plans for meeting them.
Dr. Chaudhary, you are nominated to be Assistant Secretary
of the Air Force for Energy, Installations, and the
Environment. Your decades of experience across the Department
of Transportation, the Federal Aviation Administration, and as
an Air Force pilot should serve you well in these roles.
Climate change and extreme weather have already cost DOD
billions of dollars in installation damages and will
increasingly impact readiness and posture. Just like any other
threat, the Air Force must better prepare for the impacts of
environmental degradation.
The Air Force is by far the largest consumer of fuel and
energy for the Defense Department, and you will be responsible
for making progress in its efficiency and resilience.
Similarly, contamination from PFAS chemicals remains a serious
issue on Air Force installations. I would like to know your
plans for addressing these challenges.
Finally, Mr. Calvelli, you are nominated to be Assistant
Secretary of the Air Force. With oversight of Space
Acquisition, you are the first person to be nominated for this
position since the Space Force was authorized in the 2020 NDAA.
Your long career in the National Reconnaissance Office will
lend valuable perspective to this role.
The breadth and scope of the Defense Department's
acquisition laws, regulations, and directives is expansive.
The Fiscal Year 2022 NDAA improved the ability of your
position to oversee not only the acquisition efforts of the
Space Force, but to ensure that space acquisition efforts are
integrated across the services. I am interested in hearing your
views on how to improve the Department's acquisition culture
and how you will implement the directions of this year's NDAA.
Thank you, again, to our nominees. I look forward to your
testimonies.
Chairman Reed. Now, let me recognize the Ranking Member,
Senator Inhofe.
STATEMENT OF SENATOR JAMES M. INHOFE
Senator Inhofe. Thank you, Mr. Chairman.
Thanks to our witnesses for being here today.
Our Nation's top military and intelligence leaders have
told that we are in the most dangerous position that we have
been in as country in maybe forever.
I know that the 2018 National Defense Strategy, which is, I
have a copy of it right here, provides a roadmap, and we have
been using this roadmap since 2018, to deal with the security
challenges, and it has got to continue to be our priority. We
have quite a few challenges in the areas that you folks would
be overseeing.
Dr. Chaudhary, you have been nominated to oversee the Air
Force's infrastructure. Your commentary over the last several
years has focused on extremism in the military. I don't
disagree that we don't want any extremism in our military. When
we find them, we are going to have to act swiftly to remove
them from the ranks, but at the same time, this isn't a
systemic problem. The Countering Extremist Activity Working
Group recently found that fewer than 100 servicemembers engaged
in extremist behavior over the past year.
So, when our leaders talk, or the people nominated to serve
as leaders like yourselves, call our servicemembers extremists,
and the vast majority of them aren't, I get worried about the
message that you are sending to the people who would be there
to lead. So, I would like to discuss this more with you today.
Mr. Calvelli, you have been nominated to be the first Space
Service Acquisition Executive. Congress created this job over 2
years ago, and as I have reviewed those individuals who will be
involved in it, you certainly have the credentials that very
few other people have.
Now, we know that China and Russia are also making space a
priority, so I am interested to hear what you will do to make
sure that our Guardians and the Joint Force have the tools that
they need to defend our interests in space.
Dr. Schaefer and Mr. Parker, you would be responsible for
the readiness and well-being of our military personnel in the
Army and Navy; nothing is more important, and I look forward to
hearing your comments on how you plan to attack these problems.
I look forward to hearing from you.
Thank you very much, Mr. Chairman.
Chairman Reed. Thank you very much, Senator Inhofe.
Dr. Schaefer, I apologize. I think in my introduction, I
confused you with Mr. Parker. We are trying to encourage
cooperation between the Army and the Navy, but not to that
extent.
So, Dr. Schaefer, you are going to be nominated as the
Assistant Secretary of the Army for Manpower and Reserve
Affairs, and I look forward to your questions.
At this point, let me recognize Mr. Parker for your
statement, sir.
STATEMENT OF FRANKLIN PARKER, NOMINEE TO BE ASSISTANT SECRETARY
OF THE NAVY FOR MANPOWER AND RESERVE AFFAIRS
Mr. Parker. Thank you, Chairman Reed.
Chairman Reed, Ranking Member Inhofe, and distinguished
Members of the Committee, thank you for allowing me to join you
here today.
I am honored by this opportunity to appear before you
regarding my nomination for the position of Assistant Secretary
of the Navy for Manpower and Reserve Affairs. I wish to thank
President Biden, Secretary Austin, and Secretary Del Toro for
the confidence they have placed in me.
In addition, I wish to thank my wife, Anne; my son,
Franklin; and my daughter, Diana, for their enduring and
unwavering support.
There is no greater calling than service to others: service
for the benefit of another; service without promise of reward;
service for something greater than each of us, but for all of
us. For me, this lesson was taught not solely by words, but by
example: the example of my father, Franklin Parker, a former
Air Force munitions officer who volunteered to serve his nation
in Vietnam at the height of conflict; the example of my uncle
Glynn Parker, and cousin Frank Harris, also Vietnam veterans
who each served distinguished careers in the Army and Air
Force, respectively; in addition, I learned the value of
service from the example of my grandfather, Fred Curls, who not
only served in the National Guard, but dedicated his life
afterward to service in the Civil Rights Movement and to
inspiring others to achieve what they believe.
No one exemplifies this notion of service more completely
than our women and men in uniform and our civilian personnel
who complement and support them. Through their courage,
dedication, and skill, they comprise the world's greatest
fighting force. Through their commitment and sacrifice, they
help guarantee the freedoms we enjoy and the way of life we
cherish. Through their character, they present America's best
foot forward to the world. Indeed, our military is defined by
our people; a mosaic of America representing our diversity, our
differences, and our greatest strengths.
Mr. Chairman, and Members of the Committee, it is a
privilege to be considered for this opportunity to serve our
sailors, marines, and our Department of the Navy civilian
workforce. I believe my experience in multiple roles within the
Department of the Navy, as a senior leader at a civilian
agency, and as a private sector attorney provide me with a
well-rounded perspective that, if confirmed, I will use to my
greatest ability to support those who so readily and ably serve
our Nation.
Our people are our most valuable asset, our greatest
strength, and our most profound capability, both as a military
and as a nation; as such, our servicemembers and the civilian
personnel supporting them, deserve our firmest commitment to
ensuring they have the tools, policy, and support they require
not only to succeed in the mission, but to thrive in life.
If confirmed, I will do my utmost to further our military
readiness, combat abuses within our ranks, support our military
and civilian families, reduce barriers to mental health
support, and to foster a diverse and inclusive environment that
prioritizes respect for all its members; further, if confirmed,
I commit to working with Congress and the members of this
Committee to do so.
Thank you sincerely for your consideration of my
nomination. I look forward to your questions.
[The prepared statement of Mr. Parker follows:]
Prepared Statement by Franklin R. Parker
Chairman Reed, Ranking Member Inhofe, and distinguished members of
the Committee; thank you for allowing me to join you here today. I am
honored by this opportunity to appear before you regarding my
nomination for the position of Assistant Secretary of the Navy for
Manpower and Reserve Affairs. I wish to thank President Biden,
Secretary Austin, and Secretary Del Toro for the confidence they have
placed in me. In addition, I wish to thank my family for their enduring
and unwavering support.
There is no greater calling than service to others. Service for the
benefit of another; service for something greater than each of us, but
for all of us. For me, this lesson was taught not solely by words, but
by example--the example of my father Franklin Parker, a former Air
Force munitions officer who volunteered to serve his nation in Vietnam
at the height of conflict. The example of my uncle Glynn Parker, and
cousin Frank Harris, also Vietnam veterans who each served
distinguished careers in the Army, and Air Force, respectively. In
addition, I learned the value of service from the example of my
grandfather, Fred Curls--who not only served in the National Guard, but
dedicated his life afterward to service in the civil rights movement
and to inspiring others to achieve what they believe.
No one exemplifies this notion of service more completely than our
women and men in uniform and our civilian personnel who complement and
support them. Through their courage, dedication and skill, they
comprise the world's greatest fighting force. Through their commitment
and sacrifice, they help guarantee the freedoms we enjoy and the way of
life we cherish. Through their character, they present America's best
foot forward to the world. Indeed, our military is defined by our
people; a mosaic of America representing our diversity, our differences
and our greatest strengths.
Mr. Chairman and Members of the Committee, it is a privilege to be
considered for this opportunity to again serve our sailors, marines,
and our Department of the Navy civilian workforce. I believe my
experience in multiple roles within the Department of the Navy, as a
senior leader at a civilian agency, and as a private sector attorney
provide me with a well-rounded perspective that, if confirmed, I will
use--to my greatest ability--to support those who so readily and ably
serve our nation.
Our people are our most valuable asset, our greatest strength, and
our most profound capability--both as a military and as a nation. As
such, our servicemembers and the civilian personnel supporting them
deserve our firmest commitment to ensuring they have the tools, policy,
and support they require not only to succeed in the mission, but to
thrive in life. If confirmed, I will do my utmost to further our
military readiness, combat abuses within our ranks, support our
military and civilian families, reduce barriers to mental health
support, and to foster a diverse and inclusive environment that
prioritizes respect for all its members. Further, if confirmed, I
commit to working with Congress and the Members of this Committee to do
so. Thank you sincerely for your consideration of my nomination. I look
forward to your questions.
Chairman Reed. Thank you, Mr. Parker.
Dr. Schaefer, please?
STATEMENT OF DR. AGNES SCHAEFER, NOMINEE TO BE ASSISTANT
SECRETARY OF THE ARMY FOR MANPOWER AND RESERVE AFFAIRS
Dr. Schaefer. Good morning, Chairman Reed, Ranking Member
Inhofe, and distinguished Committee Members.
I am deeply honored to come before you today as President
Biden's nominee for Assistant Secretary of the Army for
Manpower and Reserve Affairs. I am grateful for your
consideration of my nomination, and for your long-standing and
bipartisan commitment to our national security.
I would like to thank President Biden, Secretary Austin,
and Secretary Wormuth for the confidence and trust they have
placed in me through this nomination.
I also want to thank my husband, who is here with me today,
for his enduring love and support across the seasons of our
amazing life together. Unfortunately, my mom and three siblings
could not attend today, but they are watching me from various
places across the country, and they know how much I love them
for their part in shaping who I am.
I sit before you today as an example of the realization of
the American Dream. In 1956, as a young couple, my parents fled
to Austria from Hungary when the Soviet Union invaded their
homeland and quashed the Hungarian revolution against
Communism. They were eventually granted asylum by the United
States; something for which my parents, siblings, and I are
forever grateful.
This gratitude has deeply ingrained the importance of
service in my family. My father, an oceanographer by training,
dedicated his life's work to United States National Security by
using his expertise to better detect Soviet submarines so that
we could eventually win the Cold War. One of my brothers and my
nephew have served in the Air Force, and my sister has spent
more than 30 years working in the Defense industry.
I deeply honor the risks taken and sacrifices made by my
brother, nephew, and other servicemembers, civilians, and
contractors who bravely serve our Nation. Watching my family,
friends, and colleagues navigate the challenges and
opportunities posed by a life of service, with a steadfast
commitment to our shared mission, has inspired me to work to
find solutions to those challenges, expand opportunities, and
strengthen our national security.
That inspiration has guided me on my path as a national
security researcher. I grew up in the Washington DC area
and upon finishing college in Miami, I completed my PhD at
Syracuse University's Maxwell School of Citizenship and Public
Affairs and then a fellowship at Princeton University, before
being hired by the RAND Corporation.
Over the last 16 years as a researcher at RAND, my focus
every day has been to improve the lives of our active and
servicemember component, our Active and Reserve component
member families, and improve our military's readiness to meet
the objectives of our national security strategy.
If confirmed, these will continue to be my priorities in
service of our soldiers, civilians, contractors, and their
families. I can think of no better way to continue working on
these issues than by helping the Army succeed in the face of
varied, complex challenges.
As our Nation confronts myriad national security threats,
we must maintain current and future readiness by putting people
first. We must look for creative ways to ensure that our
military and civilian workforce have the education, training,
and skills necessary to meet both, current and future threats;
additionally, we need to ensure that our military and civilian
workforce have safe and healthy work environments, free from
harmful behaviors such as sexual assault and harassment,
domestic abuse, and suicide. Finally, we owe it to our
workforce and their families to help them enjoy the highest
quality of life possible.
Members of the Committee, if confirmed, I look forward to
working closely with you to address the needs of the Army's
Total Force, including its active and reserve component,
military and civilian workforce, as well as their families to
ensure the readiness of our Army to meet, not only today's
national security challenges, but tomorrow's as well.
I look forward to your questions and thank you again for
opportunity to be with you today.
[The prepared statement of Dr. Schaefer follows:]
Prepared Statement by Dr. Agnes Schaefer
Good morning, Chairman Reed, Ranking Member Inhofe, and
distinguished Committee Members. I am deeply honored to come before you
today as President Biden's nominee for Assistant Secretary of the Army
for Manpower and Reserve Affairs. I am grateful for your consideration
of my nomination, and for your long-standing and bipartisan commitment
to our national security. I would like to thank President Biden,
Secretary Austin, and Secretary Wormuth for the confidence and trust
they have placed in me through this nomination. I also want to thank my
husband, who is here with me today, for his enduring love and support
across the seasons of our amazing life together. Unfortunately, my
mother and three siblings could not attend today, but they are watching
from various places across the country, and they know how much I love
them for their part in shaping who I am.
I sit before you today as an example of the realization of the
American dream. In 1956, as a young couple, my parents fled to Austria
from Hungary when the Soviet Union invaded their homeland and quashed
the Hungarian revolution against communism. They were eventually
granted asylum by the United States--something for which my parents,
siblings, and I are forever grateful. This gratitude has deeply
ingrained the importance of service in my family. My father, an
oceanographer by training, dedicated his life's work to United States
national security by using his expertise to better detect Soviet
submarines so that we could eventually win the Cold War. One of my
brothers and my nephew have served in the Air Force, and my sister has
spent more than 30 years working in the defense industry.
I deeply honor the risks taken and sacrifices made by my brother,
nephew, and other servicemembers, civilians, and contractors who
bravely serve our nation. Watching my family, friends, and colleagues
navigate the challenges and opportunities posed by a life of service,
with a steadfast commitment to our shared mission, has inspired me to
work to find solutions to those challenges, expand opportunities, and
strengthen our national security.
That inspiration has guided me on my path as a national security
researcher. I grew up in the Washington DC area and, upon finishing
college in Miami, I completed my PhD at Syracuse University's Maxwell
School of Citizenship and Public Affairs and then a fellowship at
Princeton University, before being hired by the RAND Corporation. Over
the last 16 years as a researcher at RAND, my focus every day has been
on improving our military's readiness to meet the objectives of our
national security strategy, and to improve the lives of our Active and
Reserve component members and their families. If confirmed, these will
continue to be my priorities in service of our soldiers, civilians,
contractors, and their families. I can think of no better way to
continue working on these issues than by helping the Army succeed in
the face of varied, complex challenges.
As our Nation confronts myriad national security threats, we must
maintain current and future readiness by putting people first. We must
look for creative ways to ensure that our military and civilian
workforce have the education, training, and skills necessary to meet
both current and future threats. Additionally, we need to ensure that
our military and civilian workforce have safe and healthy work
environments free from harmful behaviors such as sexual assault and
harassment, domestic abuse, and suicide. Finally, we owe it to our
workforce and their families to help them enjoy the highest quality of
life possible.
Members of the Committee, if confirmed, I look forward to working
closely with you to address the needs of the Army's Total Force,
including its active and reserve component military and civilian
workforce, as well as their families to ensure the readiness of our
Army to meet not only today's national security challenges, but
tomorrow's as well.
I look forward to your questions and thank you again for
opportunity to be with you today.
Chairman Reed. Thank you, Dr. Schaefer.
Dr. Chaudhary, please?
STATEMENT OF DR. RAVI CHAUDHARY, NOMINEE TO BE ASSISTANT
SECRETARY OF THE AIR FORCE FOR ENERGY, INSTALLATIONS, AND THE
ENVIRONMENT
Dr. Chaudhary. Chairman Reed, Ranking Member Inhofe, and
Members of the Committee, it is a privilege to join you today
in consideration for the role of Assistant Secretary of the Air
Force for Energy, Installations, and the Environment.
I am humbled by the confidence President Biden, Secretary
Austin, and Secretary Kendall have placed in me and I extend my
heartfelt gratitude to them.
I would also like to acknowledge my family today for their
love and support, starting with my parents, who are watching
from my hometown in Minnesota; my brother and former state
senator, Satveer Chaudhary; and my sister, Dr. Bala Chaudhary,
a professor at Dartmouth University.
Like many immigrant families, my parents came to this
country over 50 years ago in pursuit of the American Dream and
share a remarkable story of patriotism. I am grateful to my
son, Krishan, who is watching from Penn State, and my daughter,
Nina, a high school senior and aspiring aerospace engineer, who
is with us today. Both of you have lived your lives on Air
Force installations and know the challenges military children
face: to see a headline on TV, followed by endless uncertainty
and waiting, and watching your dad go out that door and hear
the jets roar. I love you both.
Of course, I cannot thank my lovely wife and eternal
anchor, Uma, enough. Alongside me over decades of service, she
shares a deep understanding of life on Air Force installations,
as well as the sacrifices military families make when they
serve, especially during times of war.
I am humbled to have the opportunity to continue a career
of service, one that began 30 years ago at the Air Force
Academy. I spent a little over 2 decades on active duty, where
I led a variety of critical mission-sets as an Air Force pilot
and aerospace engineer. From launching the first GPS
constellation, to leading critical flight tests and combat
operations, these missions afforded me the opportunity work at
many different installations and understand their needs.
I have had the honor of serving in operational flying
wings, training bases, test ranges, space and logistics
centers, and of course, flying into and out of overseas and
forward locations. As a result of these experiences, I gained a
deep understanding of the vital role installations play in the
readiness of our Joint Force.
My service also brought me to the Pentagon, where I worked
on high-level strategy, Force posture, budget, and
transformation of the Total Force.
Later, I had the privilege of serving as a Senior Executive
at the Federal Aviation Administration, where I was responsible
for leading a team of regional administrators, and a federal
workforce of over 1,000 employees. Among my diverse
responsibilities, I oversaw the transformation of major federal
facilities and airports, including projects that reduced carbon
footprint, increase environmental stewardship, and brought
innovation to our Nation's Space Program.
My duties required interagency collaboration with the DOD,
EPA, Department of Interior, as well as State, Local, and
Tribal Governments on complex issues ranging from navigation
and spaceports to protection of our natural resources; if
confirmed, these executive experiences will arm me with the
skills to be successful in the Department of the Air Force.
Air and Space Forces deliver combat power from their
installations. Consequently, the resiliency of our bases,
especially at forward locations, is of utmost importance to our
military readiness and execution of the National Defense
Strategy. Furthermore, technological advances also mean that we
can no longer assume installations are a sanctuary from threats
across all domains.
Ensuring a resilient, hardened, and dispersed network of
installations creates ambiguity for potential adversaries,
complicates targeting, and presents operational dilemmas for
those who threaten U.S. national interests; additionally,
extreme weather events and other climate-related effects
adversely impacting installation readiness.
Furthermore, the speed, range, and flexibility of air and
space power is dependent upon the amount of energy it can
supply and sustain; therefore, the more efficiently the Air
Force manages its operational energy, the more effective it
will be in delivering effects for combatant commanders.
In closing, perhaps the greatest qualification I have
occurred a little over 30 years ago, when I walked up the ramp
on my first day at the Air Force Academy. My story is an airman
story. It is a Guardian story. On this seventy-fifth
anniversary year of the Department, you have my pledge that, if
confirmed, I will work hard every day for the airmen,
guardians, and their families who serve.
Thank you for considering my nomination, and I look forward
to your questions.
[The prepared statement of Dr. Chaudhary follows:]
Prepared Statement by Dr. Ravi Chaudhary
Chairman Reed, Ranking Member Inhofe, and Members of the Committee,
it is a privilege to join you today in consideration for the role of
Assistant Secretary of the Air Force for Energy, Installations, and the
Environment. I am humbled by the confidence President Biden, Secretary
Austin, and Secretary Kendall have placed in me and I extend my
heartfelt gratitude to them.
I would also like to acknowledge my family today for their love and
support. Starting with my parents, who are watching from my hometown in
Minnesota, my brother and former State Senator Satveer Chaudhary, and
my sister Dr. Bala Chaudhary, Professor at Dartmouth University. Like
many immigrant families, my parents came to this country over 50 years
ago in pursuit of the American dream, and share a remarkable story of
patriotism. I'm grateful to my son, Krishan, who is watching from Penn
State, and my daughter, Nina, a high school senior and aspiring
Aerospace Engineer who is here with us today. Both of you have lived
your lives on Air Force installations; and know the challenges military
children face, to see a headline on TV, watch dad walk out that door,
then hear the roar of jets taking off--followed by endless uncertainty
and waiting. You both are my rocks. Of course, I cannot thank my lovely
wife and eternal anchor, Uma, enough. Alongside me over decades of
service, she shares a deep understanding of life on Air Force
installations, as well as the sacrifices military families make when
they serve, especially during times of war.
I'm humbled to have the opportunity to continue a career of
service, one that began 30 years ago at the Air Force Academy. I spent
a little over two decades on active duty, where I led a variety of
critical missions-sets as an Air Force pilot and aerospace engineer.
From launching the first GPS constellation to leading critical flight
tests and combat operations, these missions afforded me the opportunity
work at many different installations. I've had the honor of serving in
Operational Flying Wings, Training Bases and Test Ranges, Space and
Logistics Centers, and of course flying into and out of overseas and
forward locations. As a result of these experiences, I gained a deep
understanding of the vital role installations play in the readiness of
our joint force. My service also brought me to the Pentagon, where I
worked on high-level strategy, force posture, budget, and
transformation of the Total Force.
Later, I had the privilege of serving as a Senior Executive at the
Federal Aviation Administration, where I was responsible for leading a
team of Regional Administrators, and a federal workforce of over one-
thousand employees. Among my diverse responsibilities, I oversaw the
transformation of major federal facilities and airports, including
projects that reduced carbon footprint and increase environmental
stewardship, and innovate in our nation's space program. My duties
required interagency collaboration with the DOD, EPA, Department of
Interior, as well as State, Local, and Tribal governments on complex
aviation issues ranging from navigation and spaceports to protection of
our natural resources. If confirmed, these executive experiences will
arm me with the skills to be successful in the Department of the Air
Force.
Air and Space Forces deliver combat power from their installations.
Consequently, the resiliency of our bases, especially at forward
locations, is of utmost importance to military readiness, and execution
of the National Defense Strategy. Furthermore, technological advances
also mean that we can no longer assume installations are a sanctuary
from threats across all domains. Ensuring a resilient, hardened, and
dispersed network of installations creates ambiguity for potential
adversaries, complicates targeting, and presents operational dilemmas
for those who threaten U.S. national interests. Additionally, extreme
weather events and other climate-related effects are adversely
impacting installation readiness.
Furthermore, the speed, range, and flexibility of Air and Space
power is dependent upon the amount of energy it can supply and sustain.
Therefore, the more efficiently the Air Force manages its operational
energy, the more effective it will be in delivering effects for
combatant commanders.
In closing, perhaps the greatest qualification I have occurred a
little over 30 years ago, when I walked up the ramp on my first day at
the Air Force Academy--my story is an airman and guardian story. On
this 75th anniversary year of the Department, you have my pledge that,
if confirmed, I will work hard every day for the airmen, guardians, and
their families who serve. Thank you for considering my nomination. I
look forward to your questions.
Chairman Reed. Thank you very much, Doctor.
Mr. Calvelli, please?
STATEMENT OF FRANK CALVELLI, NOMINEE TO BE ASSISTANT SECRETARY
OF THE AIR FORCE FOR SPACE ACQUISITION AND INTEGRATION
Mr. Calvelli. Good morning Chairman Reed, Ranking Member
Inhofe, and Members of the Committee.
Thank you for the opportunity to appear before this
Committee and thank you for recognizing the importance of Space
Acquisition by creating this new position; if confirmed, I
would be honored to serve as the first Assistant Secretary of
the Air Force for Space Acquisition and Integration.
Thank you to President Biden and Secretary Austin for
supporting my nomination and thank you to Secretary Kendall and
Under Secretary Jones for having confidence in my abilities.
I am excited about this opportunity, and if confirmed, will
drive the direction of the acquisition for the Space Force.
Having served 30 years at the National Reconnaissance Office, 8
years as its principal deputy director and deputy acquisition
executive, if confirmed, I will bring my leadership running
large organizations and leadership driving successful space
acquisitions to the Department and to this new critical
position.
As you know, we are at a critical juncture for our Defense
Space architecture, and there is a real sense of urgency to
act. The Nation needs to outpace its adversaries and maintain
the technological advantage we get from Space.
The Nation needs to integrate its Space architecture with
other warfighting domains to give its warfighters an advantage.
The Nation needs to make its Space architecture more resilient
so that it can be counted on during times of crisis and
conflict, and the Nation needs to do this with speed.
If confirmed, I will look to drive speed into the
Department's Space Acquisitions in order to get new
capabilities into the hands of the warfighters faster. From my
experience and my expertise in Space Acquisition, speed can be
added into acquisitions by ensuring requirements and analysis
are coordinated and completed well ahead of capability need; by
driving early technology risk reduction and research and
development of new capabilities to reduce risk when we get to
the acquisition phase; by utilizing the right acquisition
strategies, the right contract types, and the right contract
incentives that incentivize speed, as well as successful
contract execution; driving cost and schedule realism into
proposals that we receive from industry; acquiring smaller
systems for Space; driving our ground systems to be more open
architectures, while developing ground software in smaller,
more manageable pieces; and making sure that Space and Ground
come together as a system. With Ground ready before launch, we
can take advantage of what we just launched.
In addition, speed in acquisitions can be helped by using
existing technology, in some cases; limiting contract changes
and keeping requirements stable; empowering our program
managers and holding them accountable for program success;
holding industry accountable for results; driving an
organizational focus on meeting schedule, cost, and technical
performance commitments across the organization; and creating a
culture of successful program execution, while driving a sense
of urgency. Based upon my experience, with these approaches,
speed can be added back to Space Acquisitions and capability
can be delivered to the warfighters quicker.
If confirmed, I will also continue to drive towards a more
resilient Space architecture. Being out of the government for
the last year, if confirmed, I will quickly catch up on today's
progress and on current threat assessments.
From my experience, resiliency to Space can be added by
taking advantage of diverse orbits, adding new technical
capabilities, using a mix of traditional satellites and
smaller, more proliferated satellites, robust space situational
awareness, the ability for rapid reconstitution, and taking
advantage and integrating commercial capabilities. Resiliency
also includes making sure that our ground systems don't have
single-point failures and that they are secure from
cyberattacks. Nothing is more important than making sure our
Space capabilities are available and can be counted on to
support the warfighter and the Nation during times of crisis
and conflict.
If confirmed, adding resiliency will be another top
priority; in addition, if confirmed, I will also work in a
collaborative manner across the Department, across the
services, and intelligence community, to ensure the integration
of Space with other warfighting domains and to avoid
duplication of efforts.
Finally, I like to thank my family; my wife, Melissa, who
is proud member of the Federal Government, working currently at
the National Reconnaissance Office. Both Melissa and I believe
in the importance of public service, and even though I have
only been out of the government for a little bit over a year, I
definitely missed it.
Thank you to my children: Michael, Sydney, and Samantha,
and my step-daughter Ashley, for all their support.
Thank you, again, to the Committee, for creating this new,
critical position and for inviting me to this hearing.
If confirmed, I commit to being fully transparent with this
Committee on progress, issues, and status of Space Acquisition.
I look forward to your questions.
[The prepared statement of Mr. Calvelli follows:]
Prepared Statement by Mr. Frank Calvelli
Good morning Chairman Reed, Ranking Member Inhofe, and Members of
the Committee. Thank you for the opportunity to appear before this
Committee, and thank you for recognizing the importance of space
acquisition by creating this new position. If confirmed, I would be
honored to serve as the first Assistant Secretary of the Air Force for
Space Acquisition and Integration.
Thank you to President Biden and Secretary Austin for supporting my
nomination. Also thank you to Secretary Kendall and Under Secretary
Jones for having confidence in my abilities for this position.
I'm excited about this opportunity, and if confirmed will drive the
direction of acquisition for the Space Force. Having served 30 years at
the National Reconnaissance Office (NRO), 8 years as its principal
deputy director and deputy acquisition executive, if confirmed I will
bring my leadership running large organizations, and leadership driving
successful space acquisitions to the Department and to this new
critical position.
As you know, we are at a critical juncture for our defense space
architecture, and there is a real sense of urgency to act. The Nation
needs to outpace its adversaries and maintain the technological
advantage it gets from space. The Nation needs to integrate its space
architecture with other war fighting domains to give its warfighters a
strategic edge. The Nation needs to make its space architecture more
resilient so that it can be counted on during times of crisis and
conflict, and the Nation needs to do this with speed.
If confirmed, I will look to drive speed into the Department's
space acquisitions in order to get new capabilities into the hands of
the warfighters faster. From my experience and expertise in space
acquisition, speed can be added to acquisitions by: ensuring
requirements and analysis are coordinated and completed ahead of
capability need; driving early technology risk reduction and research
and development of new capabilities to reduce risk in the acquisition
phase; utilizing the right acquisition strategies, contract types, and
contract incentives to incentivize speed as well as successful contract
execution; driving cost and schedule realism into proposals; acquiring
smaller systems for space; driving ground systems to more open
architectures while developing ground software in smaller more
manageable pieces; and making sure that space and ground come together
as a system, with ground ready before launch.
In addition, speed in acquisition can be helped by: using existing
technology; limiting contract changes; keeping requirements stable;
empowering our program managers and holding them accountable for
program success; holding industry accountable for results; driving
organizational focus on meeting schedule, cost, and technical
performance commitments; and creating a culture of successful program
execution, while driving a sense of urgency.
Based upon my experience, with these approaches, speed can be added
back to space acquisitions and capability can be delivered quicker to
our warfighters.
If confirmed, I will also continue driving towards a more resilient
defense space architecture. After being out of government service this
last year, if confirmed I will quickly catch up on today's progress and
on current threat assessments. From my experience, resiliency can be
added by taking advantage of diverse orbits, adding new technical
capabilities, using a mix of traditional satellites and smaller more
proliferated satellites, robust space situational awareness, the
ability for rapid reconstitution, and taking advantage of commercial
capabilities. Resiliency also includes making sure that ground systems
don't have single point failures and that they are secure from cyber-
attacks. Nothing is more important than making sure our space
capabilities are available and can be counted on to support the
warfighter and the Nation during times of crisis and conflict. If
confirmed, adding resiliency will be a top priority.
In addition, if confirmed, I will also work in a collaborative
manner across the Department, Services, and Intelligence Community to
insure the integration of space with other war fighting domains and to
avoid duplication of efforts.
Finally, I like to thank my family. My wife Melissa who is proud
member of the Federal Government, working at the NRO. Both Melissa and
I believe in the importance of public service, and even though I've
only been out of government for a little over a year, I definitely
missed it. Thank you to my children Michael, Sydney, and Samantha, and
my step-daughter Ashley for all their support.
Thank you again for creating this new critical position, and for
inviting me to this hearing. If confirmed I commit to being fully
transparent with this Committee on progress, issues, and status of
space acquisition. I look forward to your questions.
Chairman Reed. Thank you, Mr. Calvelli.
I have a series of questions that are required for all
civilian nominees. You may answer in unison.
Have you adhered to applicable laws and regulations
governing conflicts of interest?
[All three witnesses answered in the affirmative.]
Chairman Reed. Have you assumed any duties or taken any
actions that would appear to presume the outcome of the
confirmation process?
[All three witnesses answered in the negative.]
Chairman Reed. Exercising our legislative and oversight
responsibilities 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
Committee when requested?
[All three witnesses answered in the affirmative.]
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?
[All three witnesses answered in the affirmative.]
Chairman Reed. Will you ensure that your staff complies
with deadlines established by this Committee for the
productions of reports, records, and other information,
including timely responding to hearing questions for the
record?
[All three witnesses answered in the affirmative.]
Chairman Reed. Will you cooperate and provide any witnesses
and briefers in response to a congressional request?
[All three witnesses answered in the affirmative.]
Chairman Reed. Will those witnesses and briefers be
protected from reprisal for any of their testimony or
briefings?
[All three witnesses answered in the affirmative.]
Chairman Reed. Thank you very much.
I am going to address the same question to both, Mr. Parker
and Dr. Schaefer, since your services are different, but your
roles are quite similar. There is a significant issue in
recruiting in multiple aspects; first, as we all recognize, the
pool of qualified young people to recruit continues to
decrease. Second, the Force is not as geographically
diversified as possible, and there is a growing statistical
phenomenon of sort of sons and daughters of servicemembers
joining and joining and joining so that the number of
servicemembers who are children or grandchildren increases,
which, again, threatens diversity.
Starting with Mr. Parker, how would you propose to respond?
Mr. Parker. Senator, expanding the base of recruits to our
military is fundamentally important. Our Nation has incredible
potential and untapped potential, and so taking advantage of
the largest swath of that is critical to maintaining the
strength of the Force.
I agree with the observations that you made. I think one of
the main ways that we could try to go about doing that is by
expanding that geographic diversity, trying to make sure that
services are able to tap into populations that, right now,
currently, aren't the primary populations where recruiting is
taking place, so really trying to draw on the geographic
breadth of the Nation, in terms of tapping into that talent.
Separately, as you noted, Senator, so many individuals,
like myself, have backgrounds where there has been family
service, but really reaching out to people who don't
necessarily have that type of family contact, that family
history, that type of personal familiarity with the service is
fundamentally important, I think, both, for raising the profile
of the service, but also in increasing the base of eligible
people to serve.
Chairman Reed. Thank you.
Dr. Schaefer, please?
Dr. Schaefer. Thank you, Senator.
I am extremely concerned about the recruiting environment
right now, where all competing for the same talent in that
competition is fierce right now. The geographic, aspect, as
well, really concerns me. I think that this is, in the case of
the Army, a time for a reset in the way that we think about
recruiting.
Traditionally, we have recruited in that sunshine smile
across the southern part of the United States and I am
concerned that we need to move out into other areas where we
haven't traditionally had participation in the Army.
But most concerning to me, I think, is the decrease in
propensity that we are seeing, and I think that we need to find
out why that is decreasing. I think we need to make the Army
more relatable to the American public and push out to those
areas, such as the Northeast and the Midwest, where we are not
seeing the numbers of recruits that we would like to see. I
think that is partly because we don't have many installations
in those areas and people don't see folks in Army uniforms
walking down the street or they don't know anybody in the Army,
and we need to change that.
So, I absolutely share your concerns about this.
Chairman Reed. Thank you very much.
Dr. Chaudhary, as I indicated, and you well know, the Air
Force consumes the most hydrocarbons in the Department of
Defense and that implicates climate changes, but also in terms
of military operations, we lost more people trying to get
gasoline out to the troops in Iraq and Afghanistan than in many
other circumstances, so it is a definite operational factor.
How can the Air Force modify the acquisition process while
investing in operational energy improvements? Could you respond
quickly, and my time is diminishing, so . . .
Dr. Chaudhary. Yes, Senator. Thank you for the question.
It is absolutely critical that the Air Force address
operational energy as the largest consumer. I believe that if
the operational energy concerns are addressed, we can be more
flexible with executing operations. With the acquisition
system, I believe early involvement is absolutely critical to
understanding how we can effect change and ensuring that the
operational energy is addressed very early in the acquisition
process and continues.
Chairman Reed. Thank you very much.
Mr. Calvelli, you are the first person that is going to
take this position, so you are the path breaker or pathfinder.
It just strikes me that there is enough issues within the Air
Force getting satellites in space and other aspects, but you
will have the additional challenge of going to other services
and saying, you have got to be able for talk to me and I have
got to be able to talk to you in a colloquial sense.
Any thoughts on that challenge?
Mr. Calvelli. Yes. Thank you, Senator.
That is going to be a really important part in terms of
collaborating across the board with everyone, on all of the
services. I think this Committee has given me an amazing tool
called the acquisition space council or the Space Acquisition
Council, I forget the exact name, I am sorry, and I think I
could use that tool to my advantage to bring in all--discuss
Space architecture, discuss Space Acquisition strategies, and
discuss across the services, where we need to go with the Space
architecture. So, I think this Committee has given me an
important tool to take advantage of and use.
Chairman Reed. Thank you very much.
Senator Inhofe, please?
Senator Inhofe. Thank you, Mr. Chairman.
Dr. Chaudhary, I believe, and I could be wrong, and correct
me if I am wrong, that you are the one who was advocating using
artificial intelligence on our military personnel to identify
toxic communications; is that correct?
Where are you?
Dr. Chaudhary. Senator, that is correct.
Senator Inhofe. Okay. Well, I think it is a really horrible
idea. Tell me why it is a good idea.
Dr. Chaudhary. Thank you, Senator, for the opportunity to
address that article.
The intent of the article was to engage in a public
discussion on addressing extremism, as well as other areas
affecting readiness. The article fell short of that, and I
regret that, but let me state clearly my feelings on----
Senator Inhofe. Let me do this, because I do want to get
two other questions to other witnesses, and I am going to come
back to this, so you be thinking of a good answer.
Dr. Schaefer, we are starting to see signs that the Army
may have to reduce end-strength in order to comply with the
Administration's budget cuts. You know, I am a very old Army
guy and it seems that since I have been here in both, the House
and the Senate, that the Army is always the first ones that get
cut, so I have a little bias in this.
The last time this happened, it was during the Obama
administration. The Army cut an average of 20,000 soldiers a
year over 5 years, and the Army is basically the same size as
it was before September 11th, but the threats from Russia and
North Korea and others have only grown, so we can't afford this
mistake twice.
Based on your experience, what are the risks associated
with a rapid reduction in Army end-strength at this time?
Dr. Schaefer. Senator, thank you for this question.
This also concerns me. I think that what we are seeing in
Ukraine illustrates the fact that we live in an extremely
uncertain world and the Army is being asked to address a
variety of threats. In order to be able to carry out those
multidomain operations associated with our modernization plans,
we need to maintain end-strength and I think decreasing end-
strength is a problem.
Senator Inhofe. So, you would support maintaining end-
strength, at least where we are today?
Dr. Schaefer. That is correct.
Senator Inhofe. Okay.
Dr. Schaefer. I would, you know, given the new NDS that is
coming out, I think we will need to appropriately calibrate
that end-strength to these future requests.
Senator Inhofe. Okay. Well, I appreciate that very much.
Mr. Parker, since the last, you last served in the Navy,
there have been civilian preventable, major ship collisions,
groundings, fires, and other incidents. Navy investigations
attribute the accidents mostly to personnel-related causes,
such as, you know, inadequate manpower or training.
The chief of the Navy personnel just recently testified
that the Navy is 5,000 to 6,000 sailors short of manning our
ships today.
Now, you have a background. You are going to be responsible
for some of these things, the problems that we are faced with
right now.
What is your assessment of the role that manning and
training played in these accidents--you know the accidents that
I am referring to and you know that we have observed that we
need, that we are short--so, what is your response to that and
how are you going to handle that?
Mr. Parker. Senator, I absolutely share your concern with
some of the recent incidents that have occurred within the
Navy. You know, I believe many of those, similar to what the
Chief of Naval Personnel said, you know, are attributable to
manning issues and other challenges within the Force.
I understand that the Department is working hard to address
that. I understand that since the McCain and Fitzgerald
collisions, the Navy has assessed 23,000 new sailors and has
moved 10,000 new to the fleet since that time.
If confirmed, really focusing on those types of manning
issues and related cultural issues, I know there are
initiatives such as Get Real Get Better, which is really
focused on assessing where the Navy has fallen short and then
taking lessons learned from that, I think those types of
initiatives are helpful both, in terms of the manning piece,
but also in terms of operationally ensuring that we learn from
our mistakes, and if confirmed, I will support those.
Senator Inhofe. Very good.
Now, Dr. Chaudhary, I would like to have you go ahead and
finish answering the question that I started out with.
Dr. Chaudhary. Thank you, Senator.
To continue and provide clarity, the men and women who
serve, the vast of the men and women who serve, serve with
honor, integrity, and excellence. I believe that the
constitutional rights of our men and women who serve should be
protected, period.
If confirmed, I will work with Secretary Kendall and follow
his lead on addressing the extremism in the military.
Senator Inhofe. Okay. Well, except you have already
addressed it. You have already talked about it, and I have
already expressed my feelings about that issue.
Thank you, Mr. Chairman.
Chairman Reed. Thank you, Senator Inhofe.
Senator Hirono, please?
Senator Hirono.. I ask all nominees on any of the
committees on which I sit the following two initial questions
and you can respond in unison.
Since you became a legal adult, have you ever made unwanted
requests for sexual favors or committed any verbal or physical
harassment or assault of a sexual nature?
[All three witnesses answered in the negative.]
Senator Hirono. Have you ever faced discipline or entered
into a settlement related to this kind of conduct?
[All three witnesses answered in the negative.]
Senator Hirono. For Dr. Chaudhary, I am not sure how
familiar you are with the Red Hill bulk fuel storage facility
on Oahu. It is a massive, underground fuel storage facility
located 100 feet over Oahu's aquifer, which is the main
supplier of water for our residents on Oahu. This facility
holds 250 million gallons of fuel to support military
operations across the Indo-Pacific.
The storage facility has contaminated the Navy's water
system, displacing almost 4,000 families since December and
impacting, I would say, over 100,000 residents and putting our
aquifer at risk. As a result, the State of Hawaii ordered the
Navy to de-fuel the tanks. I plan to hold the Navy accountable
to do so.
De-fueling must be done safely and will require additional
funding beyond what is currently being provided.
The State of Hawaii, through the Hawaii Department of
Health, has the authority to shut down Red Hill through its
permitting process.
I want to be very clear that I will fully support the
Hawaii Department of Health's final permit decision, which at
this point, with all of the evidence and information as to how
Red Hill was being operated, which will likely shut down Red
Hill by denying the Navy a permit to continue operating the
facility.
As the Navy complies with the de-fueling order, DOD must
come up with alternative solutions to meet our strategic fuel
reserve needs in the region. The other facilities operated by
the Navy, a majority of the fuel reserves stored in the
facility are for Air Force operations, which means meeting our
strategic fuel needs in the region will require a collaboration
and a Department-wide effort.
If confirmed, how will you aid in determining a long-term
solution to Air Force fuel needs in the Indo-Pacific area?
Dr. Chaudhary. Thank you, Senator.
Senator Hirono. Dr. Chaudhary?
Dr. Chaudhary. First of all, as a former military member,
my heart goes out to the families who have gone through this
issue and are meeting the challenges of the Red Hill petroleum
spill. When I think of them, I think of my family when we
served and the need to ensure that we address the needs of the
families and the fact that all of our military families deserve
a safe water supply and a safe environment to execute the
mission and live in their communities, and that includes the
surrounding communities around them.
Senator Hirono. Of course.
Dr. Chaudhary. So, if confirmed, that is my number one
priority on that issue. In resolving that, I understand a
review is in process to address this issue and I look forward
to working with the Committee to continue to address the issue
going forward.
Senator Hirono. Yes. It is pretty clear to me that the Air
Force, considering that they use some 40 to 70 percent of the
fuel out of Red Hill that they need to be part of the
collaborative process to determine how the Air Force's fueling
needs will be met if Red Hill is closed. So, I am hopeful that
that is where we are heading.
So Mr. Parker and Dr. Schaefer, Secretary Austin said today
that the United States Government is not seeing any kind of
withdrawal of Russian troops from Ukraine's border, but
instead, continues to see Russia add to its capabilities and
their troops, even in the last couple of days.
It seems the previous indications that Russia was
withdrawing troops was not accurate. As the Department of
Defense pivots toward great power competition and is confronted
with very real threats of conflict, how will you recruit and
retain the best people with relevant skills for future
conflicts?
This is for both, Mr. Parker and Dr. Schaefer.
Mr. Parker. Senator, I agree, recruitment and retention is
fundamentally important, especially with regard to critical
skill sets and at this perilous time that we find ourselves in
right now. I think part of the challenge specifically for
critical skill sets is the intense competition with industry
right now, and so I believe we have to focus on both, the
accession side and the retention piece.
On the accession side, leveraging all available authorities
to bring people in as easily as possible. On the retention
side, really taking care of people and trying to put policies
and practices in place to make the military an attractive place
to make careers, instead of moving to other opportunities.
Senator Hirono. As we go forward, should you be confirmed,
which I think that you will be, that we are going to need to
really get down to how you are, in fact, going to be able to
recruit and retain, because that has been quite a perennial
problem over the last number of years that I have served on
this Committee.
Thank you, Mr. Chairman. I do have some other questions
that I will submit for the record.
Chairman Reed. Thank you very much, Senator Hirono.
Senator Tuberville, please?
Senator Tuberville. Thank you, Mr. Chairman.
I thank everybody for being here today and your willingness
to serve.
Mr. Parker, you held this role in 2016 and 2017. What
unfinished business do you hope to accomplish, you know, this
time around?
Mr. Parker. Thank you, Senator.
This time around, I think the main priorities of focus for
me will be readiness, retention, and respect, really, for our
Force.
In my last opportunity to serve, it was a tremendous honor
to have that opportunity to really support our men and women of
the Navy and Marine Corps, our civilian personnel, and our
Reservists, and so, to have this opportunity, again, would just
be a tremendous honor to continue to be there for them in that
way.
But I would really focus on those three areas: readiness,
retention, and respect. Making sure that we maintain readiness
is fundamental to everything that the Force is required to do.
The retention piece is required to make sure that not only
do we bring in the people we need, but that we are able to keep
them in the Force so that they can continue to keep us the
strongest Force in the world.
Then the respect piece, just making sure that all our
members treat each other respectfully.
Senator Tuberville. Thank you.
Dr. Schaefer, we had a long discussion yesterday about
recruiting. In your role, you are going to oversee this. It is
going to be a tough chore.
It has been my observation as a recruiter that some of the
Army's recruitment campaigns have been ideologically driven and
rather than data-driven. In this day and time, we need an Army.
We need somebody that is going to fight. We need somebody who
is going to love this country and fight for this country.
I hope you pledge to take that database approach and look
at it the way of give everybody that opportunity and give them
the chance to do their best, because, again, as we talked, we
have a very small percentage of kids now, or kids or young men
or young women that are really eligible to be in the military.
So, give your thoughts on that.
Dr. Schaefer. Well, first of all, Senator, thank you for
your time yesterday. I really enjoyed our conversation.
Recruiting, as I mentioned previously, I am extremely concerned
about the environment right now and I think that we do need a
reset on the Army's recruiting efforts to think more broadly
and to be able to recruit a wider diversity of people, and I
mean diversity in a very holistic sense, in terms of not only
representation, but geographical diversity; geographic or a
diversity across a wide range of backgrounds, skill sets. I
will absolutely take a data-driven approach. It is in my DNA to
do that, and so I will naturally lean towards that.
Secretary Wormuth released her objectives recently and one
of them was to make the Army more data-driven, and I will
absolutely do what I can to help her in that effort.
Senator Tuberville. Thank you.
Mr. Calvelli, last year, the Air Force awarded the National
Security Space Launch program, Phase 2 contracts to the United
Launch Alliance and SpaceX. How many Phase 2 launches do you
think we need to see in order to assess what capabilities will
be needed in Phase 3?
Mr. Calvelli. Well, I don't--thank you, Senator, for that
question. It is a great question.
I don't know the, I don't remember the official number of
launches that are under contract from the Space Force to both,
ULA and to SpaceX, but I know it is over several years, and so
we are going to see lots of launches of, you know, Falcons, as
well as the future Vulcan system; both very exciting systems to
work with.
I think, you know, since Phase 3 is only a few years out, I
think we will have enough launches under our belt to understand
what we really need to do for Phase 3.
Senator Tuberville. Yeah, I think that we are now just
finishing up Phase 1 and we are in 1(a). We are adding and
getting ready to start Phase 2, and that will end sometime in
2025, and we are going to need to start to look at the
responsibilities and the regulations for Phase 3 coming up, and
hopefully, that is in the future.
Dr. Chaudhary, the Chinese, as you said earlier, are
tracking us and you gave a good answer. You know, we would hope
that we would stay away from that, as Senator Inhofe was
saying.
Since he asked my question, I want to ask you about our
tanker situation in our Air Force. I flew on one not too long
ago and it is 50-something years old. They are old. They get
the job done, but we need better and bigger.
What are your plans when you get in? What are your thoughts
about having a fair system, in terms of being able to get
contracts for the new tankers that, hopefully, we will have in
the near future?
Dr. Chaudhary. Thank you, Senator.
The beddown of new weapons systems falls within, if
confirmed, my bailiwick. I would take a look at the process for
strategic basing, assignment of where weapons systems are
placed, and ensure that it is a fair and transparent and open
process.
So, as a former Air Force pilot, I understand the value of
tankers. I have received gas from KC-135s, KC-10s, and I know
that KC-46 is going to be a fantastic weapons system.
If confirmed, I will make sure that that process stays
open, transparent, and move forward with the Committee and work
closely with the Committee to address any issues for a given
constituency.
Senator Tuberville. So, you would agree that our tankers
are getting a little old; the ones that you have been fueled
with?
Dr. Chaudhary. Senator, they are getting a little old and
it is really important that that fleet remains viable and
effective, because, you know, I am going to say it: You can't
kick ass without a tank of gas, and that is exactly the way I
believe we should proceed.
Senator Tuberville. Thank you.
Thank you, Mr. Chairman.
Chairman Reed. Thank you, Senator Tuberville.
Senator Kaine, please?
Senator Kaine. Thank you, Mr. Chair.
Congratulations to the panel of qualified nominees.
To Mr. Parker and Dr. Schaefer, just an issue that I just
want to kind of put on your radar screen, not really to ask
about, but in your manpower responsibilities, should you be
confirmed, we are doing a lot of analysis now of the 20-year
Global War on Terror, how the battle was fought, lessons
learned, what we need to do differently going forward.
One of the aspects of this 20-year war that I think makes
it pretty unique, and there are other aspects, as well, is how
much of the burden was borne by contractors. Seven to 8,000
deaths of United States troops in Iraq and Afghanistan and
Syria, but there were more contractor deaths: 8,000 to 9,000.
There were many times during the, you know, active phases
of war in Iraq and Afghanistan where the number of United
States contractors in those countries outnumbered the number of
United States troops.
We have spent a lot of time on the Committee during the
time that I have been here talking about, you know, the segue
from a draft to an all-voluntary military and what a transition
that was, but I don't think we spent much time talking about
the transition from having troops fight wars to having
contractors fight wars. I am a little bit worried that the
8,000 to 9,000 U.S. contractors who died are sort of like the
invisible casualties of the war.
We had a hearing recently where, appropriately, witnesses
talked about the 7,100 troops who died during these wars but
didn't reference the U.S. contractors who did or the 20 DOD
civilians who did.
So, I hope as you are analyzing manpower requirements going
forward, and as you are involved in assessment of the manpower
used during the 20-year Global War on Terror, that we put a
critical eye on this issue of how much of the burden we now put
on the shoulders of contractors. I am pretty sure there has
never been a war in the history of the United States where the
contractor deaths exceeded the troop deaths, and we ought not
just to kind of accept that, without analysis going forward.
Dr. Chaudhary, I want to ask you a couple of questions. One
of the largest providers of military housing, Balfour Beatty,
recently paid a sixty-five-million-dollar fine, agreed to pay
that after pleading guilty to fraud, in connection with the
military housing program.
Them being held accountable, that is a good thing, but
there are still countless homes on our bases around the country
and all the service branches that are not up to snuff. If Mr.
Parker and Dr. Schaefer do all they can to recruit folks in,
but military families, or folks thinking about joining the
military, think that the quality of housing is substandard, as
somebody who served in the military and lived on these bases,
you know how difficult that will be in terms of us meeting our
recruiting needs.
So, I would just like to hear you talk about the priority
that you would place within your responsibilities in the Air
Force, should you be confirmed on just making sure that we are
continuing to be up to speed on work orders and doing what we
need to do, and your willingness to come back and ask this
Committee for more assistance if there are additional
authorities that you need to make sure that the quality of
housing is what our Air Force members are entitled to.
Dr. Chaudhary. Thank you, Senator.
As a former military member, I think about military
privatized housing a lot, especially having a special needs
child and having their special needs addressed on issues like
allergies or anything under the sun that requires support, is
really, really important to me, because I have lived that
experience.
Our military members and their families deserve to have
well-maintained, clean, and excellent housing; not only that, a
system in which their grievances can be addressed, as well as
any challenges that they are meeting at the same time.
If confirmed, you have my commitment that I will move out
on this issue extremely quickly to ensure that we have the
right oversight, management, contracts across the board.
I am going to take a top-down look at every aspect of our
military privatized housing, because we just absolutely have to
get this right. Our military members deserve that.
Senator Kaine. I will just say, I was very, very unhappy
with the performance of some of the private military housing
providers, but I was more unhappy with the absence of oversight
and just, you know, contract supervision by the Pentagon.
Nobody signed up to be a Balfour Beatty tenant; they signed
up to be a soldier, sailor, airman/woman, or marine.
The responsibility for their housing was fundamentally a
DOD responsibility, and once the private contracts were entered
into, there was just a long period of time where the DOD
exercised very little oversight and supervision over these
contracts. So, we will take you at your word on that and I look
forward to more discussions, should you be confirmed.
Thank you, Mr. Chair.
Dr. Chaudhary. Thank you, Senator.
Chairman Reed. Thank you, Senator Kaine.
Senator Blackburn, please?
Senator Blackburn. Thank you, Mr. Chairman.
Congratulations to each of you on your nomination.
Mr. Parker, I want to come to you first and talk a little
bit about Esports and I am going to ask you to give me your
response in writing, rather than taking the time today.
I represent Tennessee and, of course, we have the Navy
Recruiting Command, there in Millington, Tennessee, very
pleased to have it in Tennessee, and it has done its own
Esports team, Goats & Glory.
So, what I would like to hear from you is how do you think
this helps with potential recruits, how this could be built
out.
Ms. Schaefer, I want to come to you, and I will give you
this one for a written response, too. The Army's talent
management strategy, which is going to be important for 21st
Century warfare and having the young people who are going to
have the skill sets to utilize technology is going to be
important.
So, I would like to hear from you, how you see this helping
with recruitment and retention for the Army, making the Army a
more desirable employer, and then how you can utilize that with
the National Guard.
As I have visited deployed troops and talked with some of
the commanders, we have talked about the need to recruit the
skill sets that someone is using in their day job that can be
applicable. As you are well aware, we have the Guard's Intel
Unit housed in Nashville, so I would like that one from you in
writing, if I may.
Mr. Chaudhary, am I saying that correct?
Dr. Chaudhary. That is correct, Senator.
Senator Blackburn. All right. I know that Senator Inhofe
talked with you about the July 21 op-ed and what I would like
from you, a yes-or-no, would you use machine learning and AI to
monitor military personnel's electronic footprint?
Dr. Chaudhary. Senator, no.
Senator Blackburn. You will not. Okay.
We know that AI has been assessed, and this is the ACLU, to
deepen racial and economic inequities, and multiple independent
studies have uncovered both, gender and racial bias in AI
systems that are sold by Microsoft and Amazon and IBM and
others.
So, how do you square looking for racism with a tool that
is accused of racial bias?
Dr. Chaudhary. Thank you, Senator.
The article that you referenced, the intent of that was to
enter the public discussion on the issue of extremism and it
fell short and I regret that.
Senator Blackburn. Okay. I am just asking how you square.
Dr. Chaudhary. Yeah. Allow me to be clear on the issue.
Senator Blackburn. Okay.
Dr. Chaudhary. The constitutional rights of our military
members should be protected at all times and I believe that.
Senator Blackburn. So, you are committing that you are
going to protect their civil liberties?
Dr. Chaudhary. You have my commitment that I will protect
military members, their civil liberties under the Constitution.
Senator Blackburn. Okay. All right.
Let's talk a little bit about DEI and DEI training. What we
have seen, there has been so much talk this week about the six
million man-hours that have been used on DEI, instead of
training our men and women to do the job, that they are
recruited, and that they are prepared to do: defending this
country.
So, why don't you talk a little bit about, for the record,
how you see DEI being central to military readiness?
Dr. Chaudhary. Thank you, Senator.
Diversity and inclusion is important to our readiness
because it ensures we have a Force that brings in all points of
views and is representative of our Nation.
If confirmed, I will make sure that I follow DOD guidance
on diversity and inclusion and ensure that I execute programs,
as appropriate, from DOD.
Senator Blackburn. Okay. Do you prioritize DEI over
military readiness and the ability to combat malign actors,
such as Iran, Russia, and China?
Dr. Chaudhary. Senator, diversity inclusion is important to
readiness and readiness is absolutely crucial to addressing the
threats our Nation faces. If confirmed, I will make sure that
our national security interests are addressed from that angle;
not prioritizing one or the other but understanding that it is
an integrative process.
But the readiness of our Force is absolutely critical and
you have my commitment that I will prioritize that in our
national security interests.
Senator Blackburn. Thank you. I appreciate that.
I think we all want the best for our men and women in
uniform.
Thank you all----
Dr. Chaudhary. Yes, ma'am.
Senator Blackburn.--for being here today.
Thank you, Mr. Chairman.
Chairman Reed. Thank you, Senator Blackburn.
Now, let me recognize Senator Inhofe for a question,
additional questions.
Senator Inhofe. Well, thank you, Mr. Chairman. I appreciate
that.
First of all, Mr. Chaudhary, I heard your response and I
was very pleased to hear that. Is it my understanding, is it
accurate, your response to the Senator that this is not a
practice that you are anticipating or, better yet, a stronger
statement, that you wouldn't use this practice for that type of
fact-finding?
What is your position on that issue?
Dr. Chaudhary. Senator, my statement to Senator Blackburn
was accurate and I would not use that technology in any way to
interfere with the constitutional rights of our military
members. I will make sure that, if confirmed, I keep that at my
highest priority.
Senator Inhofe. Well, let me thank you very much, and I am
glad we had a chance for that clarification. Thank you very
much.
Dr. Chaudhary. Yes, sir.
Senator Inhofe. Mr. Chairman, thank you.
Chairman Reed. Thank you, Senator Inhofe.
Now, let me recognize, via Webex, Senator King.
Senator King. Thank you, Mr. Chairman.
A couple of questions to Mr. Parker and Dr. Schaefer, and
not really questions, but both of you testified in response to
the question of Senator Reed at the very beginning about a
geographic diversity, which is becoming a more and more serious
problem. We have gone from about 50:50 on the various regions
to 75:25 or so, and in the Northeast, it is a real problem.
I liked your answer; you said the right thing. But I just
want to emphasize that correcting this problem is not going to
happen by itself; it is going to take conscious, deliberate
strategies to place recruiting efforts, and as Dr. Schaefer, as
you pointed out, one of the problems is there are no military
facilities now, or virtually none, in the Northeast, so young
people growing up don't see people in uniform.
So, I appreciate your answers, but I hope that you will
take cognizance of the fact that this isn't, this is going to
take more than intent; it is going to take some really direct
action.
Let me ask a provocative question about the whole military
talent management. The military is the only organization that I
know of that recruits people in their teens and 20s, and then
keeps them for their whole career and there is, nobody enters
the system mid-career.
Do we need to think about the option of bringing in people,
particularly people with technical skills who didn't
necessarily enlist or join from one of the academies at a young
age, but at the age of 40, have decided that they would like to
serve their country and they have a skill that we need, Dr.
Schaefer, give me some thoughts on that.
I realize it is sort of a radical notion, but we have a
talent problem throughout our society and in the military, and
is that an option that we should be thinking about?
Dr. Schaefer. Senator King, thank you for your question.
I definitely think that we should be thinking out of the
box on these issues and especially when we are thinking about
our technical career fields. We have, you know, explored the
option of lateral entry and I greatly appreciate the expanded
authorities that this Committee has given to the services
regarding the expansion and increasing flexibilities within
DOPMA. I have done quite a bit of work on that issue.
The services are taking on those expanded flexibilities,
but I think we need to build on that, on increasing that
flexibility to be able to recruit the talent that we need right
now, especially in this difficult recruiting environment.
So, if confirmed, I would definitely be thinking about
these sort of ``out of the box'' options for ways to bring more
people into the Army.
Senator King. Great. Thank you very much.
Mr. Parker, I hope you will be thinking in the same way.
Dr. Chaudhary, before I begin, you sent a shudder through
Hanover, New Hampshire, and the Upper Connecticut River Valley
when you characterized your sister as working at Dartmouth
University.
Dartmouth is not a university; it is a college, and it,
very proudly, it goes back to the Dartmouth College case and
Daniel Webster in the early part of the century. So, if you ask
your sister, she will straighten you out.
Dr. Chaudhary. Thank you, Senator.
Senator King. I am somewhat teasing you here, and so it is
a special point in the history of my college, that it is a
college and not a university.
You used the term, when you were talking about with Senator
Tuberville, of the basing decisions being a strategic basing. I
hope that you will take cognizance of the fact that there is no
more strategic Air Refueling Wing, than the 101st in Bangor.
That is the step over the North Atlantic that is such an
important part of our system. So, when you are talking about
the KC-46s, please keep in mind the maniacs up at Bangor and
the 101st.
Dr. Chaudhary. Thank you, Senator.
I will definitely do that. and as somebody who has received
fuel from the maniacs many times, AR-206 is probably one of the
most familiar refueling tracks, I would guess, to ensure my
mission was complete from Maine so many times. The one
experience I have is actually flying an approach in the weather
in a storm and watching the runway break out in front of my
face and see that beautiful runway at Bangor, Maine, and
knowing that I can complete a safe mission.
So, I really, really appreciate you and value everything
that the Bangor, Maine, Airfield----
Senator King. Keep that thought in mind when you are making
decisions about the KC-46.
Mr. Chairman, I will have some questions for the record for
Mr. Calvelli. A very important position that he is taking,
critically important, I believe, and so I will be following up
on the record.
Thank you very much, Mr. Chairman.
I yield back.
Chairman Reed. Thank you, Senator King.
Senator Scott, please?
Senator Scott. Dr. Chaudhary, in July of last year, you
wrote an op-ed for Foreign Policy news and referred to the
Naval Air Station Pensacola incident as an indicator of the
rise in extremist violence in the U.S. Military.
The shooter and terrorist Mohammed Saeed Alshamrani was a
member of the Saudi Arabian military, not a member of the
United States military, yet you used this incident as a rise of
extremism in the United States military and justification to
monitor our servicemembers through artificial intelligence.
You argued that artificial intelligence can be used to
monitor our servicemembers to keep tabs on if they are
exhibiting extremist behaviors.
In an article for the Atlantic, clearly not a conservative
news outlet, they wrote about Communist China's use of AI in
September 2020 as saying, Xi wants to use artificial
intelligence to build a digital system of social control,
patrolled by precog algorithms that could identify dissenters
in real time. An algorithm assigned people a color code--green,
yellow, or red--that determined their ability to take transit
or enter buildings in China's megacities. In a sophisticated
digital system of social control, codes like these could be
used to score a person's perceived political pliancy as well.
Ancient Chinese emperors well understood the relationship
between information flows and power, and the value of
surveillance. With AI, Xi can build history's most oppressive
authoritarian apparatus, without the manpower Mao needed to
keep information about dissent flowing to a single, centralized
node.
Were you aware, and are you aware that Communist China is
using AI technologies to identify Uyghur Muslim populations to
fuel systemic, discrimination, and persecution?
Dr. Chaudhary. Thank you, Senator.
I was not aware of that, and to address the comment, I
fully believe that the men and women who serve, the vast
majority serve with honor and integrity. I also believe that
the constitutional rights of our military members should be
protected, period.
If confirmed, I will follow the lead of Secretary Kendall
in addressing extremism and to ensure that the men and women
who serve have the resources and tools to execute their mission
effectively.
Senator Scott. So, the AI you are advocating for to track
our servicemembers, how is it different than what Communist
China is doing right now in how they are tracking Uyghur
Muslims, how is it any different?
Dr. Chaudhary. Thank you, Senator.
I am unaware of the specific technology and the individual
algorithms. The article that you reference was an approach to
engage public discussion on addressing extremism and it was, it
fell short and I regret that.
As such, I really believe that we should be protecting the
constitutional rights of all of our military members.
Senator Scott. Communist China is leveraging to say one
technology is to identify the political pliancy of individuals
through the use of nanny apps. They scan for ideological
viruses. Even staying off of social media altogether is also
not a solution, as that will also raise suspicion.
Would you require members of the military to install apps
so they can be constantly monitored?
Dr. Chaudhary. Senator, I can categorically say that I
would not do that.
Senator Scott. Okay. Do you want the United States
Government to use AI to track servicemembers as the Chinese
Communist Party does, as though all United States
servicemembers are potential criminals and terrorists who need
to be surveilled 24/7, have their electronic footprints
recorded, regardless if they are constitutionally guaranteed
rights?
Dr. Chaudhary. Senator, no, absolutely not.
If confirmed, I would make sure that we protect the
constitutional rights of all of our military members.
Senator Scott. So, if what you just said is all true, then
why didn't you say that before?
The shooter in Pensacola was not in the U.S. Military; you
realize that?
Dr. Chaudhary. Senator, the article was designed and
intended to engage in public discussion on the issue of
extremism in the military and I do regret that. Absolutely, the
men and women who serve, the vast majority absolutely serve
with honor, integrity, and excellence, and that is what I
believe.
Senator Scott. Have you met an extremist in the military?
Dr. Chaudhary. Senator, I do not believe I have ever met
one.
Senator Scott. You have never met one, but you think it is
important that we monitor them, monitor people in case they
might be one?
Dr. Chaudhary. Senator, again, I do not believe that we
should monitor military members for extremism.
Senator Scott. Thank you, Mr. Chairman.
Chairman Reed. Thank you, Senator Scott.
Senator Peters, please?
Senator Peters. Thank you, Mr. Chairman.
To each of the nominees, congratulations on your
nomination.
Dr. Chaudhary, Selfridge Air National Guard Base in
Michigan is the largest Air National Guard base in the entire
Nation. It has a 9,000-foot runway and it has access to the
largest overland special-use airspace east of the Mississippi,
totaling over 17,000 square miles.
Selfridge was previously the home to a single-engine
fighter aircraft, like the F-16, and despite the unparalleled
resources and access, Selfridge, unfortunately, has
continuously been passed over for future basing decisions. The
Air Force has informed my office that there is an encroachment
issue for single-engine jets in the south expanded clear zone,
due to a few residential homes that were built back in the
1970s. This issue is in direct contrast to both, an agreement
the Air Force made with Congress to grandfather in these
existing homes and the base's history of operating F-16 and
other single-engine aircraft since that time.
So, my question for you, Dr. Chaudhary, is if you are
confirmed, will you ensure that the Air Force honors their
previous agreement with Congress to grandfather the expanded
clear zones of Selfridge Air National Guard Base, and will you
commit to no longer using it as a metric against Selfridge
during future basing decisions?
Dr. Chaudhary. Thank you, Senator.
Let me just first start by saying how much I value, in our
discussion recently. I am just proud to share how much I value
all that Selfridge has contributed, and it just recently passed
it 104th anniversary, and that is a testament to the men and
women who serve there.
With regards to basing, I look forward to learning more. I
don't know all the details that you shared with me; however, I
look forward to learning more about that process, how it
occurred, and ensuring that opportunities for basing are done
fairly and with transparency so that the men and women at
Selfridge have a mission that will execute and I look forward
to learning more about that in the future.
So, if confirmed, I look forward to working with the
Committee, as well as you, to ensure a fair basing process.
Senator Peters. Well, I appreciate that, and I appreciate
our previous conversation. I look forward to having future
conversations, if confirmed.
There is a lot to talk about and a lot of concerns that I
have, so I will appreciate the opportunity to have that
discussion and inform you on some of the past decisions that
have been made and the challenges I think we have to deal with,
so I look forward to that.
Dr. Schaefer, Michigan is the home to a command and
control, CBRN response element, which is a key component of our
nationwide CBRN Response Enterprise. It is comprised of units
from the Army Reserve and the Army National Guard that rotate
through the same missions, yet, unfortunately, some
servicemembers, specifically, the Early Retirement Credit,
differ depending on the component that you are in. The unequal
application of that benefit is contrary to DOD policy that
directs uniform procedures for regular, non-regular retirement.
I would certainly hope, Dr. Schaefer, if confirmed, I could
count on your support to help me correct this issue and to
ensure that benefits regarding non-regular retirement are
applied equally between the Army Reserve and the Army National
Guard.
Dr. Schaefer. Senator, this is a topic that is near and
dear to my heart. You absolutely have my commitment that I will
ensure that they are applied equally.
Senator Peters. Great. Well, I appreciate that.
Mr. Calvelli, a May 2021 GAO report found that the DOD has
at least 10 new programs under involvement in numerous mission
areas involving the Space domain. Many of these are large-
scale, new startup programs that are going to require
significant amounts of funding, as well as manpower, the
establishment of the U.S. Space Force and the maturation of our
Space bureaucracy certainly represent an opportunity to
streamline, I believe, our acquisition process.
So, my question for you is, if confirmed, how will you
build a Space Acquisition Workforce which has the technical
knowledge and practical experience to efficiently lead the DOD
through the next phase of Space System Acquisitions?
Mr. Calvelli. Thank you, Senator.
Having a workforce that is able to do that for the future
is really a key to success that we need to do. How I would
approach that would be to, is recruiting of some of the top-
notch folks that we can get our hands around by training, by
just discipline and focus on meeting our scheduled cost and
technical commitments, and by just driving forward into the
future.
I think one of the biggest things that we, that I, if
confirmed, will try to bring is discipline, and discipline in
terms of just pure program management. Where I grew up, I mean,
the focus was purely on meeting your costs, meeting your
schedule, and delivering your technical commitments on time and
on schedule.
To me, I would like--I read that--I actually skimmed that
GAO report from last May. I saw what they, it was a great
report.
I think it is really important to really have a culture of
program-management discipline and I think that is going to
allow us, also, to go a little bit faster, as well. So, I
think, if confirmed, I intend to bring that to the Space Force.
Senator Peters. Very good. Thank you.
Thank you, Mr. Chairman.
Chairman Reed. Thank you, Senator Peters.
Senator Rounds, please?
Senator Rounds. Thank you, Mr. Chairman.
Let me begin by just thanking all of you for your service
to our country.
I would like to begin just, with just a quick question for
Mr. Calvelli and a statement for the record. As Principal
Deputy Director for the National Reconnaissance Office, you
were quite clear on the value satellites bring to our Nation's
national security. You said, and I am paraphrasing, that
satellites you helped launch supply enhanced intelligence
capabilities for warfighters and improved decision-making
advantage for our policymakers.
With that in mind, what would be the impact if we were to
decide that we would not identify Space in the future as a
warfighting domain, recognizing very clearly that we have
adversaries that may very well have differing points of view,
and are you aware of anything that would substantiate the
suggestion that they have already moved in the direction of
utilizing Space as a warfighting domain?
Mr. Calvelli. So, thank you, Senator. That is an
outstanding question.
I believe we need to treat Space as a domain that we need
to integrate in with other domains, whether that be Sea, Air,
or Ground. I think Space gives us a strategic advantage as a
nation both, economically, as well as militarily.
I believe that as we go forward in the Pentagon with
programs like JADC2, Space needs to be fully integrated in
order to take full advantage of the capabilities that Space can
provide to the warfighter. Is the term ``warfighting domain''
or just ``Space domain,'' I honestly don't know. If confirmed,
something that I would take a look at, what the differences of
that really means.
What I think is really important, though, is that we are
able to count on our Space assets being there, whether that be
peace, crisis, or conflict. The economy depends on Space. The
Nation depends on Space. The military depends on Space. So, I
think we need to make sure that our architecture is resilient.
I think we need to make sure that we maintain a technological
advantage over our near-peer adversaries, particularly, China
and Russia, and I think we need to add new capabilities to our
architecture to stay ahead of any threats.
Senator Rounds. Most certainly, it would appear that we
should be in a position to defend our Space assets; fair
statement?
Mr. Calvelli. Absolutely. I agree with that.
Senator Rounds. Really, the question here is, would the
attack against our Space assets, would they begin with the
delivery, a missile or something from the ground, or would it
be something that would have already been stockpiled in Space
by our adversaries? Is that a possibility?
Mr. Calvelli. I think that is a possibility, but I will
tell you that I would imagine anything that is the first volley
in terms of a Space war would end up being a cyber.
Senator Rounds. Thank you.
Mr. Calvelli. It is a lot less attribution than a missile
being launched from somebody's country.
Senator Rounds. I most certainly have the opinion that we
should not limit our ability to defend our assets in Space and
I think we should be prepared for the possibility, the very
strong probability that our adversaries may very well not have
any problems with deciding that Space could very well be a
location where they could conduct military activities.
Mr. Calvelli. Right.
Senator Rounds. Would you have any problem with that
statement?
Mr. Calvelli. No, sir, I do not.
Senator Rounds. Thank you.
Let me go back for just a second, and then I have to say
that I have most certainly appreciated the opportunity to visit
with some of you in my office.
Dr. Chaudhary, I think we have talked quite a bit about AI
and I think in our discussions, you made it very clear that you
understand that this Committee would never look upon, you know,
the investigation or the use of AI in the oversight of our men
and women in uniform would never be considered to be an
acceptable thing.
Is that a fair statement, sir?
Dr. Chaudhary. Senator, that is absolutely correct.
You have my commitment that we will protect the civil
liabilities and the constitutional rights of all of our
military members, if confirmed.
Senator Rounds. Thank you.
Let me go on to this. There is an item that I think is very
important and, in fact, there has been some more public
discussions lately about PFAS and PFOB.
At Ellsworth Air Force Base, we have, we have had for a
number of years, because we have aircraft there. We also
practice. Our firemen and women fight, actually taking out the
fire, stopping the fires from expanding and so forth.
But when they test it, they have been using the PFAS, which
is, and I am going to probably mess this up, but it is
perfluoroalkyl and polyfluoroalkyl, as chemicals that are in
these firefighting liquids. There has been some discussion
about the fact that some of those same chemicals may very well
have been used in the creation of equipment for firefighters
for years. But in this particular case, we have been concerned
about the possibilities of that being in the groundwater in
multiple locations around the United States.
Would I have your commitment that as we continue to
investigate and take care of the claims that come from water
supplies and systems that have this in them, that you would
work to make sure that those individuals that have their water
supplies impacted by this, that they be appropriately treated
and that we do everything we can to clean up the water supplies
that have been tainted, and, furthermore, that we make sure
that those individuals that might have been impacted, in terms
of their health, that we recognize it and we get to the bottom
of it and do everything we can to make sure that they get the
services needed to correct any health problems that they may
have due to the release of this by the Air Force and other
branches, with regard to what they thought was simply a matter
of practicing to put out fires.
Dr. Chaudhary. Thank you, Senator.
The challenge of the PFAS has been very, very close to an
issue that I have been watching in the public domain,
especially at our military bases. Our men and women in uniform
deserve to have an environment to execute the mission that is
free of contaminants. That goes for surrounding communities of
these installations.
You have my commitment that I will give this my fullest
attention and I will work with the Committee on understanding
the current impacts, potential future impacts, and actions
going forward to address them. So, to answer your question,
Senator, if confirmed, yes.
Senator Rounds. Thank you, Mr. Chairman, for your patience.
Chairman Reed. Thank you, Senator Rounds.
Senator Cotton, please?
Senator Cotton. Thank you all for your appearance here
today and congratulations on your nominations.
Mr. Calvelli, is Space a warfighting domain today?
Mr. Calvelli. Senator Cotton, I believe that we created the
United States Space Force, so I would imagine it can be
considered a warfighting domain.
Senator Cotton. Yeah. I think that is right, and I think
the fact that we created it might suggest that we are a little
bit behind the curve when it comes to engaging in that domain,
relative to Russia and China. Wars, typically, are not won just
on the defense, right?
Mr. Calvelli. Right.
Senator Cotton. There is a combination of defense and
offense. So, do you believe that we need offensive Space
capabilities to be predominate in Space?
Mr. Calvelli. I believe we would need whatever capability
that we can get that is going to protect our assets. I think
that a day without Space would be a really bad day for our
country; whether that is in peacetime or in crisis and
conflict. We need to make sure our Space assets are always
available for our warfighters and for our Nation.
Senator Cotton. It is fair to say that we depend on those
Space assets even more than does Russia or China, because we
would be fighting away games against each of those countries
and they would be fighting home games, right?
Mr. Calvelli. At this point in time, yes, sir; I think you
are correct.
Senator Cotton. Yeah. So, it is very important that we be
able to defend everything that we have both, defend our legacy
systems and that we design our satellites and other Space
assets going forward in a way that make them even more
defensible.
Mr. Calvelli. I agree with that, Senator.
Senator Cotton. Like in every other domain, I think it is
true in Space, we have to be able to hold China and Russia's
assets at risk, as well, with offensive capabilities.
Mr. Calvelli. I agree.
Senator Cotton. So, DOD is, unfortunately, littered with a
lot of expensive programs that have gone wrong, where the
taxpayer doesn't get what we paid for and sometimes that due to
immature technology. Sometimes, it is due to leadership and
management of programs. Sometimes, maybe every now and then, it
is due to a little bit of Congress meddling and parochial
politics back home.
But are you going to be willing to take a sharp eye in
looking at all the programs that we have, and if necessary, to
end programs that aren't performing and that are not delivering
value for the taxpayer and the capabilities that are troopers
need on the ground and in the air?
Mr. Calvelli. Yeah, thank you, Senator.
I am a firm believer of delivering programs on cost, on
schedule, and meeting our requirements. If there are programs
that are awry or not heading in the right direction, I have no
problem either taking corrective action or terminating them.
Senator Cotton. Well, thank you.
I know that you served a great career in the intelligence
community, concluding at the NRO, and I look forward to you
being an outstanding Assistant Secretary.
Mr. Calvelli. Thank you, sir.
Senator Cotton. Mr. Parker, several members of Congress
earlier this year, including myself, commissioned an oversight
report about Navy culture.
Have you had a chance to read that report?
Mr. Parker. Senator, I have not read that report.
Senator Cotton. Okay. I will send it to you. I encourage
you to read it.
We didn't do it ourselves; we just asked retired flag
officers to review it. I provided it to the Secretary as well,
and as a former service combatant commander, I think he agreed
with a lot of what we found; unfortunately, the report found
that 94 percent of sailors interviewed believe that the Navy
suffers from a crisis in leadership and culture. This is
especially true of the Surface Navy.
Some specific issues raised were an insufficient focus on
warfighting skills, a culture of micromanagement, a zero-risk
and zero-defect mentality that ended up jettisoning careers of
chiefs or officers who had served 20 or 30 years because they
made a single mistake, and just the crushing administrative and
paperwork regime.
As you can see, those aren't really political issues or
partisan issues; it is all about the kind of burdens we put on
sailors and the distractions they face when they should be
training for and operating in a warfighting environment.
Could you please share your thoughts about all of these
noncombat-related training programs and additional
administrative tasks, do you think these things are excessive?
What can we do to reduce them? What specific kind of trainings
might we consider eliminating to get sailors back focused on
warfighting?
Mr. Parker. Senator, and thank you for your leadership on
this issue, and I will review your report.
You know, I believe our Surface Warfare Officers are
absolutely critical to everything that the Navy needs to
accomplish and to readiness and to the ability to have that, to
have that worldwide, deployable Force. Issues of culture are
deeply important in ensuring that our SWOs really have the
ability to perform those duties and are best-positioned to do
so.
I understand these are areas that the Navy is looking at
very closely in terms of talent management and the requirements
on officers, as well as the manning piece, which I think is
big, as well; making sure that there is adequate manning, so
that our officers can perform and they aren't overly fatigued.
You know, I agree with you on concerns with regard to a
zero-defect mentality. There are high standards that must be
maintained, but there needs to be a balance, because at the
same time, everyone does make mistakes, so how do you really
make that balance.
But, Senator, if confirmed, I will absolutely take these
issues seriously and will work very closely with the Navy to
help ensure that we have the healthiest culture for our Surface
Warfare Officers.
Senator Cotton. Right. Good. Thank you.
My time is expired, but why don't we connect after you have
had about 90 days on the job and talk about what you have
learned and what you can take forward. I mean, our young men
and women, they join the Navy for excitement and danger and
adventure, whether they grew up sailing in New England or they
grew up in the mountains of Arkansas and have never seen the
oceans and wanted to get out and see the world. We don't want
to PowerPoint them to death; we want them to be ready to fight
and, therefore, deter the war of the future on the high seas.
So, maybe about 90 days after you are on the job, we will have
a check-in.
Mr. Parker. I will be happy to do that, Senator.
Senator Cotton. Thank you.
Chairman Reed. Thank you, Senator Cotton.
Senator Hawley, please?
Senator Hawley. Thank you, Mr. Chairman.
Congratulations to the nominees. Thank you for being here.
Dr. Chaudhary, let me start with you. I want to come back
to this article in which you advocated using artificial
intelligence to monitor members of the United States military.
You said that the time has come to shift the fulcrum, I am
quoting you, shift the fulcrum in the battle against violent
extremism from reactive to proactive, and take the fight to the
extremists, meaning members of the military.
You say the key to disrupting them is uncovering and
understanding their initial behaviors, initial behaviors;
elements that are contained in their electronic footprints.
In other words, disturbing patterns and other activities,
views, statements that may advance evince a troubling pattern,
but before they would actually do anything that is illegal,
objectionable, or against military regulations, right?
I mean, what am I missing here?
Dr. Chaudhary. Thank you, Senator.
To address the article, it was submitted to start, to
continue public discussion on the issue of extremism. I believe
it fell short, and I regret that, but I do want to be clear
that the vast majority of men and women who serve, serve with
honor, serve with integrity, and serve with excellence. I
believe that the constitutional rights of all of our members of
the military need to be protected.
If confirmed, I would lead of Secretary Kendall to ensure
that the mission and guidance under extremism is accepted.
Senator Hawley. Well, I have heard you give that answer and
I want to be clear, I think you have served with honor and
integrity and excellence, and I just want that reflected in the
record. I thank you to your service, it has been long and
varied, to our country. So, thank you for what you have done.
But I have to tell you that the views that you advocate
here, and it is not just disputes, I mean, you certainly did
start a public discussion on them, and if that was the goal,
then you have absolutely achieved it. You have started a public
discussion. What you are advocating here, I think, is extremely
dangerous. Extremely dangerous.
Let's read some more from your article. You say a common
thread of all of these threats is that they find their origins
in rudimentary human behavior. Subtle in nature, these
behaviors often go unnoticed by front line managers and
supervisors who miss signals of toxicity that worsen until they
lead to more pronounced behavior.
So, you advocate monitoring, gathering data, using
artificial intelligence to monitor members of the military
whose activities are not illegal, whose activities are not in
violation of the military code; the code of justice. To monitor
them because they might lead to behavior that you would later
deem toxic.
I mean, this is exactly, exactly what our opponents in
China do with their social credit regime, where they rank their
citizens and monitor their every behavior online and elsewhere.
I am just astounded that you are advocating this.
What led you to advocate this?
By the way, this was written in July of last year, right.
July 2021, and this wasn't like 10 years ago; it was just last
year, right?
That is a question, July 2021?
Dr. Chaudhary. Yes, sir.
Senator Hawley. I want to make sure I have that right. What
led you to advocate the use of artificial intelligence to
monitor military members, just, what, 7 months ago, 8 months
ago?
Dr. Chaudhary. Thank you, Senator.
Again, the publication was intended to enter the public
discussion and I do regret that.
Senator Hawley. Well, wait. What do you regret? You regret
that you published it or you regret that you advocated using
artificial intelligence to gather information on members of the
military?
Dr. Chaudhary. Yes, sir. Let me be clear and state, again,
that AI should not be used to monitor military members.
Senator Hawley. When did you change your mind on that,
because you just wrote this in July; it is February, so when
did your mind shift, that is a pretty quick change in a pretty
quick amount of time, when you were nominated?
Dr. Chaudhary. No, sir.
Senator, I regret the article and----
Senator Hawley. But when--that is not my question; I know
you regret it----
Dr. Chaudhary. Yes, sir.
Senator Hawley.--you are getting grilled on it.
When did you change your mind about it?
You have advocated in print a policy, and by the way, it is
not just this article. I mean, for years now, you said in May
of 2016 that you think we need authentic leaders with a message
who are ready to deliver for our Nation with passion and
conviction. These are the leaders that will guide the future of
our Nation, not by being colorblind.
You said in November of 2015 that the military has a
culture of xenophobic cronyism. Xenophobic cronyism.
Then by 2021, in July, you are advocating using artificial
intelligence to monitor your fellow members of the military in
order to root out behavior that you disprove of. So, this is a
longstanding set of views. Now, you say you have changed them.
When did you change them?
Dr. Chaudhary. Senator, the article was submitted to enter
the discussion on extremism. I regret it. It fell short.
My views on this are clear: the men and women who serve in
our military, serve with excellence; they serve with honor, and
I have seen it in my career, and I have served alongside them,
and I truly believe that.
I also believe that constitutional protections and feel
that their constitutional protections should be protected at
all times.
I don't advocate AI to monitor our military members, and if
confirmed, I will follow Secretary Kendall's lead on this issue
and on extremism, as well as Secretary Austin's lead on
extremism and ensure that our military members have the
resources to do the job that they are expected to do.
Senator Hawley. Well, my time is expired, Dr. Chaudhary.
You are right about the constitutional issues that this
raises. I think this would be grossly unconstitutional to
consistently and constantly monitor members of the military. As
someone who has vociferously objected to China doing it, who
has, in our own country, fought our own tech companies, who, as
you know, monitor every keystroke that Americans take, follow
them around without their permission on the web, sell their
data without their approval, I think that is so objectionable
when private companies do it, but let alone our Government
doing it to members of the military, I think this is just
astounding.
I am, frankly, astounded that you have been nominated in
light of these views. I just, I think it is exceptional. So, I
thank you for your service.
I cannot support you for your nomination for these reasons.
Thank you, Mr. Chairman.
Chairman Reed. Thank you, Senator Hawley.
I want to thank the witnesses and the nominees for their
previous service to the Nation and for their commitment to
serve again. I really appreciate the opportunity, I am sure my
colleagues do, to ask you questions.
With that, I will declare the hearing adjourned.
[Whereupon, at 11:41 a.m., the Committee adjourned.]
[Prepared questions submitted to the Mr. Franklin Parker by
Chairman Reed prior to the hearing with answers supplied
follow:]
Questions and Responses
duties and qualifications
Question. What is your understanding of the duties and functions of
the Assistant Secretary of the Navy for Manpower and Reserve Affairs
(ASN(M&RA))?
Answer. The ASN (M&RA) is responsible for the overall supervision
and oversight of manpower and reserve component affairs of the DON,
including the development of programs and policy related to military
personnel (active, reserve, and retired), their family members, and the
civilian workforce; the tracking of the contractor workforce; and, the
oversight of Human Resources systems with the DON. ASN (M&RA) also
serves as the Chief Diversity Officer and the Senior Advisor for
Diversity and Inclusion for the DON.
Question. What background and experience do you have that qualify
you for this position?
Answer. I possess over two decades as an attorney, and have held
leadership positions in both industry and government. I have served as
the chief legal officer and third ranking official in a civilian
agency, as well as in two roles with the Department of the Navy; both
as an attorney and most recently (from January 2016 to January 2017)
occupying the position for which I am currently nominated. I am deeply
committed to service. This, combined with my broad experience across
multiple sectors, affords me a skillset, commitment, and perspective
that well qualify me for this role.
major challenges and priorities
Question. In your view, what are the major challenges confronting
the ASN(M&RA), and how would you address them, if confirmed?
Answer. The major challenges include maintaining the readiness of
the force, retaining the talent within the DON workforce and fostering
a culture of respect among all Navy, Marine Corps and civilian
personnel. I would address these challenges through close coordination
with my military and civilian counterparts and key stakeholders and
through personal engagement on key issues. I also would prioritize
significant efforts directly influencing the themes above such as
implementation of critical sexual assault prevention reforms, fostering
an inclusive environment for all servicemembers and civilians, and
overall supervision of the administrative systems that care for
servicemembers in the Navy and Marine Corps, such as compensation,
health care (including mental health), and family programs, so these
systems are responsive to the needs of our modern workforce and
readiness requirements.
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. Civilian control of the military is a fundamental principle
of the Constitution. If confirmed, I will work closely with Congress,
the Secretary of the Navy, the Chief of Naval Operations (CNO), the
Commandant of the Marine Corps (CMC), and the Office of the Secretary
of Defense. I will arduously fulfill my Constitutional and statutory
responsibilities to exercise control and oversight over the policies
and duties of the ASN(MR&A) portfolio.
Question. If confirmed, how would you ensure your inclusion in the
discussion, debate, and resolution of U.S. defense and national
security issues?
Answer. Title 10 of the United States Code, Section 8016 outlines
the duties and responsibilities, as prescribed by the Secretary of the
Navy, of the Assistant Secretary of the Navy for Manpower and Reserve
Affairs. If confirmed, I am committed to carrying out my statutory
duties, and any additional duties assigned by the Secretary of the
Navy, to ensure I am involved in any discussions, debates, or
resolutions that pertain to U.S. defense and national security issues,
especially where they are within my portfolio. In addition, I am
committed to working closely with the Secretary of the Navy, the Chief
of Naval Operations (CNO), the Commandant of the Marine Corps (CMC),
and the Office of the Secretary of Defense to ensure we fully support
the mission of the Department of the Navy.
personnel policy implementation
Question. If confirmed, what Department of the Navy personnel
policies and processes would you implement to improve the efficiency
and effectiveness of human resources management--both military and
civilian--across the Department of the Navy?
Answer. If confirmed, I will work closely with the Navy and Marine
Corps and civilian leadership, to include DOD, to review the military
and civilian personnel policies and practices to determine what, if
any, need to be addressed to improve organizational effectiveness and
remove barriers.
Question. What is your understanding of your responsibility, if
confirmed, to inform and consult with this Committee and other
appropriate Committees of Congress, on the implementation of Department
of the Navy personnel policies directed by law?
Answer. If confirmed, I will keep Congress informed and will
continue to promote open and frequent dialog between Senate Members as
well as the professional staffers who support the Senate Armed Services
Committee regarding DON personnel matters to ensure compliance with all
personnel policies directed by law.
Question. If confirmed, what specific steps would you take to
ensure consultation with the Committee on significant changes to
Department of the Navy personnel policies, including when the changes
are not directed by law?
Answer. If confirmed, I will continue to promote open and frequent
dialog between Senate Members as well as the professional staffers who
support the Senate Armed Services Committee.
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 of Defense policy?
Answer. Sailors and marines must be able to deploy to support
operational requirements, as the Navy and Marine Corps are
expeditionary forces. I do, however, recognize that there are various
reasons that could lead to situations where it may be in the best
interest of the service for a sailor or marine who is non-deployable to
be retained. For example, the expected duration of a sailor or marine's
non-deployable status, cause of that status, criticality of the sailor
or marine's skills, and deployment tempo for that skillset should all
be considered when determining 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 sailor
or marine who has been non-deployable for more than 12 months be in the
best interest of the Department of the Navy?
Answer. It is my understanding that servicemembers can be retained
even if they are non-deployable for greater than 12 months on a case by
case basis, if determined to be in the best interest of the service.
There are certain circumstances that might merit retention which
include the expected duration of a sailor or marine's non-deployable
status, cause of that status, and criticality of the sailor or marine's
skills and deployment tempo for that skillset. If confirmed, I will
work with Navy and Marine Corps leadership to ensure that sailors and
marines' retention determinations for non-deployability are made
judiciously and fairly.
Question. In your view, how should this policy be applied to
sailors and marines with HIV?
Answer. I believe that Department of the Navy policies should align
with current clinical data and developments in medical treatment, and
if confirmed, I will work to ensure that those policies are
consistently applied to sailors and marines.
Question. In your view, how should this policy be applied to
sailors and marines who identify as transgender?
Answer. If confirmed, I will work with Navy and Marine Corps
leadership to fully understand the policy. Based on my knowledge of the
standards and policies, transgender servicemembers will be treated the
same as other sailors and marines, including those undergoing
comparable medical procedures and treatments unrelated to gender
transition, and they will be required to meet the same deployability
standards.
The new Department of Defense policy on service by transgender
persons, as set forth in DOD Instruction 1300.28, provides that ``any
determination that a transgender servicemember is non-deployable at any
time will be consistent with established Military Department and
Service standards, as applied to other servicemembers whose
deployability is similarly affected in comparable circumstances
unrelated to gender transition.''
Question. Please provide an example of a ``comparable
circumstance'' that would be used to determine deployability of a
transgender servicemember.
Answer. I have not had the opportunity to review the details of the
policy. Medical diagnoses can be variable and complex in nature, and
there are medical requirements that can prevent sailors or marines from
meeting the necessary standards to fulfill the operational demands of a
deployment. If confirmed, I will work with Navy and Marine Corps
leadership to develop a full understanding of current policy and how it
will be applied in such situations.
Question. In your view, should a servicemember's readiness to
perform specific missions, functions, and tasks required in the context
of a particular deployment also be considered in determining whether
that servicemember is deployable?
Answer. Yes, I believe that sailors and marines' readiness to
perform specific missions, functions, and tasks of a particular
deployment should be considered in determining their deployability
status. If confirmed, I will work with Navy and Marine Corps leadership
to develop policies that will enable our sailors and marines to remain
deployable.
Question. What are your ideas for addressing the challenges of
medical non-deployability in the Department of the Navy's reserve
components?
Answer. Medical readiness is a part of warfighting readiness. The
ability to deploy at a moment's notice if called into action makes a
sailor or marine a true force multiplier. In order to make a fair
assessment, I will need further data on why specific servicemembers are
medically non-deployable. If confirmed, I will work with Navy and
Marine Corps leadership to determine the challenges and identify or
enhance existing solutions for the reserve component.
diversity and inclusion
Question. In general, what is your assessment of the diversity of
the Department of the Navy military and civilian workforces?
Answer. I believe that diversity, in all its forms, contributes to
the Navy's and Marine Corps' capability to solve problems on and off
the battlefield. While the DON has made progress in promoting an
environment that embraces Diversity, Equity, and Inclusion (DE&I), I
understand that racial/ethnic minorities and women continue to remain
under-represented among senior military and civilian leadership ranks
across the DON enterprise. If confirmed, I look forward to working with
Navy and Marine Corps leadership to find lawful ways to address this
and ensure they have the most diverse and capable Department possible.
Question. If confirmed, to what extent would you seek to increase
diversity and inclusion within the Department of the Navy writ large?
Answer. If confirmed, I will work with the Services and leaders
across the DON to utilize authoritative data and other mechanisms to
continuously assess DEI capabilities and progress, and investigate
opportunities to advance initiatives. I understand that the DON is
focused on identifying under-representation in its military and
civilian occupational series; I will work to ensure that effort is
lawfully advanced and that equal opportunity is provided to all members
of the DON.
Question. If confirmed, to what extent would you seek to take
actions to ensure that the Navy and Marine Corps, at all levels,
especially within the senior officer ranks, reflect the broad diversity
of those eligible to serve?
Answer. I know from their public statements that the Commandant and
the CNO believe in the value of diversity. If confirmed, I will work
with the CMC and CNO to amplify their efforts. I also understand that
the DON is building the capability to identify under-representation in
its military and civilian occupational series. If confirmed, I will
work to ensure that effort is lawfully advanced and that equal
opportunity is provided to all members of the DON. I'll work closely
with leaders of the Navy and Marine Corps to identify under-
representation in military occupational specialties and civilian job
series and to continuously identify and monitor under-representation to
advance diversity and reduce under-representation.
Question. If confirmed, to what extent would you seek to increase
diversity and inclusion in the Department of the Navy's civilian
workforce, especially at the senior General Schedule and Senior
Executive Service levels?
Answer. I believe that diversity, in all its forms, contributes to
the Navy and Marine Corps' capability to solve problems on and away
from the battlefield. While the DON has made progress in promoting an
environment that embraces Diversity, Equity, and Inclusion (DE&I), I
understand that racial/ethnic minorities and women continue to remain
under-represented across the DON enterprise. If confirmed, I look
forward to working with Navy and Marine Corps leaders to find lawful
ways to address this and ensure they have the most diverse and capable
Department possible. If confirmed, I will also work with leaders across
the DON to identify effective leadership development programs available
for high performing employees to ensure there is a healthy flow of
talent available to compete for senior positions.
Question. If confirmed, to what extent would you seek to increase
geographical diversity in the Navy and Marine Corps--promoting the
accession or enlistment of persons from areas of the country and local
communities that are currently underrepresented in the armed forces?
Answer. I believe that diversity, in all its forms--including
geographic--contributes to the services' capability to solve problems
on and away from the battlefield. I recognize the value the DON derives
from the varying perspectives people bring from different regions of
our country. If confirmed, I'll work with the services to examine
marketing and outreach capabilities to ensure we recruit diverse talent
from all zip codes.
extremism
Question. What is your view of the prevalence and effect of
extremism within the Navy and Marine Corps?
Answer. Participation in extremist activities is a violation of
Department of the Navy policy and contrary to our values. My experience
working in the Department suggests the vast majority of sailors and
marines serve honorably and continue to uphold their sworn oath to
support and defend the Constitution of the United States, though a
small minority may engage in extremist activities that have a
disproportionate impact on public safety and trust in the military. If
confirmed, I will support the efforts already underway across the
Department to counter extremist activity in our ranks, and to promote a
culture of respect, trust, and professionalism in the DON.
Question. If confirmed, what would you recommend the Secretary of
the Navy do to eliminate extremism within the ranks?
Answer. If confirmed, I will support the efforts already underway
across the Department to counter extremist activity in our ranks.
Focusing on activities rather than beliefs is necessary to counter
extremism while avoiding infringing on constitutionally protected
liberties. The First Amendment to the US Constitution, which all
servicemembers have sworn to support and defend, protects its
servicemembers' freedom of speech and other rights. I believe the DON
is committed to respecting these rights in a manner consistent with
good order and discipline, and ensuring commanders have tools available
to hold offenders accountable. I also believe that dangerous ideologies
can be addressed through persistent efforts to educate.
sexual assault prevention and response
Question. In your view, to what extent are Department of the Navy
policies, programs, and training in regard to the prevention of and
response to sexual assault in the Navy and Marine Corps adequate and
effective?
Answer. Sexual assault and other harmful behaviors are unacceptable
behaviors and abuses of power that must not be tolerated. Marines,
sailors, and civilians who experience sexual assault should have access
to the support they need, and offenders must be held accountable. I
understand that both Services within the Department are tirelessly
working to reduce the prevalence of these behaviors and ensuring
comprehensive care to those who seek help. However, there is more to be
done. If confirmed, I will prioritize these programs, ensuring leaders
are fostering healthy climates and recognizing and addressing precursor
behaviors early and before they escalate.
It is my understanding that the Department of the Navy is currently
implementing the approved policy changes recommended by the Independent
Review Commission on Sexual Assault in the Military, as well as
implementing changes mandated by the Fiscal Year 2022 NDAA. If
confirmed, I will focus on cultural transformation, promoting the
Department's efforts to strengthen healthy relationship skills across
the career cycle to increase respect, trust, communication, and
ensuring accountability for those who cause harm.
Question. If confirmed, to what extent would you take actions to
increase focus on the prevention of sexual assaults in the Navy and
Marine Corps?
Answer. If confirmed, I will continue the Department's efforts to
take a cross-cutting, integrated approach to address risk factors
related to sexual assault, including sexual harassment, gender
discrimination, and other negative behaviors that set the conditions
for sexual assault to occur. I will leverage data to identify locations
and populations of sailors and marines with higher risk and will ensure
the Department has the appropriate resources aligned to support changes
and hold leaders accountable. I will focus on innovative and evidence-
informed prevention programs that hold the most promise for working in
the unique context of the military. I support the transformational
nature of the recommendations of the Independent Review Commission on
Sexual Assault in the Military, and the Department of the Navy's
ongoing efforts on integrated prevention, to include development of a
dedicated prevention workforce. If confirmed, I will continue to
prioritize leadership and professional development, ensuring that
leaders at all levels have the knowledge and competencies to
effectively prevent sexual assault and foster positive behaviors. I
will also continue to create policies and response programs that
support survivors of sexual assault, and ensure appropriate
accountability for perpetrators of sexual assault.
Question. What is your assessment of the Department of the Navy's
implementation of protections against retaliation--most notably social
ostracism and reputation damage--against sailors and marines who report
sexual assault?
Answer. Retaliation and reprisal are detrimental actions that are
at odds with our core values. These harmful measures not only
negatively impact the individual victim, but also erode unit trust and
cohesion, which is toxic to warfighting units and substantially
degrades combat-readiness. The Department of the Navy has a
responsibility to prevent retaliation and reprisal, and hold leaders
accountable when victims' lives and careers are harmed because they
reported experiences of sexual assault or harassment. If confirmed, I
intend to continue these efforts and identify other ways to train and
educate the total force on how to recognize and report instances of
retaliation and reprisal so that the Department can better protect
victims' rights and hold leaders accountable when they fail to do so.
Question. The recently enacted National Defense Authorization Act
for Fiscal Year 2022 makes significant changes to how the military will
investigate and prosecute certain offenses, including sexual assault.
What is your understanding of these changes and your role, if
confirmed, in the implementation of these reforms?
Answer. I understand that the National Defense Authorization Act
for Fiscal Year 2022 requires the establishment of Special Trial
Counsel, responsible for the investigation and prosecution of certain
covered offenses under the Uniform Code of Military Justice, to include
sexual assault, domestic violence, and other crimes. Among other
authorities, these special trial counsel will have the exclusive
authority to refer charges to trial by special or general courts-
martial. Prior to this important reform, that authority was vested in
commanders, who have not had the same level of legal training that
Special Trial Counsel would. If confirmed, I will work diligently and
expediently to stand up the Department of the Navy's Offices of Special
Trial Counsel within the United States Navy and United States Marine
Corps and ensure both offices are staffed and equipped to begin their
work upon the statute's effective date in December 2023.
Question. The Government Accountability Office (GAO) recently found
that the timing, amount, and mix of legal training provided to
commanders may not be meeting the commanders' needs.
In your view, do military and civilian leaders within the
Department of the Navy 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. The President, the Secretary of Defense, and the Secretary
of the Navy have each stated clearly that we must do more to end sexual
assault, sexual harassment, and other destructive behaviors that
undermine the readiness of our forces. If confirmed, I am committed to
doing just that and taking any action within the authority of the
office to ensure that the sailors, marines, and civilian employees of
the Department of the Navy can thrive. While I am aware of this GAO
report and its findings, I have not had the opportunity to thoroughly
review the legal training provided to Department of the Navy commanders
and senior leaders. If confirmed, I will ensure that this training is
thoroughly reviewed to identify any areas in which it might be
improved. If that examination identifies that our leaders need
additional training, authorities, or resources to hold subordinates
accountable for the prevention and response to sexual assault and
retaliation, I will work to quickly equip our leaders with whatever is
necessary to do so.
Question. If confirmed, to what extent would you seek to improve
legal training for commanders?
Answer. The commander plays a central role in our Armed Forces and
is responsible for all that occurs within his or her unit. Commanders
both set and enforce standards and in so doing are a driving force of a
unit's culture. I believe that it is imperative that the Department of
the Navy provides our commanders with the training and tools they need
to promote a culture in which all people are treated with dignity and
respect. If confirmed, I will ensure that the training provided by the
Department of the Navy, including any specific legal training, is
thoroughly examined to identify areas in which it might be improved.
Sexual Harassment in the Civilian Workforce:
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.
Question. In your view, do Department of the Navy 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 prevalence
of these adverse behaviors in the Navy and Marine Corps?
Answer. I believe that sexual harassment and gender discrimination
are destructive behaviors that can establish conditions that serve as a
precursor to sexual assault. I accept that these behaviors may be
underreported, and that prevalence of these behaviors may be higher
than the Department's statistics indicate. I have not yet been able to
review all of the DON's policies in this area and so I cannot render an
opinion on whether the policies in question contribute to this
underreporting.
Question. Do the Department of the Navy's policies and processes
for recording the outcomes of informal complaints of harassment or
discrimination provide leaders, supervisors, and managers, with an
adequate means of identifying repeat perpetrators?
Answer. I am firmly committed to ensuring we have a workplace that
is free of harassment or discrimination in all forms. If confirmed, I
am committed to reviewing the Navy's policies and procedures that are
currently in place to identify and address this type of workplace
misconduct to ensure we are taking all possible steps to identify and
prevent harassment and discrimination.
Question. What is your understanding of the actions the Department
of the Navy has taken to establish a modern, comprehensive harassment
prevention and response policy and program for the Department's
civilian workforce?
Answer. It is my understanding that the Department of the Navy
(DON) leverages an integrated violence prevention approach to more
effectively address and reduce the risk of sexual assault, sexual
harassment, suicide, domestic violence and other high-risk behaviors.
DON's cross-cutting prevention approach recognizes the benefits of
addressing common risk and protective factors to promote healthy
cultures and climates and sets the conditions for every sailor, marine,
and civilian employee to thrive. This strategy focuses on the root
causes of harmful behaviors and targets upstream prevention factors to
build resilience and address emerging behaviors. It is also my
understanding that the DON has made significant progress in advancing
its violence prevention capabilities by establishing the requirements
for a dedicated prevention workforce, promoting evidence-informed and
evidence-based prevention approaches and leveraging partnerships across
the Services and within academia, industry, and other government
agencies to build capacity of prevention stakeholders and drive
innovation.
Question. If confirmed, what actions would you take were you to
receive or become aware of a complaint of sexual harassment or
discrimination from a civilian employee of the Office of the ASN(M&RA)?
Answer. If I were to receive a complaint of sexual harassment or
discrimination from an employee of the Office of ASN(M&RA), I would
refer the employee to the Equal Employment Opportunity Office to ensure
the employee received the assistance s/he needs to address the matter
in accordance with the laws and regulations governing the processing
and investigation of such allegations. I would also ensure the employee
was made aware of employee assistance programs that might assist in
addressing any personal harm or trauma associated with such an
incident. If a properly executed investigation confirmed the employee's
allegation, I would commence appropriate administrative or disciplinary
action against the perpetrator. I would also institute staff-wide
training to ensure such behaviors were clearly identified as well as
the proper procedures for addressing them.
united states naval academy
Question. What is your assessment of the diversity of midshipmen at
the United States Naval Academy (USNA)?
Answer. Similar to my assessment of the DON workforce, racial/
ethnic minorities and women continue to remain under-represented. If
confirmed, I look forward to working with Navy and Marine Corps
leadership to find ways to address this and ensure we have the most
diverse and capable Department possible.
Question. In your view, are additional measures warranted to
increase diversity at USNA? If so, please explain.
Answer. I have not had an opportunity to review all of the measures
and specific policies in place to increase diversity at the USNA.
However, I recognize that racial/ethnic minorities and women continue
to remain under-represented at the USNA. If confirmed, I look forward
to working with Navy and Marine Corps leadership to find ways to
address this and to assess whether additional accession and retention
policies and measures may be warranted.
Question. What is your assessment of the efficacy of the policies
and processes in place at USNA to prevent sexual assault and sexual
harassment, and to ensure that midshipmen who do report assault or
harassment are not subject to retaliation, including social ostracism
and reputation damage in particular?
Answer. It is my understanding that the Department of the Navy
(DON) leverages an integrated violence prevention approach to more
effectively address and reduce the risk of sexual assault, sexual
harassment, suicide, domestic violence, and other high-risk behaviors.
DON's cross-cutting prevention approach recognizes the benefits of
addressing common risk and protective factors to promote healthy
cultures and climates and set the conditions for every sailor, marine,
and civilian employee to thrive. These policies also prohibit
retaliation against those who come forward with allegations of
retaliation and ostracism. I have not yet been able to review the
application of these policies at the USNA, and so cannot render an
opinion on their efficacy.
Question. What is your assessment of the efficacy of suicide
prevention programs at USNA?
Answer. Suicide is a preventable loss that impacts unit readiness,
morale, and mission effectiveness. It is critical that all Midshipmen
are able to receive supportive resources when they seek help, and to
address the upstream factors that contribute to suicide. I have not yet
learned the details of the suicide prevention program at USNA, but I
understand that there is a concerted focus on providing leaders with
the skills to appropriately respond to Midshipmen seeking support as
well as opportunities for midshipmen to build life-skills that increase
personal resiliency, maintain mental wellness, recognize warning signs
in peers, and enhance the coping skills necessary to reduce risk of
self-harm or other destructive behaviors. These skills include the
healthy management of stress, resolution of conflict, responsible use
of alcohol, and support for healthy relationships. If confirmed, I will
support these programs to promote good health and overall wellness and
to develop midshipmen ready to complete the mission.
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. The Naval Academy is an outstanding accession source that
provides some of America's most talented youth the training and
education needed to develop into our nation's future leaders. As junior
officers, they serve in different career fields and a wide variety of
jobs. Many Naval Academy graduates already enter career fields that
require longer service obligations. If confirmed, I will work with Navy
and Marine Corps leadership to fully understand how the commitment
aligns with Service needs and if any changes are appropriate.
Question. In your view, does USNA contribute to the pool of
military officer accessions commensurate with its attendant costs? Why
or why not?
Answer. Though I have not yet had the opportunity to review all the
pertinent information, I understand that the officers produced by the
Naval Academy often have longer retention rates than other accession
sources. To my understanding, the Naval Academy is a tremendous asset
that effectively prepares our future leaders for military service. If
confirmed, I will consult with Service leadership to fully understand
the benefits and contributions of all the Department's accession
sources.
Question. Under what conditions would you deem it appropriate, if
confirmed, to permit a USNA graduate to play professional sports prior
to completing at least two consecutive years of commissioned service
following graduation?
Answer. I have not had the opportunity to fully assess the
situation regarding Naval Academy graduates playing professional
sports. The main purpose of the Naval Academy is to educate, train, and
commission naval officers to meet the Department of the Navy's
readiness and leadership requirements in the Fleet. However, sports
programs at the Naval Academy play a critical role as a recruiting tool
and provide exposure to the Navy. The potential benefits for the
Department when permitting a graduate to play professional sports may
include public marketing, advertising, and recruiting, especially when
the graduate has an opportunity to play in televised games. To my
understanding, these opportunities are relatively rare. If confirmed, I
will work with the Secretary of the Navy along with Navy and Marine
Corps leadership to fully assess and understand the potential benefits
compared to the costs of allowing graduates to participate in
professional sports.
Question. In recent years, there have been a number of notable and
reported honor code violations at the military academies.
If confirmed, what criteria will you use to determine whether a
midshipman who violates the honor code deserves to be expelled from
USNA?
Answer. From past experience I know that USNA Midshipmen
disenrollment is governed by statute as well as Department of Defense
and Department of the Navy regulations. Determining if a Midshipman
should be expelled requires assessing the individual facts of each case
within the procedures established by those authorities. If confirmed, I
will ensure that each case is judged fairly and with respect for due
process.
41. If confirmed, what criteria will you use to determine whether a
midshipman who is expelled from USNA should be enlisted or required to
reimburse the government for the cost of his or her Academy education?
I understand that existing Department of Defense and Department of
the Navy regulations define service and monetary recoupment obligations
for Midshipmen who are disenrolled from USNA due to misconduct,
including honor concept violations. Determining whether enlisted
service or monetary recoupment is appropriate must be done on a case by
case basis with due consideration of the underlying facts and the
individual's suitability for further service.
Question. Do you believe that the current honor program at USNA
successfully trains, and when necessary, rehabilitates and improves the
integrity and ethical behavior of midshipmen? Why or why not?
Answer. I do not have sufficient information about the USNA's
current honor concept program to form an opinion about its
effectiveness. Nonetheless, I support all efforts to ensure that USNA
has the appropriate policies and procedures necessary to educate and
promote the highest standards of integrity and ethical behavior in the
Brigade of Midshipmen.
senior reserve officers' training corps (srotc)
Question. In your view, to what extent is the Senior Reserve
Officers' Training Corps (SROTC) program still a viable source of
officer accessions for the Navy and Marine Corps?
Answer. The triad of Officer accession programs (USNA, SROTC, and
OCS) continuously provides the Navy and Marine Corps with high quality
Officers. The Reserve Officers' Training Corps has proven to be an
effective commissioning source because of the highly effective and
valuable education and training it provides for the future leaders of
our country. If confirmed, I will consult with Navy and Marine Corps
leadership to fully understand the viability of the SROTC program and
the role it plays in Officer accessions.
Question. What is your assessment of the diversity in Department of
the Navy SROTC programs? Are additional measures warranted to increase
their diversity? If so, please explain.
Answer. Similar to my assessment of USNA and the DON workforce,
racial/ethnic minorities and women continue to remain under-represented
in Navy SROTC programs. Yes, measures are warranted to increase
diversity and if confirmed, I look forward to working with Navy and
Marine Corps leadership to find ways to address this and ensure we have
the most diverse and capable Department possible.
Question. In your view, should the Department of the Navy 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 have not had the opportunity to fully assess the SROTC
program. The Department needs to ensure SROTC units are providing high
quality education and training, and operating in such a capacity that
offers good value to the Department of the Navy and the taxpayer. If
confirmed, I will consult with Navy and Marine Corps leadership to
understand the requirements, operating conditions, and yield of our
SROTC program.
Question. To what extent would you seek to modify the SROTC
scholarship program to attract the top talent that our armed forces
need to meet national defense requirements?
Answer. To my understanding, the Department's SROTC scholarship
program has been successful in attracting top talent and developing
high quality officers that help it meet the Service's requirements. If
confirmed, I will work to fully understand the current scholarship
program and how it contributes to the Department's national defense
requirements.
Question. To what extent would you seek to modify the SROTC program
to enhance geographic diversity in Navy and Marine Corps officer
accessions?
Answer. I have not had an opportunity to review the relevant data
to make an assessment of the current geographic diversity of our SROTC
program. I do believe it is important the Officer Corps reflects the
diversity of the nation, to include geographic diversity. If confirmed,
I will consult with Navy and Marine Corps leadership to fully
understand the current program and determine if modifications are
required.
gender integrated training in the marine corps
Question. 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. While I am not entirely knowledgeable of Marine Corps'
plans to integrate its recruit training at its recruit depots at Parris
Island and San Diego, I believe the Marine Corps is on track to meet
the timelines associated with the recruit training gender integration
requirements of the Fiscal Year 2020 NDAA. I believe that the Marine
Corps is committed to ensuring integration is completed in such a way
that will promote lethality, unit cohesion, accountability, equity,
diversity, and sustainability. If confirmed, I will work with Marine
Corps leadership to ensure they continue to comply with the Fiscal Year
2020 NDAA requirements.
49. What lessons have been learned from the integration progress
and effort to date?
I am aware of both Marine Corps Recruit Depots (MCRD Parris Island
and MCRD San Diego) integrating their Regimental, Battalion, Company,
and Support Instructor Staffs. I am confident the Marine Corps will
incorporate lessons learned from both recruit depots' experiences to
continue building towards a comprehensive, phased, supportable, and
sustainable transition to gender integrated training that continues the
noble mission of transforming civilians into marines.
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, I agree that the primary objective of competitive pay
and benefits is to recruit and retain a talented workforce of the right
size, skill, and quality. The demands of naval service are great for
sailors and marines, necessitating competitive pay and benefits to
attract top talent. Taking care of the Department's people is of the
utmost importance to me, which begins with ensuring our servicemembers
are compensated fairly.
Question. What is your assessment of the adequacy of the current
military pay package in achieving this goal?
Answer. In general, military compensation appears to be adequate
when examining recruiting and retention levels. However, there are
unique exceptions for sailors and marines possessing highly sought
after skill sets in the civilian sector. The Services remain in
continuous competition with the civilian sector to recruit and retain a
highly talented workforce. If confirmed, I plan to work closely with
Navy and Marine Corps leadership to ensure we are adequately
compensating our sailors and marines. The Department of the Navy must
maintain focus on providing additional monetary and non-monetary
incentives to retain our sailors and marines who possess skills in high
demand.
Question. What changes, if any, would you recommend to the current
military pay and benefits package, if confirmed?
Answer. From my previous experience in this role, I know just how
dynamic and expensive recruiting, retention, and development of a
highly-skilled workforce in the Navy and Marine Corps can be,
especially when competing with the civilian sector. While I do not have
enough recent information to make an informed recommendation on any
specific changes to pay and benefits at this time, I know that
balancing the compensation needed to attract and retain top talent with
other fiscal demands within DOD budget constraints is always
challenging. If confirmed, I look forward to working with Navy and
Marine Corps leadership to develop any proposals appropriate to ensure
the Department of the Navy continues to recruit and retain top talent.
Question. What specific recommendations do you have for controlling
rising military personnel costs, including entitlement spending?
Answer. The strength of the Department of the Navy resides in our
sailors and marines. Recruiting, developing, promoting, and retaining a
high quality force takes time and resources to ensure that we are a
competitive choice for sailors and marines. If confirmed, I look
forward to working within the Secretary's strategic guidance alongside
the Department's leaders to streamline processes and target
opportunities to reduce rising costs and entitlement spending, while
attracting and retaining sufficient sailors and marines with the
required talents to man the Fleet.
professional military education
Question. The National Defense Strategy notes that professional
military education (PME) has stagnated and does not foster the skills
and abilities needed for independent action during combat.
Question. If confirmed, to what extent would you take actions to
improve the quality of Navy and Marine Corps professional education
programs?
Answer. If confirmed, I will strengthen the Department's education
programs, institutions, and systems to ensure that all sailors and
marines obtain quality, accessible education throughout their careers
that is relevant to the current and future fight. Each of the
Department's naval education institutions and programs contribute to
developing our force's cognitive skills to navigate highly complex
situations. The Naval Community College's establishment, for example,
will improve the quality and number of enlisted education opportunities
to develop cognitive skills in domains that support national defense
objectives.
end strength
Question. Are the Navy and Marine Corps current end strengths
sufficient to meet current national security objectives and execute the
associated operational plans? If not, what end strengths do you believe
are necessary? Please explain your answer.
Answer. I do not have enough information on the current operational
plans and the Navy and Marine Corps end strength requirements for those
plans to provide an informed answer. Increased end strength leads to
improved readiness, with all other things remaining equal. If
confirmed, I plan to work with the Secretary of the Navy and leadership
of the Navy and Marine Corps to ensure the budget process provides the
required end strength to achieve all warfighting readiness requirements
in the future across the Department of the Navy.
ready relevant learning
Question. What is your understanding of the Navy's Ready Relevant
Learning initiative?
Answer. My understanding of the Ready Relevant Learning (RRL)
initiative is that it fundamentally changes the way our sailors train
by transforming industrial-era, conveyer-belt training into a modern,
proactive system that provides sailors with the right training, at the
right time, to maximize their ability to operate and ultimately win in
a high-end fight.
Question. What is your understanding of the congressional
requirements of section 545 of the National Defense Authorization Act
(NDAA) for Fiscal Year 2018 as amended by section 574 of the NDAA for
Fiscal Year 2021?
Answer. My understanding is that section 545 of the Fiscal Year
2018 NDAA required the Secretary of the Navy to submit an annual report
on the status of implementation of the RRL initiative for each
applicable enlisted rating to the Committees on Armed Services of the
Senate and the House of Representatives. Section 574 of the Fiscal Year
2021 NDAA added additional requirements to the report including a life
cycle sustainment plan and report on the use of readiness assessment
teams.
Question. If confirmed, will you ensure that Navy officials
continue to comply with the requirements of sections 545 and 574?
Answer. If confirmed, I will continue and reinforce the efforts
currently underway to provide the Committees with timely, appropriate,
and sufficiently detailed information, consistent with congressional
direction.
recruiting and retention
Question. What do you believe to be the primary reasons that fewer
than 30 percent of American youth in the 17 to 24-year range are
eligible for military service, and how would you propose increasing the
size of that pool?
Answer. I believe medical conditions disqualify youth in the target
age demographic, some of whom are disqualified for being overweight as
an example. In addition, other factors such as drug use, tattoos,
financial and legal issues contribute to decreasing the population of
eligible recruits. If confirmed, I look forward to working with Navy
and Marine Corps leadership to review initiatives and ensure the
Department is able to sustain our force while maintaining the necessary
qualification standards.
Question. Similarly, why do you believe the propensity of American
youth to serve in the military continues to drop and is at its lowest
level in years? What would you do, if confirmed, to address this issue?
Answer. To increase propensity for military service, I believe the
Navy and Marine Corps must continue to work toward educating today's
youth on the opportunities and benefits that military service can
offer. Due to a decrease in family ties to the military for today's
youth, there are misperceptions and a lack of knowledge surrounding
military service. If confirmed, I will consult with Navy and Marine
Corps leadership to expand our reach within the available recruiting
market, and work to improve perceptions of military service.
Question. Do you believe that non-native English speakers are
disadvantaged in qualifying for military service by current testing
processes?
Answer. I understand the ability to effectively communicate is
essential to maintaining readiness within the Navy and Marine Corps. If
confirmed, I will consult with Service leadership to understand the
current testing processes to ensure that all qualifying tests provide
valid determinations of eligibility for military service or entry into
specific career fields.
Question. How would you address any such disadvantages to increase
the pool of eligible and interested youth?
Answer. If confirmed, I will work with Navy and Marine Corps
leadership to fully understand any disadvantages and remedy any
instances in which qualifying tests are not found to be valid
predictors of test takers' abilities to perform the essential skills of
Navy and Marine Corps occupational specialties.
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 pilots
or the cyber workforce?
Answer. I understand the Navy and Marine Corps set qualification
and medical standards to ensure an individual can successfully
accomplish the mission, and our recruiters work with individuals who
have the propensity to serve and strive toward achieving required
standards. It is my understanding the Services continuously reevaluate
medical standards with the Department of Defense to balance Service
needs with the overall medical readiness of the Department. If
confirmed, I will consult with Navy and Marine Corps leadership to
fully understand their standards and strive to maintain balance among
those standards, the needs of the Services, and individuals' desires to
serve in uniform.
suicide prevention
Question. The number of suicides in each of the Services continues
to concern the Committee. During the past few years, five sailors
assigned to the USS George H.W. Bush committed suicide.
What actions has the Navy taken to address suicides in the wake of
the Bush suicides, and what lessons have been learned?
Answer. I understand that the Navy has spearheaded numerous
initiatives to train, educate, and equip sailors with the skills to
recognize stressors, build resilience, and access behavioral health
resources. If confirmed, I will remain committed to ensuring the
wellness of each and every sailor, marine, and civilian and continue to
support the Department's current prevention strategies that address
multiple forms of violence, including suicide. I will work throughout
the Department to identify and mitigate unnecessary stressors,
encourage help-seeking behaviors, and remove barriers to care and
support services. I will support and advance efforts to encourage,
develop, and promote leaders at every level who make the mental and
physical well-being of their teams a priority and enable every sailor,
marine, and civilian to thrive both personally and professionally.
Though I am not privy to the specific actions taken following the
suicides on the USS George H.W. Bush, I understand that every year the
Navy brings together a comprehensive team of experts to conduct an in-
depth review of all sailor suicides. These reviews leverage personnel,
investigative, and command climate data to better understand risk
factors and identify lessons learned that the Department of the Navy
can use to prevent any further and tragic loss of life.
Question. If confirmed, what actions would you take to prevent
suicides within the Navy and Marine Corps, including within the Navy
and Marine Corps reserve components, and within the families of sailors
and marines across all Components?
Answer. Loss of life of even one sailor, marine, or civilian to
suicide is one too many. Zero is the only acceptable number when it
comes to suicide. If confirmed, I will remain steadfast in my
commitment to ensuring the wellbeing of all sailors, marines, and
civilians and continue to support the Department's current efforts to
eliminate suicide, which include leading a campaign focused on
encouraging positive, health-seeking behaviors, eliminating the stigma
associated with seeking self-care, and increasing access to critical
resources. If confirmed, I will demand we have the necessary critical
conversations essential in reducing suicide myths and increasing
knowledge regarding the safe storage of lethal means and the important
role team and family members play in recognizing and addressing warning
signs. These team and family members are often the first to observe
such warning signs and the Department must be committed to equipping
them with the skills to detect changes in behavior, recognize risk, and
have the conversations needed to intervene and support sailors,
marines, and civilians.
If confirmed, I will promote the Department's work that aligns with
the President's National Strategy on Reducing Military and Veteran
Suicide by reducing risk early on, and strengthening protective factors
long before suicide is a consideration. I will address the health of
unit climates and hold leaders at every level accountable for creating
environments that foster trust, connectedness, and belongingness,
healthy communication and the safety and well-being of sailors,
marines, and civilians. The health of our teams and the readiness of
our personnel is mission-essential for ensuring that the Navy and
Marine Corps can successfully defend our country and allies.
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. If confirmed, I will review existing reporting and tracking
tools used by the Navy and Marine Corps and work with the Services not
only to enhance the use of military and civilian data but also to
explore what other tools or methods are available to help the
Department better understand and prevent suicides. I will also work to
identify new data sources that, in conjunction with current suicide
data, will provide a more comprehensive picture of risk and protective
factors. In addition, I will ensure the Department has and maintains
the talent necessary to leverage existing data and leads the way
forward in our suicide prevention efforts. I will also work closely
with key stakeholders across the Department of Defense, the Department
of Veterans Affairs, and academic leaders, to continue evolving the
Department's data analytics approaches, to leverage evidence-based
strategies, to identify trends and to share resources. It is my goal to
make the Navy and Marine Corps leaders in the elimination of suicide
across the Services.
department of the navy reserve components
Question. What is your vision for the roles and missions of the
Navy and Marine Corps Reserves?
Answer. The Reserve Force is critical to the Department of the
Navy's mission. Reserve sailors and marines provide operational
capacity and strategic depth that is vital to mission success. If
confirmed, I will work with the leaders of the Navy and Marine Corps to
ensure we maintain a reserve structure that meets the operational and
strategic capabilities required as a Total Force.
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/or higher levels of overall
resourcing for readiness?
Answer. In my opinion, the reserve components serve both as an
operational reserve and a strategic reserve. Navy and Marine Corps
reservists require training support, equipment support, and resourcing
in order to execute the mission of the Total Force. I need more
information on the current readiness of the Department's Reserve Force
in order to determine if these areas require increased support. If
confirmed, I will work with Navy and Marine Corps reserve leadership to
ensure the Department properly allocates resources to the reserve
components for mission success.
Question. In your view, to what extent should actions be taken to
improve permeability between the active and reserve components of the
Department of the Navy?
Answer. In my opinion, the active and reserve components should
maximize permeability to ensure success of the Total Force. At this
time I do not have the required data to know if any process or
procedure needs improvement. If confirmed, I will work with Navy and
Marine Corps leadership to ensure the Department retains talented
sailors and marines, and to ensure personnel can move between the
active and reserve components without barriers.
Question. In your view, are the current requirements for becoming a
Joint Qualified Officer appropriate for reserve component officers? If
not, how should they be revised to better meet the needs of reserve
component officers?
Answer. While both Navy and Marine Corps reserve officers can
become Joint Qualified Officers, without the proper data, I am not able
to determine whether current requirements are appropriate. If
confirmed, I will work with Navy and Marine Corps leadership to assess
the need to revise current requirements for the reserve components in
order to support the Joint Force.
Question. In your view, is the current Department of the Navy PME
system appropriate for the Navy and Marine Corps reserve components? If
not, what changes would you recommend if confirmed?
Answer. Professional military education (PME) fosters leadership
within sailors and marines and develops their knowledge, skills,
competencies, and understanding. I believe naval education needs to be
continually assessed for alignment with National Defense Strategy
objectives so that it is relevant to the current and future fight. If
confirmed, I will assess the Department's PME system with Navy and
Marine Corps leadership to ensure it satisfies the requirement for the
Department's reserve component to be a force multiplier.
mandatory vaccination for covid-19
Question. What is your view of the Secretary of Defense's
requirement that all servicemembers be vaccinated for COVID-19 unless
they meet established exemption criteria?
Answer. I fully support the Secretary of Defense's policy that
mandatory vaccination against COVID-19 is necessary to protect the
Force. If confirmed, I will work with Navy and Marine Corps leadership
to ensure that all sailors and marines are vaccinated or exempted in
accordance with existing Department policies.
Question. In your view, should sailors and marines who decline to
be vaccinated be separated, even if they have skills and experience
that the Navy and Marine Corps need?
Answer. I fully support the Secretary of Defense's policy that
mandatory vaccination against COVID-19 is necessary to protect the
Force. If confirmed, I will work with Navy and Marine Corps leadership
to understand our separation policies and to ensure that all sailors
and marines are vaccinated or exempted in accordance with existing
Department policies.
Thousands of sailors and marines have requested a religious
exemption from the COVID-19 vaccine requirement. The Navy has not
approved any such requests to date. The Marine Corps has granted three
requests, but only to marines who already had plans to leave the
military.
Question. If the Department of the Navy continues to deny requests
for religious exemptions from the COVID-19 vaccine mandate and separate
sailors and marines who refuse the vaccine, at what point would you
become concerned about the Navy's ability to achieve authorized end
strength?
Answer. It is my understanding that the Navy and Marine Corps is
already a highly vaccinated Force. If confirmed, I will review
vaccination percentages of the Navy and Marine Corps to determine if
mandatory vaccination is affecting the Navy's ability to achieve
authorized end strength.
Question. As the Department of the Navy balances the sincerely held
religious beliefs of its personnel with legitimate military
requirements, do you believe that an individual's military specialty
should be a factor in determining whether to grant a religious
exemption to the COVID-19 vaccine requirement? Why or why not?
Answer. I am not privy to how the Department is applying law and
policy to requests for religious accommodation to the COVID-19 vaccine
requirement. However, it is my understanding that the Navy and Marine
Corps is already a highly vaccinated Force. I also understand that the
Department is committed to adjudicating all requests for religious
accommodation on a case by case basis and in accordance with the law.
If confirmed, I will work to ensure that current law and policy within
this area are consistently applied to all requests by sailors and
marines.
Question. What impact will the discharge of several thousand
sailors and marines who refuse the vaccine have on Navy and Marine
Corps readiness?
Answer. It is my understanding that the Navy and Marine Corps are
already a highly vaccinated Force. If confirmed, I will review
vaccination percentages of the Navy and Marine Corps to determine if
mandatory vaccination is affecting readiness within the Department of
the Navy.
military quality of life
Question. If confirmed, what qualify of life and morale, welfare,
and recreation (MWR) programs would you consider to be priorities?
Answer. If confirmed, I am committed to supporting the programs
that have the greatest impact on readiness, retention, and resiliency.
I believe a broad collection of MWR programs, including single
servicemember programs, health and wellness programs, and fitness
centers are necessary to support the mental and physical health of our
sailors, marines, and their families. I would work with Navy and Marine
Corps leadership to ensure the Department is delivering programs that
support servicemembers and their families.
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. I believe that sailors, marines, and their families can
provide valuable program input regarding what truly works for them, and
provide suggestions to enhance and enable new avenues that promote the
health and welfare of the Navy and Marine Corps family. If confirmed, I
will work with Service leadership to identify the best manner to assess
these programs.
military family readiness and support
Question. What do you consider to be the most important family
readiness issues for servicemembers and their families?
Answer. Military Family Readiness is part of the foundation to
secure unit readiness and our ability to achieve the National Defense
Strategy mission. Sailors and marines need to know their families are
well supported, particularly when they are deployed far from home. If
confirmed, I will be dedicated in my support of programs that bolster
the military community, spouses, and families, from child care to
spouse employment, and other programs that develop life skills like
financial management.
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. Family readiness is a key component of military readiness,
and the ability to access high-quality childcare is a vital part of
ensuring family readiness. If confirmed, I will study all the current
efforts underway to ensure the Department's families have access to
high-quality child care at an appropriate cost. I understand that the
Navy and Marine Corps are working multiple strategies to increase
access to care both on and off base. Buildings are being renovated and
repurposed. Installations are collaborating to nurture community
partnerships with local and national agencies, and expand fee
assistance for families who rely on community based care. I will
examine these initiatives and other innovative ways to address this
important issue.
Question. In the past, the Navy has struggled to provide childcare
to military families through the fee assistance program. If confirmed,
how would you improve the Department of the Navy's childcare fee
assistance program?
Answer. Military child care is an important contributing factor to
family readiness and military life. If confirmed, I would want to hear
directly from families and Senior Enlisted Advisors, regarding their
challenges and needs, and solicit recommendations. With the assistance
of Navy and Marine Corps leadership, I would review current Department
of Defense and Department of Navy policies for the fee assistance
program and look to incorporate best practices from fellow military
departments.
Question. If confirmed, how would you ensure that sailors and
marines with family members with special needs are assigned to duty
stations where services are available to address those needs?
Answer. As a father, I appreciate the importance of ensuring
families have the best care and resources available. The Exceptional
Family Member Program is one such program that provides families
resources, educational support, and information about medical services
at their assigned location. Currently, I do not have the necessary
information to understand the specific challenges sailors, marines, and
their families face when relocating. If confirmed, I will work with
Navy and Marine Corps stakeholders to assess the challenges and
potential solutions to ensure our servicemembers and their families
with special needs are provided the support and resources they deserve,
regardless of where they are located.
Question. If confirmed, how would you ensure outreach to those
military families with special needs dependents so they are able to
obtain the support they need?
Answer. Our sailors and marines support each other every day, and
it is the Department's duty to support them, and their families, in
every way possible. If confirmed, I will engage with Navy and Marine
Corps leaders, and Exceptional Family Member Program stakeholders to
better understand how outreach efforts are executed and identify any
barriers to communicating with sailors and marines and their families.
I will work to understand these barriers and determine the best means
to eliminate them.
use of military leave and carryover authority
Question. The Department of Defense has authorized enhanced leave
carryover authority for servicemembers unable to use military leave due
to COVID-19 travel restrictions, effective through the end of fiscal
year 2024, despite data showing that the only ranks with leave balances
in excess of the existing statutory carryover authority are general
officers.
What is your understanding of the importance of servicemembers
using their available leave, even if travel is limited due to COVID or
other factors?
Answer. Affording servicemembers a respite from their duties has
been shown to be beneficial in maintaining manageable operational
stress levels and improving mental health. I believe that although
travel has been restricted, time away from the job is still an
essential need for sailors and marines. To that end, FEML was recently
approved by OSD based on a DON (USMC) request.
Question. Do you believe the use of military leave is important for
the mental health of the force, and family readiness, and that it
should be used rather than accumulated?
Answer. We place great demands on our sailors and marines, creating
an increased need for time away to focus on family and themselves when
compared to civilian counterparts. I believe that leave and time away
from the job are required to recharge and maintain mental health and
reduce operational stress levels. I can also understand servicemembers'
desires to maintain healthy leave balances to allow for emergency
situations that could arise, the ability to take leave for a longer
duration, and to provide flexibility when transitioning back to
civilian life.
Question. If confirmed, what actions would you take to encourage
sailors and marines to use, rather than accumulate, their military
leave?
Answer. I believe leaders in the Navy and Marine Corps continue to
encourage their sailors and marines to take leave to recharge and spend
needed time with their families. If confirmed, taking care of the
Department's people will be my highest priority. I will work with the
Department's leaders to ensure sailors and marines are properly
educated on the need to take time for themselves and their families to
maintain their mental health and operational readiness.
Question. Do you believe that existing leave sell back authorities
may inappropriately disincentivize servicemembers from using their
leave?
Answer. Providing sailors and marines the opportunity to spend time
away from their duties to recharge is important. However, operational
schedules and other factors sometimes make it difficult for
servicemembers to use leave in a manner they value. I believe the
authorities granted to servicemembers to sell back leave fairly
compensate servicemembers for leave not taken at the end of a contract
or at the time of resignation. If confirmed, I will work with Navy and
Marine Corps leadership to ensure the authorities to sell back leave
are in line with the Department's objectives to encourage sailors and
marines to take their authorized leave to focus on themselves and their
families.
department of the navy civilian workforce matters
Question. How would you describe the current state of the
Department of the Navy's civilian workforce, including workforce
morale, as well as the Department's ability to successfully recruit and
retain top talent?
I found the civilian workforce and civilian leadership to be among
the best and brightest who have an unwavering commitment and sense of
purpose for the mission of the Department of the Navy. To ensure future
capabilities, the DON must leverage all the capabilities that we can to
secure excellence in its human capital talent. Taking care of its
people is paramount to mission success. While I am not aware of the
current morale of the civilian workforce, I am certain that they have
been impacted by the effects of the past two years. That said, based on
my experience, these men and women are incredibly resilient, committed
and talented. They take great pride in what they do and what they
contribute; they inspire others to want to come and work for the
department, supporting the mission.
Question. In your judgment, what are the biggest challenges facing
the Department of the Navy in effectively and efficiently managing its
civilian workforce?
Answer. I believe one of the biggest challenges facing the
Department of the Navy will continue to be advancing the mission,
keeping pace with technology and innovation, while also preparing for
the post-pandemic workplace model (as are businesses across the globe).
If confirmed, I will work with the leadership toward a model that
advances the DON's mission while also positioning them as an employer
of choice in recruiting and retaining the best-in-class talent,
maximizing the available workplace flexibilities, to ensure they
maintain a global competitive edge against our adversaries.
Question. In your view, to what extent would there be value in
eliminating the moratorium on the use of A-76 public/private
competitions that has been in effect since 2009?
Answer. In my view, eliminating the moratorium on the use of A-76
public/private competitions may be a good approach if targeted toward
areas that have become more commercially available since 2009. To
achieve the best mix of talent in the total force, DON must have hiring
permeability between public and private sectors, across the Department
and Services, and between military and civilian workforces. If
confirmed, I will continue to enable policies that further these
opportunities.
Question. In your view, how could the Department of the Navy 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 the leadership toward a
model that advances the DON's mission while also positioning us as an
employer of choice in recruiting and retaining the best-in-class
talent, maximizing the available workplace flexibilities (incorporating
best practices and lessons learned from the public and the private
sector experiences gained from the COVID-19 pandemic), and driving
accountability to ensure DON maintains a global competitive edge
against our adversaries.
Question. In your view, are the various direct hire, extended
probationary period, and special compensation authorities provided to
the Department of the Navy useful in recruiting and retaining high-
quality civilian employees?
Answer. When I served in this position previously, we worked
closely with DOD and Congress to identify direct hire opportunities in
mission critical areas. This enabled the Department to recruit top
talent, expedite hiring and compete with private sector counterparts.
Similarly, there are special compensation flexibilities that enable DON
to remain competitive. They need these mechanisms to ensure mission
success. Generally, probationary periods provide opportunities for both
the employer and employee to ensure a good fit for all, recognizing the
importance of candid and informative performance conversations. Our
world is increasingly complex and incredibly unpredictable; if
confirmed, I will continue to work to maximize departmental
flexibilities to recruit, retain and develop the best and brightest
talent to proactively tackle emerging requirements.
Question. Would you be supportive of extending and renewing these
authorities as necessary?
Answer. If confirmed, I will work with the appropriate offices in
the Department, DOD and OPM to maximize flexibilities and authorities
to recruit, retain and develop the talent needed and provide the
workplace mechanisms to achieve mission success.
technical workforce
Question. In your view, what are the pros and cons of having
active-duty personnel--as opposed to civilian employees--trained and
working as scientists, engineers, software coders, and in other
technical positions across the Department of the Navy research,
development, and acquisition enterprise?
Answer. I believe delivering new capabilities to the Fleet requires
a mixed active-duty and civilian workforce in the research,
development, and acquisition enterprise. I understand there are
multiple factors that contribute to workforce mix decisions. Active
duty personnel can apply their experiences as warfighters in the Fleet
to the research, development, or acquisition projects to which they are
assigned; yet, the extensive technical education and experience may not
be available through the typical career progression, requiring a
civilian or contractor presence. If confirmed, I look forward to
working across the Department to continue to develop an optimally
balanced active-duty and civilian workforce in all mission areas.
senior executive service
Question. Given that competent and caring leadership is one of the
most significant factors in shaping a high-performing civilian
workforce, what factors and characteristics would be most important to
you in selecting candidates for appointment to the Senior Executive
Service (SES)?
Answer. I have found that successful leaders are those that truly
care about their people in a multi-dimensional manner. People advance
objectives through their daily contributions to the mission. I value
leaders who communicate with their employees, who recognize their
employees--by letting them know they are valued and appreciated, and
who explain some of the contextual drivers for the decisions they make
and how those employees fit into a broader framework. I look for
leaders who are comfortable with receiving input from diverse
perspectives and different points of view, open to new ideas and who
provide an environment that encourages innovation and creativity. I
also look for leaders who can tackle the tough, hard issues and are
resilient when challenges are uncertain and difficult.
Question. If confirmed, how would you ensure that SES personnel
under your authority are held accountable for both organizational
performance and the rigorous performance management of their
subordinate employees?
Answer. Based on my experience, members of the DON's senior
executive cadre are remarkable group of men and women who made the
conscious decision for a higher calling--to serve the Navy and Corps
team as a civilian leader, serving the public good, improving our
services, ensuring the infrastructure, and managing large, complex
organizations. They undergo a rigorous process to get these critical
positions and annually must meet tough performance standards that
demand they deliver results, ensure performance management that
develops and ensures accountability, while also providing an
environment for employees to thrive, innovate and tackle challenges for
mission success. If confirmed, I will work with the senior executive
cadre to provide them with the opportunity to continue to develop the
skills and expertise they need to lead and sustain high-performing
teams.
acquisition workforce
Question. In your view, in what ways could the Department of the
Navy better train military and civilian personnel to be acquisition
professionals?
Answer. The Department of the Navy's Acquisition Workforce
Strategic Plan provides the building blocks to shape and inform the
priorities of the Acquisition Workforce (AWF) and guide efforts to
train the over 71,000 members of the AWF community. The academic skills
taught at the Defense Acquisition University are robust, comprehensive
and have demonstrated clear utility in the development of the military
and civilian acquisition workforce. However, I understand that the Navy
is also leveraging commercial best practices, expanded training
opportunities, modern training tools, and experiential learning to
build a workforce that can compete and win. If confirmed, I will work
with OSD and across the Department of the Navy to utilize all available
tools to further elevate the professionalism of the Navy's AWF.
Question. In your opinion, to what extent should acquisition
workforce management policies be modified to make and hold leaders
accountable for cost overruns on procurement contracts?
Answer. It is essential that the acquisition workforce is properly
trained and incentivized, fully empowered to meet their
responsibilities, and held accountable for their performance. If
confirmed, I will carefully review the Department's acquisition
workforce management policies and work with the Assistant Secretary of
the Navy for Research, Development, and Acquisition to make any
necessary modifications.
Question. In your judgement, how should acquisition program offices
decide which tasks are best accomplished by government civilian
employees, military personnel, and support contractors?
Answer. The construct of determining military essentiality and
inherently governmental function related to military and civilian
billet management is codified in 10 U.S.C. Sec. 129; 2017 and 2019
NDAAs; and DODD 1100.4. This policy clearly outlines when a function is
required to be performed by a military member and if not, addresses the
question of whether a position performs inherently governmental
functions such as government decision making. Any work determined to be
neither military essential or inherently governmental is eligible to be
contracted.
laboratory, science and technology, and test range stem personnel
Question. If confirmed, specifically what would you do to support
the maximum use of the personnel flexibilities provided by Congress to
improve the quality of the Department of the Navy's STEM workforce?
Answer. I understand that the Department of the Navy has been
extremely successful in using the personnel flexibilities authorized by
Congress to support the hiring of a technical workforce, including
those from STEM programs. There are a number of Direct Hiring
Authorities that target those completing post-secondary education and
recent graduates. The Domestic Defense Industrial Base (DDIB) and the
Major Range Test Facilities Base (MRTFB) authorities are two examples
of the kinds of authorities available. If confirmed, I will work to
maximize the use of these authorities to attract top STEM talent.
Question. If confirmed, what approach would you take to delegating
authority for the use of these flexibilities to the lowest appropriate
level in the organization, so they can be exercised with the speed
necessary to compete with private sector hiring practices?
Answer. It is my understanding that the authorities granted by
Congress reside at the command and/or HR Operations Center levels and
are available for use today.
stem educational opportunities for military dependents
Question. What role do you think the military services should play
in supporting STEM educational opportunities for military children?
Answer. In my view, the Department of the Navy has a vital role in
supporting STEM educational opportunities for the children of military
families from kindergarten through graduate school. STEM programs not
only inspire the next generation of scientists and engineers, but are
also deliberate investments in the future Navy workforce. If confirmed,
I will support efforts to connect military servicemembers with local
STEM educational opportunities to ensure that military children, as
well as children located near military bases, benefit from the Navy's
STEM education and outreach activities.
Question. If confirmed, to what extent would you seek to work with
the Department of Defense research and development organizations to
increase STEM educational opportunities for children of military
personnel?
Answer. The Department of Defense Education Activity (DODEA) is the
umbrella organization that unites efforts to provide quality
educational opportunities and services to military dependents around
the globe. If confirmed, I will seek opportunities to enhance
collaboration between the Navy's research and development organizations
and DODEA to increase STEM opportunities for children of military
personnel. This will be among one of my highest DON priorities.
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
mental health and suicide prevention
1. Senator Hirono. Mr. Parker, I am very concerned with the
persistent issue of mental health and suicide among U.S. servicemembers
and veterans, as well as those transitioning from Active Duty. If
confirmed, how will you prioritize what your respective Service can do
to ensure mental health is treated as part of the holistic health of
each servicemember?
Mr. Parker. If confirmed, I will work with the Navy and Marine
Corps to ensure that all appropriate resources are made available to
each and every marine, sailor, family member, and Department of the
Navy civilian at every stage of their careers.
I understand that the Department of the Navy and the Services have
a variety of evidence-based and evidence-informed programs available to
support the unique needs of civilians, Servicemembers and family
members--from Employee Assistance programs, behavioral health support
(in person and telemedicine), confidential support (i.e., Military
Family Life Counselors; Chaplains), and/or ongoing risk assessment for
those who have recently had a suicide attempt.
Additionally, I am prepared to consider what resources and
recruitment strategies are needed to ensure we can continue to attract
and retain a robust pool of providers to support our servicemembers and
their families. Treating mental health with the same urgency that we
treat physical health may encourage increased help-seeking and given
this, we need to be ready to adapt and scale our behavioral health
workforce to support the need.
In support of these strategies, I would, if confirmed, want to
ensure that those who are supporting our servicemembers have been
trained in evidence-based approaches proven to reduce suicide and
promote more effective ways of coping with stressors that our members
are bound to face during their service. Our sailors, marines, and their
families sacrifice a great deal in service to our Nation and the
Department owes it to each of them to provide the best service and care
our country has to offer.
2. Senator Hirono. Mr. Parker, if confirmed, how will you ensure
that adequate resources are available to your servicemembers to seek
the help they need?
Mr. Parker. If confirmed, I will work with the Navy and Marine
Corps to ensure that all appropriate resources are made available to
each and every marine, sailor, family member, and Department of the
Navy civilian at every stage of their careers.
I understand that the Department of the Navy and the Services have
a variety of evidence-based and evidence-informed programs available to
support the unique needs of civilians, Servicemembers and family
members--from Employee Assistance programs, behavioral health support
(in person and telemedicine), confidential support (i.e., Military
Family Life Counselors; Chaplains), and/or ongoing risk assessment for
those who have recently had a suicide attempt.
Additionally, I am prepared to consider what resources and
recruitment strategies are needed to ensure we can continue to attract
and retain a robust pool of providers to support our servicemembers and
their families. Treating mental health with the same urgency that we
treat physical health may encourage increased help-seeking and given
this, we need to be ready to adapt and scale our behavioral health
workforce to support the need.
In support of these strategies, I would, if confirmed, want to
ensure that those who are supporting our servicemembers have been
trained in evidence-based approaches proven to reduce suicide and
promote more effective ways of coping with stressors that our members
are bound to face during their service. Sailors, marines, and their
families sacrifice a great deal in service to our Nation and the
Department owes it to each of them to provide the best service and care
our country has to offer.
3. Senator Hirono. Mr. Parker, in your opinion, what single
improvement can best address the ongoing issue of servicemember mental
health issues and suicides?
Mr. Parker. Suicide is a very complex phenomenon that is often
attributed to a number of factors that are sometimes years in the
making (i.e., relationship challenges, financial struggles, workplace
stressors). Despite significant investment and research by world-class
experts into both the drivers for suicide and identifying effective
strategies for prevention and intervention; there is still so much we
do not know.
With that in mind, and recognizing that I would want to meet with
the Department of the Navy's key experts and advisors on this issue, I
think there are a few critical areas that the Department needs to
explore in greater depth. The first is in relation to its overall
framing of mental health. I would like to see the Department shift to
an approach that recognizes consistent engagement with behavioral
health systems and resources as the status quo. In the same way the
Services perform constant checks of our weapons systems or engage in
physical training regiments, they need to give people the tools to
discuss mental health challenges and engage mental health resources
without fear of repercussions.
To make this fundamental shift, policies and messaging need to
positively reinforce active involvement with behavioral health systems
and ensure sailors and marines are not punished--either
administratively or socially--for maintaining or strengthening their
mental health. Every member of the Navy and Marine Corps must fully
understand that in order to be mission-ready, they must be solid in
both their physical and mental health and they must trust that coming
forward to seek help will not have negative career impacts.
Additionally, the Department cannot outsource effective leadership
when it comes to mental health. The Department of the Navy's behavioral
health providers, programs and resources are some of the best resources
available to support servicemembers and their families, but the first
line of defense in preventing suicide or fostering mental health starts
with each of us. We know from the research that we are most influenced
by those closest to us. In a military context, we cannot underestimate
the incredible power team members and leaders have on our mental and
physical health and ultimately our performance. At all levels,
servicemembers need to be educated on what to look for, and to correct
myths that reinforce behavioral health stigma, and they need to be
willing to engage in the uncomfortable conversations that can save
lives.
Servicmembers need more senior leaders to discuss their own mental
health challenges and tools they have found most helpful in
facilitating healing or recovery. The bottom line is that for most of
us, at some point in our lives, we are going to need additional
support. Acknowledging this will help normalize some of these
discussions and hopefully pave the way for more junior personnel to
come forward.
diversity and inclusion in the navy
4. Senator Hirono. Mr. Parker, in 2020, the Navy stood up Task
Force One to address systemic racism and unconscious bias in the ranks.
In 2021, Acting Secretary of the Navy Thomas Harker directed a series
of reviews aimed at promoting diversity in contracting, selection and
assignment boards, and in hiring members of the Senior Executive
Service. Are you familiar with these initiatives, and if confirmed, how
do you intend to follow up with their progress?
Mr. Parker. If confirmed, I would provide oversight of the
immediate actions directed by the previous Acting Secretary of the
Navy, as well as all efforts to advance the Department's Diversity,
Equity and Inclusions (DE&I) efforts. While the U.S. Navy is
implementing the strategy to operationalize the Task Force One Navy
(TF1N) final report recommendations, the DON has established a DE&I
Office and capabilities, to build on the TF1N framework and the DE&I
efforts in progress with USMC. The DON DE&I Office will establish our
strategic vision,
Implementation Strategy, Governance and organizational structure
for an enterprise DE&I program. The focus is to create an enduring and
measurable program that champions signature leadership behaviors with
linkage to culture.
5. Senator Hirono. Mr. Parker, a large part of the ultimate success
in an officer's career, and their promotion potential, is superior
achievement in high profile, challenging jobs. If confirmed, what steps
will you take taking to ensure women and minorities are getting a
chance to fill these types of career enhancing jobs?
Mr. Parker. If confirmed, I would work with leaders to ensure that
the Department has talent and capabilities as diverse as the challenges
and opportunities it faces to support our national security strategy
and objectives. If confirmed, I would ensure the Services have
mechanisms in place to leverage data to help monitor policies and
talent management systems with the goal of increasing representation
and removing barriers regarding assignment to key developmental
opportunities; and a holistic approach to attracting and recruiting
diverse talent, ensuring equity in promotion, and maintaining a culture
of inclusion. Success is achieved when the demographic makeup of a
representative cohort is maintained across the career lifecycle;
specifically, a representative accession cohort and voluntary
retention, administrative selection, and promotion rates that are
similar across demographic groups.
sexual assault in the military
6. Senator Hirono. Mr. Parker, last fall, Deputy Secretary of
Defense Kathleen Hicks detailed the Department's strategy as approved
by the Secretary of Defense to act on the recommendations of the 90-day
Independent Review Commission on Sexual Assault and Sexual Harassment
in the Military. Secretary of Defense Lloyd Austin directed all
Services to develop implementation plans and resource mapping by the
end of January 2022 for all actions. What is the status of progress on
those plans for the Service you are about to help lead?
Mr. Parker. I understand that the Department of Defense, through
the leadership of Secretary Austin, Deputy Secretary Hicks, and others,
have prioritized eliminating incidents of sexual assault by
implementing the recommendations of the Independent Review Commission.
I similarly understand that the Department of the Navy, through its
senior leaders, including Secretary Del Toro, have also committed to
this effort and directed the Department, the United States Navy and the
United States Marine Corps to embrace reform expeditiously in an effort
to rebuild trust and promote prevention.
As a nominee, I am not yet aware of the specific progress that the
Department of the Navy and its two Services have yet made with respect
to planning and resource mapping. However, I understand that this is a
priority and one that all are committed to achieving. If confirmed, I
will share that commitment and similarly prioritize these efforts. I
firmly believe that we owe it to our sailors, marines, and Department
of the Navy civilian employees to promote a culture of dignity and
respect where all can thrive. If confirmed, I aim to do just that.
7. Senator Hirono. Mr. Parker, if confirmed, how will you continue
the efforts to eliminate sexual assault in our military?
Mr. Parker. The President, the Secretary of Defense, and the
Secretary of the Navy have each stated clearly that we must do more to
end sexual assault, sexual harassment, and other destructive behaviors
that undermine the readiness of our forces. If confirmed, I am
committed to taking actions within the authority of the office to
ensure that the sailors, marines, and civilian employees of the
Department of the Navy can thrive with dignity and respect.
If confirmed, I will continue the Department's efforts to take a
cross-cutting, integrated approach to address risk factors related to
sexual assault, including sexual harassment, gender discrimination, and
other negative behaviors that set the conditions for sexual assault to
occur. I support the transformational nature of the recommendations of
the Independent Review Commission on Sexual Assault in the Military,
and the Department of the Navy's ongoing efforts with regards to
integrated prevention, to include development of a dedicated prevention
workforce. If confirmed, I will continue to prioritize leadership and
professional development, ensuring that leaders at all levels have the
knowledge and competencies to effectively prevent sexual assault and
foster positive behaviors. I will also continue to create policies and
response programs that support survivors of sexual assault, and ensure
appropriate accountability for perpetrators of sexual assault.
__________
Questions Submitted by Senator Angus S. King, Jr.
talent management
8. Senator King. Mr. Parker, how can the Navy improve its talent
management processes to ensure the best leaders and sailors are in the
right job at the right time?
Mr. Parker. It's my understanding that the Department of the Navy
has started using many of the talent management authorities that
Congress has provided over the last few years, improving the
Department's ability to get the right sailor, marine or leader in the
right job at the right time. I suspect there is more that can be done.
If confirmed, I look forward to partnering with the Chief of Naval
Personnel and the Deputy Commandant for Manpower and Reserve Affairs to
understand current initiatives and develop next steps.
9. Senator King. Mr. Parker, what processes can you establish to
allow mid-career specialty recruiting?
Mr. Parker. I would like to thank the Congress for the expanded
authorities for lateral entry and constructive credit that were
provided in the last few years. While these authorities are not
appropriate for many military occupations, they can be critical to
attracting talent the Department lacks in other fields. It is my
understanding the Department of the Navy has already implemented
processes to use constructive credit in a few new occupations to
facilitate recruiting mid-career specialists. If confirmed, I will work
to fully understand current processes and review the potential
expansion of constructive credit and lateral entry processes that may
be necessary to recruit specialty skills to meet emerging requirements.
10. Senator King. Mr. Parker, what is your specific strategy to
increase not only racial, cultural, and gender diversity in the Navy
but also geographical diversity to include all regions of the country?
Mr. Parker. I will, if confirmed, continue to support efforts by
Navy and Marine Corps to attract a diverse workforce including by
maintaining a presence in all zip codes across the Nation and by having
recruiting content that reflects the diversity of the Department of the
Navy. Furthermore, I will, if confirmed, continue to support outreach
with affinity groups representing under-served populations and work to
cultivate partnerships to obtain direct access to high-achieving
prospects and key influencers.
__________
Questions Submitted by Senator Joe Manchin
talent management 2030--invest and retain enlisted marines
11. Senator Manchin. Mr. Parker, according to Talent Management
2030, approximately 75 percent of first term enlisted marines are
discharged every year. This requires the Marine Corps to recruit
approximately 36,000 new marines every year. Are you familiar with
Talent Management 2030 and the Marine Corps initiative to mature the
force via a focus on the retention of first term marines vice a
``recruit and replace'' model?
Mr. Parker. Yes, I am familiar with Talent Management 2030. If
confirmed, I look forward to working with the Commandant of the Marine
Corps to modernize the Marine Corps personnel management system into a
talent management system that recruits, develops, and retains the right
marines for today's era of renewed global competition.
12. Senator Manchin. Mr. Parker, if so, are you supportive and what
will you do as Assistant Secretary to assist the Marine Corps achieve
this goal?
Mr. Parker. Talent Management 2030 is the Commandant of the Marine
Corps vision that lays the ground work to execute a complete overhaul
of the current manpower management system. As he states in that
document, ``Marines make the Marine Corps.'' A Marine Corps that
matches a marine's unique skills, strengths, interests, and motivations
to their duties will perform at a higher level in the operating
environments of today and tomorrow. If confirmed, I am excited to work
with the Commandant to implement the new authorities Congress granted
in 2019, examine industry best practices, and ensure we do everything
we can to retain the best and brightest.
talent management 2030--lateral entry
13. Senator Manchin. Mr. Parker, another proposal within Talent
Management 2030 is the concept of allowing individuals with extensive
experience outside the Department of Defense to enter or re-enter the
Marine Corps after a period of separation at a rank commensurate with
their knowledge and abilities. What are the biggest obstacles that you
foresee to this proposal and what will you do as Assistant Secretary to
overcome them?
Mr. Parker. Shaping a military force during heightened global
competition requires new ways to create competitive advantages,
particularly given the extraordinary pace of technological change.
Creating new competitive advantages through lateral entry or return to
service for individuals with specific skill sets or experience could
have secondary and tertiary effects. I believe one example is the
potential impact on Marine Corps culture. The Marine Corps is built on
shared experiences like The Basic School and Boot Camp to forge
unbreakable bonds. Lateral entry candidates will have a different
experience, which I think is an area we must consider. If confirmed, I
will work with the Commandant of the Marine Corps on how best to
implement Congressional authority to award career credit to highly
qualified individuals in hard to fill occupational fields.
retention of naval aviators
14. Senator Manchin. Mr. Parker, airline industry data suggests an
emerging increase in demand for commercial pilots. For instance,
according to the Aircraft Owners and Pilots Association (AOPA), demand
for commercial pilots rose from 100 a month in January 2021 to 600 a
month between August and September 2021. Previous studies conducted by
RAND analyzing retention of Air Force pilots suggest difficulties in
retaining military pilots when the demand for commercial pilots
increases. Do you believe that there is a coming crisis in retaining
naval aviators?
Mr. Parker. From my prior experience, I recall the challenge of
retaining aviators. Airline hiring tends to be cyclical in nature, with
periods of growth and elevated hiring, followed by lower demand. The
Navy and Marine Corps have faced the challenge of increased hiring
demand in the civilian sector in the past, and will continue to do so
in the future. I believe compensation is a major factor in an aviator's
decision to continue their military service, but not the only factor. I
think men and women in the Navy and Marine Corps are interested in
compensation, work/life balance, professional fulfillment, and quality
of service. If confirmed, I will work with the Chief of Naval Personnel
and the Deputy Commandant for Manpower and Reserve Affairs to continue
developing and employing effective strategies to meet retention
objectives.
15. Senator Manchin. Mr. Parker, if so, what will you do as
Assistant Secretary to overcome this crisis?
Mr. Parker. At this point, I do not possess enough information to
make an informed recommendation for changes to current financial
incentives offered to aviators, but I know that the Navy and Marine
Corps currently employ a variety of financial incentives targeted at
increasing aviator retention including Aviation Incentive Pay and
targeted Aviation Bonuses. If confirmed, I look forward to working with
Navy and Marine Corps leadership to continue the development and
tailoring of incentives, both monetary and non-monetary, to effectively
achieve desired retention of aviators.
16. Senator Manchin. Mr. Parker, do you think that incentive
bonuses alone are the only solution? If not, what else can the Navy and
Marine Corps do to retain naval aviators?
Mr. Parker. While financial incentives have proven to be effective
tools in increasing the retention of aviators, history has shown we
must look beyond specialty pay and bonuses to achieve talent management
objectives. From my prior experience, I recall the Navy and Marine
Corps using a number of non-monetary incentives including education
opportunities, advanced training, experience outside of the cockpit and
preference matching procedures, based on duty station, unit, geo-
location and assignments. If confirmed, I am excited to partner with
the Navy and Marine Corps to continue exploring non-monetary incentives
through discussion with aviation leaders and aviators on the deck
plates to better understand their motivations to remain or leave the
service.
__________
Questions Submitted by Senator Rick Scott
military construction
17. Senator Scott. Mr. Parker, have you considered the impact of
inflation in terms of the budgeting pressures it is creating on the
area of responsibility you are being nominated for? If so, please
respond with how you plan to adapt to this inflationary environment,
both with respect to budgets and mission priorities.
Mr. Parker. Persistent high inflation will erode the purchasing
power of servicemembers just as it does for other Americans.
Servicemembers are partially protected from inflation because the main
portions of their compensation are indexed to external factors that
also increase with inflation. However, those indexes are backwards
looking, driving a lag in compensation adjustments that are felt most
acutely in times of high inflation. That indexing will also drive
personnel costs in the budget to increase with inflation, necessitating
increased personnel appropriations. If confirmed, I will work closely
with DoD leadership and Congress to ensure military compensation keeps
pace with inflation to avoid decreases in real income for sailors and
marines.
housing
18. Senator Scott. Mr. Parker, what progress is being made to
implement the ``Tenant Bill of Rights'', and to ensure that it is fully
enforceable?
Mr. Parker. Military members and their families deserve safe,
quality, well-maintained housing and fair treatment from Military
Housing Privatization Initiative (MHPI) companies. I have not had
access to the information necessary to provide the status of the Tenant
Bill of Rights implementation efforts or the enforceability of such
measures. If confirmed, I will work with the Assistant Secretary of the
Navy for Energy, Installations, and Environment who is responsible for
Navy and Marine Corps housing policy to support the Department's
efforts.
19. Senator Scott. Mr. Parker, how would you enhance it?
Mr. Parker. Military members and their families deserve safe,
quality, well-maintained housing and fair treatment from Military
Housing Privatization Initiative (MHPI) companies. I have not had
access to the information necessary to provide a personal view on the
efficacy of the Tenant Bill of Rights. If confirmed, I will work the
Assistant Secretary of the Navy for Energy, Installations, and
Environment who is responsible for Navy and Marine Corps housing policy
to support any review of these policies.
__________
Questions Submitted by Senator Marsha Blackburn
electronic sports and the military
20. Senator Blackburn. Mr. Parker, the Military Services have
expanded their outreach methods with Esports [electronic sports];
therefore, how can Esports disabuse common misconceptions about Navy
life?
Mr. Parker. My understanding is that the United States Navy Esports
Team, Goats & Glory, was created to provide opportunities to interact
with the general public face-to-face and online to facilitate
conversations. It also provides opportunities to expose interested
prospects to other media channels such as Faces of the Fleet, a
documentary style video series featuring sailors and officers who come
from diverse backgrounds and discuss how they've succeeded in both
their personal and professional lives while demonstrating that sailors
live normal lives when off-duty.
21. Senator Blackburn. Mr. Parker, how can the Navy leverage
``Goats & Glory'' or ``America's Navy'' to attract recruitment to the
Navy's emerging technology areas?
Mr. Parker. The Esports market is comprised of high quality,
intellectual individuals, who possess in demand skills such as problem
solving, quick/concise communication, teamwork, and decisiveness. Goats
& Glory is able to attract these individuals by creating online content
that highlights commonalties between them and sailors. I understand the
team was sourced from across the entire Navy, and is comprised of
technical sailors such as a Naval Flight Officer, an Operations
Specialist, Submarine Electronics Technician, Information Systems
Technician, and a Sonar Technician. I understand through the use of
their marketing and advertising strategy, Navy has the ability to reach
this audience, driving them to content related to these technical
fields.
22. Senator Blackburn. Mr. Parker, what are the current rates of
success for ``Goats & Glory'' and ``America's Navy'' concerning current
success, online outreach, and rapport with a broader audience, or other
metrics tracked?
Mr. Parker. I understand Goats & Glory was created to provide
opportunities to interact with the general public about the Navy and
its benefits, dispelling common myths and misconceptions about Navy
life, and build genuine and authentic connections with the gaming
community. If confirmed, I will work with the Navy to provide you with
specific online outreach metrics related to Goats & Glory and America's
Navy.
23. Senator Blackburn. Mr. Parker, do Esports reach potential
recruits more effectively than traditional methods?
Mr. Parker. Goats & Glory interacts with the public to spread Navy
awareness similar to other outreach entities like the Blue Angels and
the Leap Frogs. This method is one more tool to show today's youth what
Navy life is really like through transparent and authentic
conversations with the team members. I understand that esports can
provide a unique opportunity to engage with Generation Z and Centennial
prospects, the Department's targeted generations for accessions to the
services. If confirmed, I will work with Navy to continue to attract
recruits from this newer generation by leveraging community outreach
initiatives and traditional recruiting methods.
24. Senator Blackburn. Mr. Parker, if confirmed, how would you
strengthen targeted outreach initiatives to increase familiarity and
interactions with recruiters?
Mr. Parker. I understand Navy's 26 Talent Acquisition Groups
located across the country invite high school and college teams and
students in the Esports arena to compete against or alongside Goats &
Glory at in-person Navy Promotional Day tournaments and virtual
tournaments. This provides local recruiters opportunities to build an
Esports presence and leverage Goats & Glory to strengthen relationships
with this specific market in their area of responsibility. If
confirmed, I will continue to support the Navy in their efforts to
expand these types of outreach programs to educate young Americans on
the value and benefits of service.
25. Senator Blackburn. Mr. Parker, what unexploited opportunities
do you see in utilization of Esports for recruiting efforts?
Mr. Parker. The only unexploited opportunity I understand may exist
is to conduct more in-person events with high schools and colleges if
COVID-19 restrictions are eased to better leverage Goats & Glory as an
avenue to increase Navy presence on campuses across the country.
__________
Questions Submitted by Senator Josh Hawley
indo-pacific theater
26. Senator Hawley. Mr. Parker, Secretary of Defense Lloyd Austin
has designated China as DOD's pacing threat and the Indo-Pacific as its
priority theater. Do you agree with these designations?
Mr. Parker. The 2018 National Defense Strategy identified China and
Russia as our strategic competitors and the focus of its
implementation. The President and Secretary of Defense have affirmed
those priorities, which I fully support. Although the Department has
identified China as the pacing threat, given recent events with
Russia's illegal and unjustified invasion of Ukraine, we must continue
to remain vigilant, and strengthen our strategic partnerships with
allies across the globe.
27. Senator Hawley. Mr. Parker, if China is our pacing threat, from
a personnel standpoint, do you think we should be finding ways to
increase servicemembers' time at Indo-Pacific duty stations, so they
can build familiarity with the Chinese military threat, relevant allies
and partners, and the operating environment?
Mr. Parker. I believe we must prioritize the training and
exercising of naval forces, especially in concert with regional
partners to establish strategic maritime partnerships and enhance
interoperability with our allies in the Indo-Pacific. If confirmed,
examining these policies and practices, to ensure that our sailors and
marines have the training necessary to execute their missions, will be
one of my top priorities.
______
[The nomination reference of The Honorable Franklin R.
Parker follows:]
[GRAPHIC NOT AVAILABLE IN TIFF FORMAT]
______
[The biographical sketch of The Honorable Franklin R.
Parker, 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 Honorable
Franklin R. Parker 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 Honorable Franklin R. Parker was
reported to the Senate by Chairman Reed on March 8, 2022, with
the recommendation that the nomination be confirmed. The
nomination was confirmed by the Senate on December 22, 2022.]
______
[Prepared questions submitted to Dr. Agnes G. Schaefer by
Chairman Reed prior to the hearing with answers supplied
follow:]
Questions and Responses
duties and qualifications
Question. What is your understanding of the duties and functions of
the Assistant Secretary of the Army for Manpower and Reserve Affairs
(ASA(M&RA))?
Answer. The ASA(M&RA) advises the Secretary of the Army and
provides overall supervision for manpower and Reserve component affairs
of the Department of the Army. The ASA(M&RA) establishes strategic
direction and oversees human capital functions for the Army's military
and civilian personnel. I understand that these functions include but
are not limited to developing and overseeing policy and programs for:
(1) acquiring, employing, developing, and retaining talented soldiers
and civilians; (2) force structure and workforce mix; and (3) soldier
and family readiness programs.
Question. What background and experience do you have that qualify
you for this position?
Answer. In my role as a national security researcher at the RAND
Corporation over the last 16 years, I have developed deep expertise in
a wide range of military personnel issues across the Services and the
Office of the Secretary of Defense, and worked every day to maintain
military readiness and find solutions to improve the lives of
servicemembers and their families. During my career at RAND, I have
conducted more than 60 studies for senior civilian and military DOD
leaders, including several studies on military personnel policy that
directly informed landmark personnel decisions made by the Secretary of
Defense, Service Chiefs, and Reserve component Chiefs on topics at the
top of the Department's agenda. If confirmed, I intend to employ the
same sorts of data driven solutions to the Army's challenges.
In addition to my long track record of successfully leading some of
the most challenging multi-disciplinary, non-partisan RAND studies for
DOD, I also served as the Associate Director of RAND's International
Security and Defense Policy Center from 2018 to 2021. In that role, I
managed almost 300 researchers who conduct $30 million worth of
research projects sponsored by OSD, the Joint Staff, the Unified
Combatant Commands, the U.S. Department of State, and the U.S.
Intelligence Community.
If I am confirmed, I would bring a fresh perspective and unique set
of skills and expertise to the ASA(M&RA) position given that I have
spent my career assessing issues and problems confronting DOD through
an external, objective lens rather than as a DOD insider. However, I am
amply prepared for this position not only because of my broad
expertise, but also because of my deep understanding of DOD processes,
strong network at DOD, and longstanding working relationships with
career DOD officials.
major challenges and priorities
Question. In your view, what are the major challenges confronting
the ASA(M&RA), and how would you address them, if confirmed?
Answer. Answer. One of the biggest challenges confronting the
ASA(M&RA) is maintaining readiness for present threats and operational
requirements, while at the same time preparing the force to be ready
for future threats and operational requirements. This involves ensuring
that the Army is able to execute its aggressive modernization strategy,
while also maintaining readiness to meet current demands. If confirmed,
I would ensure that the Army maintains not only current readiness, but
also longer-term readiness so that the Army can meet the objectives
laid out in our national security strategy. While this is no doubt a
challenging task given the evolving security environment, the Army
cannot risk failing at maintaining either current or long-term
readiness.
Another critical challenge facing the ASA(M&RA) is rebuilding the
trust of the Army's servicemembers, their families, and the American
public. Harmful behaviors, such as sexual assault, sexual harassment
and domestic abuse, stand in opposition to Army Values and erode trust
in the Army's commitment to ensuring a safe work environment. Issues
such as unsafe housing erode trust in the Army's commitment to ensuring
a healthy, high quality of life for servicemembers and their families.
If confirmed, I would work with other Army leaders to bolster and
regain trust both between soldiers and between the Army and its
soldiers by promoting transparency and accountability. I would keep
soldiers and their families informed about efforts to address harmful
behaviors and I would also promote efforts to building a climate and
culture of dignity and respect. I believe the People First Task Force,
the ``This is My Squad'' initiative, and the Cohesion Assessment Teams
are important tools to address command climate shortcomings. However,
data show an incredibly worrying trend: the American public's trust in
the military continues to decline. The military has historically been
one of our democracy's most trusted institutions and it is imperative
that the Army's leadership rebuilds that trust both for the sake of our
national security and our democracy.
Other challenges facing the ASA(M&RA) include recruiting and
retention in the current environment. Competition for good talent is
fierce right now, and the Army needs to find new ways to convince the
American public that it is a welcoming employer that offers a wide
range of opportunities to grow a career. If confirmed, I would sustain
and expand the many novel recruiting and marketing efforts that have
recently been implemented across the Army in order to reach new
audiences and potential recruits. The current environment requires the
Army to pivot quickly to make the Army more relatable and to resonate
more with the changing priorities of the American public--especially
America's youth.
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. The principle of civilian control of the armed forces is a
cornerstone of our democracy and if confirmed, I intend to ensure that
military advice is carefully considered but not afforded
disproportionate influence, and that there is adequate civilian
oversight and perspective. If confirmed, I intend to enhance processes
that focus on appropriate civilian control mechanisms.
Question. If confirmed, how would you ensure your inclusion in the
discussion, debate, and resolution of U.S. defense and national
security issues?
Answer. I will ensure that personnel issues are considered in the
discussion, debate and resolution of U.S. defense and national security
issues by closely advising other senior Army leaders on the critical
importance of personnel issues to issues of national security. If
confirmed, I will work closely with senior Army leaders, in particular
Secretary Wormuth, to provide them with the information they need
regarding personnel policy in order to resolve U.S. defense and
national security issues. The Army has made it clear that personnel
issues are one of its top priorities and if confirmed, I will be the
strongest advocate possible for improving personnel readiness in the
Army, as well as improving the lives of our servicemembers, the
civilian workforce, and their families.
personnel policy implementation
Question. If confirmed, what Army personnel policies and processes
would you implement to improve the efficiency and effectiveness of
human resources management--both military and civilian--across the
Department of the Army?
Answer. If confirmed, I will focus efforts on growing talent,
building a resilient and ready force, and fostering an atmosphere that
builds a safe workplace for all. Further, if confirmed, I will sustain
and build on the Army's ongoing efforts to implement innovative
strategies to recruit, develop, and retain its military and civilian
workforces. These include leveraging new authorities regarding officer
career management that Congress gave to the Services in the 2018 and
2019 NDAAs, building and expanding on the ongoing initiatives of the
Army Talent Management Task Force, and developing new talent
acquisition, development and retention strategies for the Army's
civilian workforce in order to remain competitive with the private
sector. My efforts would also include employing new tools and
technologies to decrease bureaucratic processes for the Army's military
and civilian workforces.
If confirmed, I would also focus on initiatives that would enhance
readiness, as well as the safety and health of servicemembers and their
families. I would ensure that the Army is giving its soldiers and their
families the best quality of life possible so that we can ensure not
only individual readiness, but family readiness as well. I would also
look for opportunities to increase stability and predictability for
military families regarding assignments and deployments, and enhance
support to military spouses in key areas such as employment and
childcare.
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 Army
personnel policies directed by law?
Answer. The Army cannot expect to succeed without the support of
Congress, and particularly this Committee. My goal, if confirmed, is to
maintain transparent and continuing communication
with the Congress to facilitate oversight. I promise to maintain a
productive relationship through my words and actions, proceeding with
integrity and positive collaboration.
Question. If confirmed, what specific steps would you take to
ensure consultation with the Committee on significant changes to Army
personnel policies, including when the changes are not directed by law?
Answer. If confirmed, I intend to maintain constant transparent
communication with this Committee and Congress in general on
substantive matters. I plan to do this on both a formal basis, via
official correspondence with this Committee; and on an informal basis,
via direct communication with members and their staff. I will also
ensure that members of my staff and subordinate organizations take note
of any matters of potential congressional interest in order to keep
this Committee properly apprised of any and all developments.
non-deployable service members
Question. In your view, should soldiers 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 of Defense policy?
Answer. In my view, soldiers who are non-deployable for 12
consecutive months should be evaluated for continued service. A
prolonged inability to deploy may not be in the best interest of the
Army or the soldier. However, if confirmed, I will advise the Secretary
of the Army to ensure that any recommended policy changes balance the
need to take care of our people while maintaining a ready Army.
Question. Under what circumstances would the retention of a soldier
who has been non-deployable for more than 12 months be in the best
interest of the Army?
Answer. My understanding is that under existing policy, the Army
must assess the specific circumstances of a soldier who is non-
deployable for 12 consecutive months and who also wants to remain in
the Army. A specific circumstance that could warrant retention is for
pregnant soldiers who may exceed a 12-month non-deployable status in
particular cases. Additionally, some soldiers possess unique skills
that may warrant an opportunity for continued service. Certain military
occupational specialties where a soldier could work virtually from a
non-deployed environment may also warrant consideration. If confirmed,
I would assess the circumstances that may merit retention after periods
of more than 12 months of non-deployability, and work with the
Secretary of the Army to address the policy as appropriate.
Question. In your view, how should this policy be applied to
soldiers with HIV?
Answer. I understand that the Army classifies HIV positive soldiers
with a Permanent Profile within Medical Readiness Category 3. Under
this category, these soldiers have deployment and assignment
restrictions that are applied to certain geographical areas, but they
are not categorized as non-deployable. Decisions made for HIV positive
soldiers are assessed by medical providers on a case-by-case basis.
Question. In your view, how should this policy be applied to
soldiers who identify as transgender?
Answer. In my view, all soldiers should be considered deployable
unless they have a particular reason, as determined by the Army, that
precludes them from deployment. One scenario where this specifically
affects a transgender soldier is if the soldier is going through a
gender transition process. A gender transition process may require a
time period during which the soldier's duties could be limited. In my
view, during that period, the transgender soldier should be treated
like any other soldier whose profile similarly affects deployability.
The new Department of Defense policy on service by transgender
persons, as set forth in DOD Instruction 1300.28, provides that ``any
determination that a transgender servicemember is non-deployable at any
time will be consistent with established Military Department and
Service standards, as applied to other servicemembers whose
deployability is similarly affected in comparable circumstances
unrelated to gender transition.''
Question. Please provide an example of a ``comparable
circumstance'' that would be used to determine deployability of a
transgender servicemember.
Answer. As I understand, a ``comparable circumstance'' could
include treatments that entail the adjustment of hormone levels which
render soldiers non-deployable for a period of time. Examples of
soldiers requiring the adjustment of hormone levels include treatments
for hypothyroidism or hyperthyroidism. Transgender soldiers who require
medical adjustment of hormone levels will be duty limited and non-
deployable due to similar circumstances as soldiers receiving hormone
medication adjustment. Another similar circumstance could be soldiers
requiring post-surgical convalescence. In such a circumstance, the
soldier should be stable or recovered and no longer duty limited before
being able to deploy. In my view, any soldier under these circumstances
should be evaluated under the same standards.
Question. In your view, should a soldier's readiness to perform
specific missions, functions, and tasks required in the context of a
particular deployment also be considered in determining whether that
servicemember is deployable?
Answer. I understand that the Army already considers a soldier's
military specialty and the theater of deployment when making a
deployability determination. In my view, it is important for the Army
to weigh specific missions, functions, and tasks when making these
determinations.
Question. What are your ideas for addressing the challenges of
medical non-deployability in the Army's Reserve components?
Answer. I am aware of the challenges the Army's Reserve components
face in addressing medical readiness, and support the Army's work with
DOD and Defense Health Agency initiatives like the Reserve Health
Readiness Program. These efforts will provide a number of resources
that will lead to a more comprehensive medical picture of soldier
health and readiness; improve the medical evaluation processes; and
allow the Army's Reserve components to quickly address temporary
medical conditions that make soldiers non-deployable for a certain
period of time. Another example of these initiatives is the policy that
the Defense Health Agency released earlier this year that expands the
eligibility of care for Army National Guard and Army Reserve soldiers
in Military Treatment Facilities. If confirmed, I will continue the
ongoing work with the Army Reserve and Army National Guard, along with
the medical community, to address the challenge of medical non-
deployability in the Army's Reserve components.
diversity and inclusion
Question. In general, what is your assessment of the diversity of
the Department of the Army military and civilian workforces?
Answer. I believe the Army is trending in the right direction and
must work to sustain its momentum. Army data show that the Army has
made gains in diversifying its ranks across race, ethnicity, and gender
since 2010. The data show that, as of 30 September 2021, 43 percent of
the Total Army Force was comprised of minority soldiers, 57 percent of
the Army Total Force was comprised of Caucasian soldiers, and 18
percent of the Army Total Force was comprised of female soldiers. Since
2010, Active Component female soldiers increased by 3 percent to
account for 16 percent of the force. The Army National Guard
experienced the most growth in female soldiers, increasing by 5
percent, to account for 19 percent of the Army National Guard. The
United States Army Reserve continues to be the most gender diverse
Component, with 25 percent of the force being female--an increase of 2
percent since Fiscal Year 2010. Finally, 37 percent of Department of
the Army Civilians are minorities and 38 percent are female, a decrease
of 3 percent since Fiscal Year 2010--a trend to keep an eye on. While
there are positive trends, I believe it is important that we continue
these gains. In addition, we also need to ensure that the force is
diverse not only across race, ethnicity and gender, but also across
geography, experiences, and skills, Efforts to recruit and retain
soldiers with various backgrounds, experiences, and skills will ensure
the diversity of our citizens strengthens the Army.
Question. If confirmed, to what extent would you seek to increase
diversity and inclusion within the Army writ large?
Answer. If confirmed, I will ensure Army leaders understand the
importance of guiding and mentoring to ensure diversity and
inclusiveness within Army formations and organizations. I also believe
that the Army must continue to work on attracting, and then retaining,
talented soldiers and civilians with a wide range of backgrounds,
experiences, and skills. I also will seek to build trust with
underrepresented communities by conducting outreach efforts with
community leaders, as well as with affinity groups within the Army. In
order to advance diversity, equity, inclusion, and accessibility across
the force, I believe it is important to gain an understanding of these
issues from both outside the Army, as well as inside the Army. I would
also work closely with the Army's Equity and Inclusion Agency, which
maintains frequent touchpoints with groups representing
underrepresented communities to build, maintain and regain trust, and
assess additional pathways to acquire diverse talent within the Army's
military and civilian ranks.
Question. If confirmed, to what extent would you seek to take
action toward the goal of ensuring that the Army, at all levels,
especially within the senior officer ranks, reflects the broad
diversity of those eligible to serve?
Answer. I believe our Army is at its strongest when it reflects the
diversity of our nation. If confirmed, I will commit to ensure that
there are no obstacles preventing the best and brightest of our
citizens from choosing to serve. From the work I have done at RAND, I
understand that the Army's officer corps is the least demographically
diverse within the rank structure--unfortunately, this is not new. To
ensure diversity in the senior officer ranks, if confirmed, I would
review the Army's current understanding of the causes for this trend
and determine if additional research is required to identify specific
obstacles (such as training and education gaps) that inhibit diversity
within the officer ranks. To ensure the Army is at its best, Army
leadership must understand the problems creating obstacles to diversity
within the ranks and then focus necessary resources accordingly.
Question. If confirmed, to what extent would you seek to increase
diversity and inclusion in the Department's civilian workforce,
especially at the senior General Schedule and Senior Executive Service
levels?
Answer. The Army's civilian workforce is critical to the Army,
ensuring continuity of operations and organizations when military
personnel either deploy or transition. The Department's civilian
workforce, especially at the senior General Schedule and Senior
Executive Service level, must also reflect the diversity of our nation.
I understand that a component of the Army People Strategy is the
Civilian Implementation Plan, which describes the Army Civilian Talent
Management Vision, infrastructure, and concerted unity of effort needed
to acquire, develop, employ, and retain a diverse pool of civilian
talent in support of Army readiness. If confirmed, I will ensure the
Army is implementing the Civilian Implementation Plan and that this
Army is appropriately focusing its priorities, identifying senior
training and development opportunities, and reaching out to
stakeholders to increase diversity, equity, inclusion, and
accessibility in the Civilian workforce. I will ensure that the Army
amends and adopts any policies at the strategic level in pursuit of
that goal.
Question. If confirmed, to what extend would you seek to increase
geographical diversity in the Army--promoting the accession or
enlistment of persons from areas of the country and local communities
that are currently underrepresented in the military force?
Answer. I believe that geographic diversity is essential to
fostering an Army that reflects the Nation and that the Army needs to
increase its recruiting efforts outside of the traditional ``southern
smile'' region where most accessions come from. I understand the Army
is working to improve military accessions from underrepresented
locations across the country. If confirmed, I will work with other Army
leaders to better understand the currently unrepresented areas of the
country, and identify policy and resourcing options that could help to
improve the Army's appeal to potential recruits in these areas. I will
work with the Army's accession-focused agencies to leverage their
resources to ensure outreach to geographically diverse communities
through an array of means, including the increased presence of Army
representatives at public events, and through engagement with civic,
academic, and industrial leaders by Army leaders. The priority of
effort within these areas is to ``shape the market'' for increased
future recruitment success, while at the same time increase near-term
recruitment success.
extremism
Question. What is your view of the prevalence and effect of
extremism within the Army?
Answer. I believe the vast majority of Army personnel serve
honorably, however, even in small numbers extremist activities are
intolerable because they are corrosive and harmful to trust, morale,
and unit cohesion, and represent a workplace safety issue that the Army
must continue to fully address. I understand that currently within the
Army, Active participation in extremist behavior is not prevalent
compared to other forms of criminal activity. I have been informed that
in fiscal year 2021, Army investigations of soldiers involved in
extremist activities represented only a fraction of one percent of all
criminal investigations conducted. If confirmed, I will work to ensure
the Army continues to focus on eliminating extremist behavior in the
Army's ranks.
Question. If confirmed, what would you recommend the Secretary of
the Army do to eliminate extremism within the ranks?
Answer. If confirmed, I would recommend that the Secretary of the
Army fully implement the recommendations of the Department of Defense
Countering Extremist Activity Working Group, released in December 2021.
Implementation of those recommendations will further refine and enhance
long-standing Army policy, systems, and processes to counter extremism
within the ranks. These recommendations include further refinement of
the Army's extremism policy with respect to civilian and contractor
employees, enhancing the Insider Threat Program's effectiveness,
updating Army efforts to prevent, assist, respond to, and counter
violence in the workplace, and increasing counter-extremism training to
raise awareness, which is a key factor in countering, and ultimately
eliminating, extremism in the ranks. I would also recommend that the
Army continue to focus on actions and behaviors, not ideology or
politics.
sexual assault prevention and response
Question. In your view, to what extent are Department of the Army
policies, programs, and training in regard to the prevention of and
response to sexual assault in the Army adequate and effective?
Answer. While I understand the Army continues to make strides in
preventing and responding to sexual assault, sexual harassment and
associated retaliation, there is no doubt that more work needs to be
done to eliminate these harmful behaviors from the force. If confirmed,
I will fully support the Army's implementation of the recommendations
from both the DOD Independent Review Commission and the Fort Hood
Independent Review Committee. The recommendations from these two
reviews focus on many aspects of the Army's response to these negative
behaviors, including recommendations for updating policies, programs,
and training. As the Army leadership has made People its number one
priority, it is essential to promote a culture of dignity and respect,
where these incidents do not occur.
Question. If confirmed, to what extent would you take actions to
increase focus on the prevention of sexual assaults in the Army?
Answer. I understand the Army is continuing to place an increased
emphasis on the prevention of sexual assault, sexual harassment,
associated retaliation and other harmful behaviors. The Army is
implementing the recommendations, including those focused on
prevention, from the DOD Independent Review Commission and the Fort
Hood Independent Review Committee. Army initiatives that stem from
these recommendations include the development of a prevention strategy
and the creation of new positions focused on prevention efforts. If
confirmed, I will provide oversight of the execution of the initiatives
within my purview and I will work with the Army Senior Leadership to
ensure they are properly resourced and funded. Lastly, I will monitor
the implementation of these initiatives, as well as review and assess
data resulting from these initiatives to ensure they are having their
intended effects and identify those areas where continued reforms are
necessary to eliminate these negative behaviors from the force.
Question. What is your assessment of the Army's implementation of
protections against retaliation--most notably social ostracism and
reputation damage--against soldiers who report sexual assault?
Answer. It is my understanding that reports of sexual harassment
and sexual assault have increased for 5 consecutive years. Army surveys
indicate the increase in reporting is directly tied to confidence in
soldiers' chain of command and the response system. The Army's efforts
in this space have helped send a positive message to the force that
these negative behaviors have no place in the Army. However, it is my
belief that concerns regarding potential reprisal, social ostracism,
and reputational damage are still barriers to reporting. If confirmed,
I will ensure commanders and leaders have the resources and training
needed to develop and sustain healthy command climates and facilitate
unit cohesion, while also ensuring soldiers are aware of the mechanisms
they can utilize to report instances of sexual harassment and assault
without fear of retaliation. Eliminating these behaviors must be done
at the lowest level, but will only happen if it is clear Army senior
leaders stand together against these divisive behaviors and
appropriately resource efforts to eliminate them from the ranks.
Question. The recently enacted National Defense Authorization Act
for Fiscal Year 2022 makes significant changes to how the military will
investigate and prosecute certain offenses, including sexual assault.
What is your understanding of these changes and your role, if
confirmed, in the implementation of these reforms?
Answer. I understand that significant changes were made to the way
certain offenses, including sexual assault, will be investigated and
prosecuted, in particular the removal of commanders as the initial
disposition authorities for those offenses. I know the Army is working
on an implementation plan for the creation of The Office of The Special
Trial Counsel, making the necessary revisions of policy and procedures
that will be required over the next 2 years, and transforming Army
Judge Advocate personnel resources. While the new office will report
directly to the Secretary of the Army without intervening authority, if
confirmed, I look forward to working closely with the Secretary, the
General Counsel, The Judge Advocate General, and the Director, Criminal
Investigation Command to ensure that this critical effort meets the
needs of victims, addresses good order and discipline, and preserves
due process. To the extent structural personnel reforms are necessary,
I look forward to supporting those efforts as well.
The Government Accountability Office (GAO) recently found that the
timing, amount, and mix of legal training provided to commanders may
not be meeting the commanders' needs.
Question. In your view, do military and civilian leaders within the
Department of the Army 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. My understanding is that the Army has dedicated substantial
resources, training, and authorities to hold subordinate commanders and
supervisors accountable for the prevention of and response to sexual
assault and retaliation. DOD and the Military Services are working to
implement the recommendations of the DOD Independent Review Commission
and the Fort Hood Independent Review Committee, as well as the changes
enacted in the fiscal year 2022 National Defense Authorization Act
(many of which are intended to bolster this effort). If confirmed, I
will work closely with the Army Resiliency Directorate, the Office of
the General Counsel, and the Office of The Judge Advocate General to
ensure that our leaders have every tool necessary to address the
scourge of sexual assault and can be held accountable for any failures
to do so.
Question. If confirmed, to what extent would you seek to improve
legal training for commanders?
Answer. If confirmed, I will work closely with the Army's legal and
training communities to ensure that commanders are receiving the
highest quality training on their legal responsibilities. I understand
how critical this aspect of commander training will be, given the
substantial changes in the fiscal year 2022 NDAA, and I will assist
Secretary Wormuth in providing any necessary resourcing or oversight
required. By providing an impartial and outside review, GAO provided
valuable recommendations to improve commander legal education. I
understand that the Army is in the process of implementing the GAO's
recommendations, which involved training record reconciliation and
identifying additional opportunities for junior commanders to access
legal training. If confirmed, I look forward to leading in the process
of implementing these changes in order to provide our commanders the
education and training they need to successfully accomplish the legal
aspects of their duties.
sexual harassment in the civilian workforce
Question. In responding to the 2018 DOD Civilian Employee Workplace
and Gender Relations survey, 17.7 percent of female and 5.8 percent of
male DOD employees indicated that they had experienced sexual
harassment and/or gender discrimination by ``someone at work'' in the
12 months prior to completing the survey.
In your view, do Army policies and processes for tracking the
submission and monitoring the resolution of informal complaints of
harassment or discrimination provide leaders, supervisors, and
managers, with an accurate picture of the prevalence of these adverse
behaviors in the Army?
Answer. Based on my current understanding, the Army has several
efforts designed to inform, educate, and prevent instances of
harassment/discrimination. There are policies for tracking, resolution,
trend analysis, and prevention measures for harassment, in addition to
the Army program for processing equal employment opportunity
complaints. While these policies and processes should provide an
accurate picture of the prevalence of harassment and discrimination, if
confirmed, I intend to conduct a more comprehensive assessment.
Understanding the scope and prevalence of these harmful behaviors is
essential to a strategy of prevention.
Question. Do the Army's policies and processes for recording the
outcomes of informal complaints of harassment or discrimination provide
leaders, supervisors, and managers, with an adequate means of
identifying repeat perpetrators?
Answer. I understand that the Army has policies and procedures to
comply with the U.S. Equal Employment Opportunity Commission
instructions, and that assessment and reporting are an annual practice.
As such, the Army appears to possess the tools to collect data and
information, identify trends, and address those trends through plans of
action. If confirmed, I will assess whether these tools enable the Army
to effectively identify repeat perpetrators of harassment or
discrimination.
Question. What is your understanding of the actions the Army has
taken to establish a modern, comprehensive harassment prevention and
response policy and program for the Army's civilian workforce?
Answer. I understand that the Army is currently creating a working
group to develop a policy that covers training, data collection,
addressing harassing behaviors in the workplace, and responses to
allegations of harassment. If confirmed, I will work with the Army's
leadership to ensure that this working group has the resources
necessary to staff and execute this policy. I will also work with the
Army's leadership to ensure this policy is effectively utilized to
address harassing behaviors. The Army must work to eliminate these
behaviors to maintain a safe work environment and maintain readiness.
Question. If confirmed, what actions would you take were you to
receive or become aware of a complaint of sexual harassment or
discrimination from a civilian employee of the Office of the ASA(M&RA)?
Answer. Upon receiving, or learning of, a complaint of sexual
harassment, discrimination, or other harassment from an employee, I
would ensure all employees involved receive information regarding their
rights, due process and avenues of redress; put them into contact with
appropriate officials for intake and processing (in accordance with
Federal law, as well as EEOC, DOD, and Army policy); support any
inquiry or response necessary to address the matters at issue; and take
appropriate corrective or disciplinary action as warranted. Further, I
will ensure all necessary and appropriate policies and resources for
prevention, reporting, and response are in place. Finally, I will
ensure that all training and education requirements and standards are
met.
united states military academy
Question. What is your assessment of the diversity of cadets at the
United States Military Academy (USMA)?
Answer. Diversity across race, ethnicity, gender, and geography in
the Corps of Cadets at the United States Military Academy (USMA)
ensures that graduating cadets reflect the Army they will lead. I
understand that West Point has a rigorous application and nomination
process that allows the Army to attract cadets that are representative
of the Nation. I understand that West Point's diversity is on a
promising trend, with recent graduating classes that better reflect the
diversity of the Nation and the Army. As West Point is an important
avenue for diversity within the Army's officer corps, if confirmed, I
look forward to working with leadership at West Point to continue to
acquire the high-quality talent from underrepresented populations that
is so crucial to the Army's success.
Question. In your view, are additional measures warranted to
increase diversity at USMA? If so, please explain.
Answer. I understand that USMA is successfully taking steps to
increase diversity. Its leaders are dedicated to developing and
maintaining a diverse and inclusive team, striving for a diverse and
inclusive Corps of Cadets, staff, faculty, and coaches that reflect the
Nation and the Army. I also understand that recent recruiting efforts
have been successful in increasing diversity. If confirmed, I would
look forward to assessing USMA's efforts dedicated to acquiring and
maintaining the diversity of talent necessary to best educate, train,
and inspire the Corps of Cadets; and I would continue to look for
additional measures to increase diversity.
Question. What is your assessment of the efficacy of the policies
and processes in place at USMA to prevent sexual assault and sexual
harassment, and to ensure that cadets who do report assault or
harassment are not subject to retaliation, including social ostracism
and reputation damage in particular?
Answer. I am aware that USMA has devoted significant resources to
developing and implementing a comprehensive prevention and assessment
plan that addresses risk and protective factors for a spectrum of
harmful behaviors, including, but not limited to, sexual harassment and
assault. I also understand that USMA has a dedicated prevention
workforce that has implemented essential prevention components,
including mechanisms to stop instances of retaliation, ostracism, and
reputation-damaging rumors. These prevention professionals have
implemented numerous policies directly supporting the Academy's
prevention efforts. If confirmed, I will ensure that the Army and USMA
continue to maintain a culture of prevention and an environment in
which everyone is treated with dignity and respect.
Question. What is your assessment of the efficacy of suicide
prevention programs at USMA?
Answer. I understand that USMA provides a vast system of behavioral
health support and suicide prevention training for its community.
USMA's efforts include campus-wide suicide prevention discussions, as
well as monthly and quarterly health and wellness councils. I also
understand that USMA's psychologists offer clinical counseling and
behavioral health treatment, and that performance psychologists provide
education, support, and coping techniques to manage stress.
Furthermore, I understand that there are counselors embedded within the
Corps of Cadets who provide non-medical counseling services. In
addition, I am aware that USMA has trained ``peer support Cadets''
within each company who can provide support to their fellow cadets and,
if needed, communicate directly with a clinical psychologist when
assistance or treatment is needed. While I have not had the opportunity
to assess the efficacy of these and other suicide prevention programs,
if confirmed, I would do so and I would ensure that leadership within
the Army continues to provide USMA with the necessary resources to
further support comprehensive efforts to prevent suicide.
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 am aware that recent data show that approximately 70
percent of USMA graduates serve longer than the 5-year minimum. I am
also aware that a recent pilot study showed that by increasing the
Active Duty service commitment by 1 year, USMA and the Army would lose
talent--especially from women and underrepresented minority groups,
with a more than 10 percent reduction in appointment acceptance. As
such, in my current view, the 5-year minimum Active Duty service
commitment for USMA graduates is a good return on investment for both
the Military and the American taxpayer.
Question. In your view, does USMA contribute to the pool of
military officer accessions commensurate with its attendant costs? Why
or why not?
Answer. I understand that USMA provides approximately 22 percent of
all Active Duty Army officer accessions, but also provides nearly 40
percent of the officers with undergraduate STEM degrees into the force.
Additionally, I am aware that USMA graduates also account for 35
percent of the Army General Officer Corps. Additionally, it is my
understanding that the marginal cost of accepting and graduating an
additional cadet at USMA is similar to the additional cost of a 4-year
ROTC scholarship cadet. Given this information, my current view is that
USMA's value to officer accessions is commensurate with its costs.
Question. Under what conditions would you deem it appropriate, if
confirmed, to permit a USMA graduate to play professional sports prior
to completing at least 2 consecutive years of commissioned service
following graduation from USMA?
Answer. I understand that the existing DOD professional sports
program allows certain Military Service Academy cadets and midshipmen
the opportunity to graduate, defer their commission, and then enlist in
the Individual Ready Reserve (IRR) so they can participate in
professional sports. I also understand that in order to qualify for the
program, each athlete must graduate, be able to sign a professional
contract, enhance recruiting and marketing efforts of the Army at the
national level, and be willing to serve as a commissioned officer (or
pay recoupment of educational benefits) after completion of their
professional sports endeavors. If confirmed, I intend to assess this
policy and advise the Secretary of the Army accordingly.
In recent years, there have been a number of notable and reported
honor code violations at the military academies.
Question. If confirmed, what criteria will you use to determine
whether a cadet who violates the honor code deserves to be expelled
from USMA?
Answer. While I am not an expert on the United States Military
Academy's Cadet Honor Code and the process USMA currently follows to
determine whether a violation warrants expulsion, I do believe
commissioned officers must have integrity and demonstrate exemplary
conduct. If confirmed, I look forward to consulting with the USMA
Superintendent in order to understand USMA's current procedures for
addressing Cadet Honor Code violations, and the process for determining
whether violations warrant expulsion or some other form of action.
Question. If confirmed, what criteria will you use to determine
whether a cadet who is expelled from USMA should be enlisted or
required to reimburse the government for the cost of his or her Academy
education?
Answer. If confirmed, I will apply the framework required by law,
policy, and regulation, and consider each instance on a case-by-case
basis. I understand that there is a well-established process for
determining whether a disenrolled cadet should be enlisted or required
to reimburse the government for the cost of their education. If
confirmed, I will continue to work with USMA to ensure that we continue
to retain those best qualified for service in the Army, while remaining
proper stewards of the Army's limited resources.
Question. Do you believe that the current honor program at USMA
successfully trains, and when necessary, rehabilitates and improves the
integrity and ethical behavior of cadets? Why or why not?
Answer. At this time, I have not conducted an assessment of USMA's
honor program, but I understand the central role of the Cadet Honor
Code in the process for developing leaders of character. I understand
that integrity and ethical behavior are developed through cultural
influence, teaching, and the motivation of each cadet. If confirmed, I
look forward to understanding USMA's honor program more fully, and how
it trains and enhances integrity and ethical behavior in cadets.
senior reserve officers' training corps (srotc)
Question. In your view, to what extent is the Senior Reserve
Officers' Training Corps (SROTC) program a viable source of officer
accessions for the Army?
Answer. It is my understanding that SROTC is the single largest
source of commissioned officers in the Army each year, with 274 host
programs and more that 600 extension units and affiliates. In my view,
SROTC allows the Army to recruit future officers from diverse
backgrounds across the country and ensures that the Army continues to
be representative of the Nation it serves.
Question. What is your assessment of the diversity of officers
provided by the Army ROTC program? Are additional measures necessary to
increase diversity in Army SROTC?
Answer. In my view, the SROTC program is vital to ensuring a
diverse Army. The Army must continuously aim to recruit and commission
the most promising of America's youth and given a footprint that covers
the entire United States, the SROTC program provides the Army with the
ability to draw recruits from all parts of the country. A diverse force
begins at accessions, and the Army's reach through SROTC gives the Army
the broadest ability to tap into diverse talent across the country.
Question. In your view, should the Army 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 believe any decision to terminate a program should be
made carefully, with full consideration of the investment the Army has
made into the program and the potential loss of talent that a specific
program provides. It is my understanding that Army SROTC is offered at
approximately 900 colleges and universities across the country. In my
view, each program contributes to the Army's unique and diverse officer
corps based on its geographic location, university characteristics, and
student population. For those programs that struggle to meet their
minimum annual commissioning requirements, I think the Army should work
with those host programs to ensure that the limited resources dedicated
to the SROTC programs are applied effectively, and that the future
officers these programs train and commission are ready to lead
soldiers.
Question. To what extent would you seek to modify the SROTC
scholarship program to attract the top talent that our armed forces
need to meet national defense requirements?
Answer. As I currently understand, the Army's National SROTC
Scholarship program is one of the most competitive scholarships in the
country and continues to attract top high school talent with the
potential and desire to serve in the Army. Additionally, I understand
that the Army uses ``on-campus'' scholarships to attract talent
currently on a school's campus. If confirmed, I look forward to
assessing the program to see what additional authorities or
modifications may be necessary to improve its effectiveness. I also
look forward to advising the Secretary on ways to ensure the SROTC
scholarship program continues to commission top talent into the Army.
Question. To what extent would you seek to modify the SROTC program
to enhance geographic diversity in Army officer accessions?
Answer. The Army must continuously evaluate new ways to improve
geographic diversity in Army Officer accessions. I see underrepresented
locations across the country as markets that SROTC programs must tap
into. Additionally, the Army must continuously look at ways to shift
its resources to follow the geographic shifts of the U.S. population. I
am aware that the Army is piloting SROTC diversity recruiting
initiatives in an attempt to leverage the population growth in
locations such as Texas, California, and Florida. If confirmed, I
intend to assess other options for how the SROTC program can enhance
the Army's geographic diversity.
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, I do. Both pay and benefits are important components
to attracting talented recruits and retaining skilled personnel. It is
imperative that pay, allowances, and non-monetary benefits are
sufficient for soldiers and their families to maintain a high standard
of living.
Question. What is your assessment of the adequacy of the current
military pay package in achieving this goal?
Answer. It is my understanding that every 4 years the Secretary of
Defense is required to conduct a review of military compensation
through an independent commission to evaluate whether the Department of
Defense's military pay package is adequate. If confirmed, I will review
the results of the latest Quadrennial Review of Military Compensation
and make any necessary recommendations.
Question. What changes, if any, would you recommend to the current
military pay and benefits package, if confirmed?
Answer. If confirmed, I will examine whether changes to the current
military pay and benefits package are necessary for the Army to meet
its mission. In addition, the Army must work diligently to improve
soldiers' understanding of their pay and benefits.
Question. What specific recommendations do you have for controlling
rising military personnel costs, including entitlement spending?
Answer. If confirmed, I will work with the Department of Defense
Comptroller and the Military Departments to eliminate inefficiencies.
Although most of the military personnel costs are set by statute or
Department of Defense policy, the Army should continue to look for non-
monetary ways to motivate soldiers to serve and continue serving.
professional military education
Question. The National Defense Strategy notes that professional
military education (PME) has stagnated and does not foster the skills
and abilities needed for independent action during combat.
If confirmed, to what extent would you take actions to improve the
quality of the Army's professional education programs?
Answer. I believe strongly in professional education and lifelong
learning and, if confirmed, I will be a strong advocate for the Army's
Professional Military Education (PME) program. I understand there have
been significant changes to PME since the publication of the 2018
National Defense Strategy, with the most significant change being the
adoption of Outcomes Based Military Education (OBME). OBME has shifted
the focus from inputs and classroom-learning activities to outcomes of
knowledge, skills and behaviors on wartimes duties, confirmed with
authentic assessments that replicate the duties. If confirmed, I will
ensure that this focus--especially the emphasis on case studies,
authentic assessments, and great power competition--is sustained. I
will also ensure that the Army's PME program keeps pace with the next
National Defense Strategy.
end strength
Question. Is the Army's current end strength sufficient to meet
current national security objectives and execute the associated
operational plans? If not, what end strength do you believe is
necessary? Please explain your answer.
Answer. It is my understanding that the Army's end strength is
sufficient to meet current national security objectives and execute the
associated operational plans. If confirmed, I will work with Army
leaders and staff to assess Army end strength requirements to meet the
needs of the National Defense Strategy and operational plans. This will
allow me to provide a more informed and detailed assessment of the
Army's required end strength.
recruiting and retention
Question. What do you believe to be the primary reasons that fewer
than 30 percent of American youth in the 17 to 24-year range are
eligible for military service, and how would you propose increasing the
size of that pool?
Answer. My understanding is the primary reasons that disqualify
American youth from military service are: being overweight, medical/
physical concerns, and mental health concerns. I believe the Army is
conducting several pilot programs that examine ways to expand upon the
eligibility pool of applicants, providing more individuals with an
opportunity to serve. I am fully supportive of these types of
initiatives and, if confirmed, I will investigate other innovative
means to increase the pool of applicants. Recruiting to meet end
strength has been, and always will be, a primary national security
imperative.
Question. Similarly, why do you believe the propensity of American
youth to serve in the military continues to drop and is at its lowest
level in years? What would you do, if confirmed, to address this issue?
Answer. My understanding is that some of the reasons for decreasing
propensity include: perceived misalignments between the military and
young people's job aspirations (e.g., stability, safety and security);
misperceptions about military pay and benefits, and job stability; and
distrust of the military. All of these reasons deeply concern me and if
confirmed, addressing these misperceptions will be one of my primary
efforts. I will commit to identifying and using all available tools to
tell the Army story in a manner that today's youth can relate to and
build trust in the Army with not only the 17 to 24 year-old population,
but with their parents and those who influence their job choices.
Question. Do you believe that non-native English speakers are
disadvantaged in qualifying for military service by current testing
processes?
Answer. I have not assessed whether current testing policies
disadvantage non-native English speakers from qualifying for military
service. If confirmed, I will work with the Department of Defense on
their continued efforts to modernize the Department's assessment
processes and ensure that those processes do not discriminate against
those who wish to serve in the military.
Question. How would you address any such disadvantages to increase
the pool of eligible and interested youth?
Answer. If confirmed, I will review this important issue and
support initiatives within the Office of the Secretary of Defense that
will increase the opportunities for non-native English speakers to
serve, fully recognizing the importance that all who serve be able to
speak, read, and write in English.
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 the
cyber workforce?
Answer. Army medical experts have informed me that DOD medical and
other qualification standards do not adversely impact the quality of
the force or the ability to recruit and sustain the Army. I am
committed to ensuring the Army maximizes its ability to recruit and
retain the talent it requires and, if confirmed, I will work with DOD
and Congress to look more closely at the medical and qualification
standards required for certain high demand specialties.
suicide prevention
Question. If confirmed, what actions would you take to prevent
suicides in the Active Army, the Army Reserve, and the Army National
Guard, and in the families of soldiers across all Components?
Answer. The loss of a soldier, teammate, spouse or child to suicide
is not only devastating to families and units, it has far-reaching
impacts throughout a community. If confirmed, I will do everything I
can to ensure the Army's Suicide Prevention Program is adequately
resourced and leaders are equipped with the training and tools
necessary to effectively implement the Army's program, foster unit
cohesion, promote connectedness, and encourage help-seeking behaviors.
Question. If confirmed, what would you do to enhance the reporting
and tracking of suicide among family members and dependents of soldiers
across all Components?
Answer. It is my understanding the Army has effective procedures in
place for tracking and reporting family member deaths by suicide. This
process includes collaboration with the Department of Defense and other
agencies. If confirmed, I will assess the effectiveness of these
procedures and recommend improvements, if needed, to ensure leaders are
equipped with the necessary resources, training, and tools to support
those affected by suicide.
Question. U.S. Army Alaska has experienced 47 suicides from 2016
through 2022. Of these, 26 soldiers assigned to Fort Wainwright
committed suicide. Of the total number of these soldier suicides in
Alaska, 68 percent occurred off-post, 81 percent died by gunshot wound,
and 34 percent were infantry soldiers. Army leadership has taken steps
to improve the quality of life for soldiers in Alaska, particularly at
Fort Wainwright, and to provide more mental health resources for
soldiers, but suicides continue.
If confirmed, what additional steps would you take to improve the
Army's suicide prevention efforts in Alaska?
Answer. I am extremely concerned about the suicides among soldiers
in Alaska. It is my understanding that the Army is working with U.S.
Army Alaska to provide additional behavioral health resources to
soldiers and family members. These resources include the addition of
Military and Family Life Consultants (MFLCs) and military, civilian, or
contracted behavioral health providers. In addition, I am aware that
the Army is continuing to implement Quality of Life initiatives for
Alaska that were identified after the 2019 Epidemiological
Consultation. If confirmed, I will ensure commanders and leaders have
the policies, resources, and training to develop effective prevention
strategies, and improve services and quality of life issues in Alaska
and at other Army installations.
department of the army reserve components
Question. In your view, do the Reserve components serve as an
operational Reserve, a strategic Reserve, or both? In light of your
answer, should the Reserve components be supported by increased
training, improved equipment, and/or higher levels of overall
resourcing for readiness?
Answer. I have spent much of my career at RAND examining issues
related to Reserve component issues. In my view, the Reserve components
currently serve as both an operational Reserve and a strategic Reserve,
depending on the mission. As such, the Reserve components should be
supported by increased training, improved equipment, and high levels of
resourcing for readiness. Given that the Reserve components have become
a critical element of the Army's ability to meet its current and future
missions, they should be manned, trained, equipped and resourced
appropriately.
Question. In your view, to what extent should actions be taken to
improve permeability between the Active and Reserve components in the
Army?
Answer. Improving permeability between the Active and Reserve
components has been a topic of focus during my career at RAND. I think
that this topic is of even more importance currently as more of the
American public is looking for flexible career paths. Our work at RAND
has found that barriers to AC-RC permeability include: cultural
differences across the components; statutory and funding constraints;
lack of recognition or reward for serving in cross-component
assignments; and prescriptive and rigid career development paths that
inhibit cross-component talent management strategies. Over the last
several years, I have also been deeply involved in providing analysis
to the Department's ongoing effort to reform the Reserve component duty
status system, which if enacted, would significantly increase
permeability. If confirmed, I would address barriers to permeability
and seek to continue to make progress on structural changes such as
addressing legal and regulatory barriers to integration and
implementing system changes that could facilitate permeability and
cross-component integration. Such actions would set the foundation for
any further efforts to increase permeability between the Active and
Reserve components and to achieve the development of a stronger Total
Force culture.
Question. In your view, are the current requirements for becoming a
Joint Qualified Officer appropriate for Reserve component officers? If
not, how should they be revised to better meet the needs of Reserve
component officers?
Answer. I am aware that over the last few years, concerns have been
raised by the Reserve Policy Forces Board and others regarding the
requirements for Reserve component officers becoming a Joint Qualified
Officer, and that the requirements for Reserve component officers
continue to evolve. I have not examined the current state of this issue
in-depth, therefore I am hesitant to comment on whether current
requirements should be revised to better meet the needs of Reserve
component officers. However, if confirmed, I will look into this issue
more deeply, and I will work with the Congress, Joint Staff, the United
States Army Reserve, and Army National Guard to ensure that the
requirements are appropriate for Reserve component officers and that
those requirements meet the intent of joint qualification.
Question. In your view, is the current Army PME system appropriate
for Army Reserve components? If not, what changes would you recommend,
if confirmed?
Answer. I do not have enough information at this time to determine
if the Army's current PME system is appropriate for the Reserve
components, but I have been advised that the leadership of the Army
National Guard and Army Reserves currently believe that it is.
Education is critical in every professional organization. If confirmed,
I will review the Army's PME program holistically, including how the
Army provides this important component of education to the Reserve
components.
mandatory vaccination for covid-19
Question. What is your view of the Secretary of Defense's
requirement that all servicemembers be vaccinated for COVID-19 unless
they meet established exemption criteria?
Answer. I support the Secretary of Defense's directive that all
servicemembers are vaccinated against COVID-19 unless they meet
established exemption criteria. The Army has issued initial guidance
that will ensure compliance with the Secretary's directive. If
confirmed, I will continue to review Army processes and procedures to
ensure continued adherence to the Secretary of Defense's directive.
Vaccination is a readiness, health, and welfare priority for the Total
Army.
Question. In your view, should soldiers who decline to be
vaccinated be separated, even if they have skills and experience that
the Army needs?
Answer. My understanding is that according to the Secretary of
Defense's directive, all soldiers, regardless of skill and experience,
are required to be fully vaccinated with a U.S. Food and Drug
Administration (FDA) authorized or approved COVID-19 vaccine unless
they have a pending or approved medical or administrative exemption.
Vaccination is critical to ensuring operational readiness and
protecting the entire force against COVID-19. The Centers for Disease
Control and Prevention has determined that vaccination is the best way
to minimize the public health effects of the virus, which enables the
Army to protect the health of the force. The Secretary of Defense's
order that all soldiers be vaccinated for COVID-19 unless they meet
exemption criteria is a lawful order. If I am confirmed, I will
continue to review processes and procedures to ensure continued
adherence to the Secretary of Defense's directive, as well as Army
Directive 2022-02, released on January 31, 2022.
Question. In your view, is the Army policy that doesn't require
vaccination of Army Reserve and Army National Guard soldiers until June
2022 appropriate? Why or why not?
Answer. Based on what I currently understand, the Army's policy
establishing the timeline for vaccination of Army Reserve and Army
National Guard soldiers is appropriate, though I believe all units
should strive to complete vaccination programs in shorter timeframes
where possible. The Army National Guard and the Army Reserve are part-
time forces that are geographically dispersed and often meet just one
weekend each month. Allowing a June 30, 2022 deadline gives Reserve
component commanders the maximum time necessary to counsel soldiers on
the vaccination process and to provide guidance. It also allows Reserve
component soldiers more time to request a medical or administrative
exemption (including a religious accommodation), as needed. The time
also accounts for updates to national and DOD guidance related to
COVID-19. Despite the June 2022 deadline, I understand that over 81
percent of the Army Reserve is fully vaccinated, which aligns with the
national vaccination rates.
Question. Thousands of soldiers have requested a religious
exemption from the COVID-19 vaccine requirement. The Army has not
approved any such requests to date.
If the Army continues to deny requests for religious exemptions
from the COVID-19 vaccine mandate and separate soldiers who refuse the
vaccine, at what point would you become concerned about the Army's
ability to achieve required end strength?
Answer. I understand that the Army has not separated any soldiers
yet for refusing the COVID-19 vaccination. While the Army has recently
directed commanders to initiate separation proceedings, affected
soldiers have every opportunity to receive the vaccination. For the
soldiers that are separated only for refusing the COVID-19 vaccination,
I understand they will have the opportunity to rejoin the Army if they
receive the vaccine after separation. As the Army reaches higher rates
of vaccination through counseling and education the number of soldier
separations may decrease. However, if confirmed, I would carefully
monitor trends in the number of vaccinated and unvaccinated soldiers,
the number of requested and approved exemptions, as well as the number
of separations and I would advise the Secretary of the Army on any
potential impacts on end strength.
Question. As the Army balances the sincerely held religious beliefs
of its personnel with legitimate military requirements, do you believe
that an individual's military specialty should be a factor in
determining whether to grant a religious exemption to the COVID-19
vaccine requirement? Why or why not?
Answer. I believe it is necessary to review each request for an
exemption on an individual basis. My understanding is that commander
recommendations regarding religious exemptions consider military
necessity, which include case-specific facts such as duty position, job
requirements, and unit mission. I am aware that other factors in
determining whether to grant a religious exemption include the
sincerity of a soldier's religious beliefs regarding the vaccine and
the impact on public health/readiness of the force.
Question. What impact will the discharge of several thousand
soldiers who refuse the vaccine have on Army readiness?
Answer. Given that the Army has not discharged any soldiers for
refusing the COVID-19 vaccine and it is unclear how many soldiers will
choose to be discharged rather than receive the vaccine, at this time,
it is difficult to discern what impact, if any, vaccine refusal will
have on Army readiness. However, if confirmed, I would carefully
monitor trends in the number of vaccinated and unvaccinated soldiers,
the number of requested and approved exemptions, as well as the number
of separations and I would advise the Secretary of the Army on any
potential impacts on readiness.
military quality of life
Question. If confirmed, what qualify of life and morale, welfare,
and recreation (MWR) programs would you consider to be priorities?
Answer. If confirmed, I would prioritize those MWR programs that
are most important to servicemembers and their families, and those that
are most utilized. In order to identify which MWR programs are most
important and most utilized, I would ensure that perspectives from
servicemembers and their families are collected, as is data on
utilization of MWR programs. Some of these programs are incredibly
important to servicemembers and their families, therefore, I would
utilize a deliberate, data driven approach to identifying which
programs should be prioritized.
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. As indicated in my answer above, I would utilize a
deliberate data driven approach to identify which MWR programs should
be prioritized, sustained or enriched, and which should be eliminated
or reduced in scope. This approach would involve both collecting
feedback from servicemembers and their families on these programs, as
well as collecting data on the utilization of MWR programs.
military family readiness and support
Question. What do you consider to be the most important family
readiness issues for servicemembers and their families?
Answer. In my view, the most important family readiness issues are
child care, spouse employment, and safe housing. Like all families,
military families are struggling with finding available and affordable
child care options--especially during the COVID pandemic. If confirmed,
I would examine ways to increase access to affordable child care
options for military families. Spouse employment is also a critical
issue that can erode family readiness and retention--especially with
frequent and sometimes unpredictable moves. If confirmed, I would
continue to expand on existing ways to support military spouses and
help them maintain continuity in their careers, even with frequent
moves. This includes building on recent efforts to enable more flexible
credentialing across state lines for military spouses, and making moves
more predictable for military families. Safe housing is also a critical
enabler of family readiness. The Nation owes it to our servicemembers
and their families to have high quality, safe housing. If confirmed, I
will work with other Army Senior Leaders to ensure that the issue of
unsafe housing is fixed and that we regain the trust of our soldiers
and their families on this issue.
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. Access to quality childcare is a key enabler to Army
readiness. If confirmed, I will review the Army's plan to sustain and
improve military family access to affordable, high quality childcare.
This includes seeking ways and means to address childcare capacity,
such as additional infrastructure, improved compensation and incentives
for staff, further investment in the Family Child Care (FCC) program,
and fee assistance to buy down the cost of off-post care. I will also
work with OSD and the other Services to increase availability of
accredited community childcare providers and monitor the pilot program
to provide childcare services in a child's home.
Question. If confirmed, how would you ensure that soldiers with
family members with special needs are assigned to duty stations where
services are available to address those needs?
Answer. It is my understanding that all Permanent Change of Station
(PCS) moves for Exceptional Family Member Program (EFMP) enrolled
Families are coordinated in advance with the Army's Medical Command
(MEDCOM). This ensures that required medical care is available at the
location where the family is move to. Based on my current
understanding, the Army should not direct a soldier to a location if
MEDCOM does not recommend travel. I understand that compassionate
actions are also available to soldiers who believe they are not
receiving adequate care at their current location. If confirmed, I will
help ensure that Career Managers strictly follow these policies and
provide servicemembers with EFMP family members with a full range of
acceptable PCS options.
Question. If confirmed, how would you ensure outreach to those
military families with special needs dependents so they are able to
obtain the support they need?
Answer. It is imperative that families with special needs
dependents receive the coordinated care and support they need to retain
them in the Army. I am committed to a comprehensive and all-inclusive
approach that leverages community support, medical, educational,
housing, and personnel services. I am equally committed to robust
outreach to ensure that these families are aware of the various
services available to them. I am aware the Army is developing an
Enterprise Exceptional Family Member Program system that integrates key
components and support services for families with special needs. If
confirmed, I will support this important initiative and work to reduce
the burden on these families.
use of military leave and carryover authority
Question. The Department of Defense has authorized enhanced leave
carryover authority for servicemembers unable to use military leave due
to COVID-19 travel restrictions, effective through the end of fiscal
year 2024, despite data showing that the only ranks with leave balances
in excess of the existing statutory carryover authority are general
officers.
What is your understanding of the importance of servicemembers
using their available leave, even if travel is limited due to COVID or
other factors?
Answer. I believe it is extremely important that soldiers of all
ranks take leave for their overall mental and physical wellbeing.
Question. Do you believe the use of military leave is important for
the mental health of the force, and family readiness, and that it
should be used rather than accumulated?
Answer. Yes, I do. I understand that the Army encourages all
soldiers to use 30 days of leave each year because time off contributes
to mental and physical wellbeing, improved performance and increased
motivation. Soldiers should utilize their earned leave to the maximum
extent possible.
Question. If confirmed, what actions would you take to encourage
soldiers to use, rather than accumulate, their military leave?
Answer. If confirmed, I will reinforce the Army's current policy
with commanders and senior leaders. The current policy is to ensure
maximum use of earned leave by providing soldiers with opportunities to
take frequent periods of leave, with at least one extended leave period
annually.
Question. Do you believe that existing leave sell back authorities
may inappropriately disincentivize servicemembers from using their
leave?
Answer. I do not believe so, based on my current understanding.
Soldiers make decisions about when and how to use their leave
throughout their career. Selling back leave upon discharge from the
military (or taking transition leave) may provide them with what they
need to get settled into the civilian world. Given the statutory
restrictions on the amount of carryover leave available, this provides
them the means to delay a benefit until a later time when they believe
they need it more. I believe the flexibility in the law is appropriate
to ensure soldiers use their leave, or sell it back, while equally
ensuring they will not be disadvantaged by mission requirements when
they cannot take leave.
department of the army civilian workforce matters
Question. How would you describe the current state of the Army's
civilian workforce, including workforce morale, as well as the Army's
ability to successfully recruit and retain top talent?
Answer. I believe the Army is successful at recruiting and
retaining top talent in a number of diverse and high demand
professions. It is my understanding that the Army civilian workforce is
comprised of Army professionals who provide technical expertise,
leadership, and stability to the Army mission. I understand that
positive levels of employee engagement continue to increase as
reflected in the annual Federal Employee Viewpoint Survey. If
confirmed, I will explore ways to increase levels of employee
engagement and further assess the state of the civilian workforce's
morale. If confirmed, I will also maximize all available authorities,
tools, and programs, and pursue new efforts to recruit and retain top
talent.
Question. In your judgment, what are the biggest challenges facing
the Army in effectively and efficiently managing its civilian
workforce?
Answer. In my view, one of the biggest challenges is the need to
modernize the way in which the Army recruits, develops, and retains its
civilian workforce. The civilian workforce is a critical part of the
Army's Total Force, and if confirmed, I would find ways to modernize
talent management in the civilian workforce in the same way that the
Army has done in its military workforce. In order to meet the national
security challenges of the future, the Army must ensure that its
civilian workforce has the right skill sets and capabilities to enable
the Army to fulfill its current and future missions. If confirmed, I
would ensure that the Army remains competitive with the private sector
so that it can recruit the best talent. I would also expand recruiting
strategies for the civilian workforce so that the Army can reach and
acquire the best talent. I would identify and address concerns within
the civilian workforce to ensure that the Army can retain the best
talent.
Question. In your view, to what extent would there be value in
eliminating the moratorium on the use of A-76 public/private
competitions that has been in effect since 2009?
Answer. It is my understanding that an A-76 moratorium repeal would
give the Army more flexibility to choose between different sources of
labor to potentially achieve significant cost savings. However, there
is a lack of in-house (or private sector) expertise in running
competitions which the Army would need to develop in order to properly
reap the benefits of A-76 competition. Otherwise, the public-private
competition process can be disruptive and may not yield savings in the
long term. Consequently, there may initially be substantial personnel
costs after the moratorium is lifted.
Question. In your view, how could the Army better utilize telework,
while maintaining supervisory and employee accountability for high
quality performance and the appropriate use of official time?
Answer. There is no ``one-size fits all'' solution for an
organization as large and varied as the Army. It is important that Army
leaders understand the shifting paradigm in the digital workforce and
that the Army remains competitive in acquiring the brightest talent in
society. If confirmed, I would first ensure that Army leaders are
equipped with maximum flexibility to use telework and remote work to
attract and retain the best talent. To help maintain supervisor and
employee accountability, I would ensure supervisors are trained and
equipped to better manage employees in a virtual and hybrid
environment. This could include adapting supervisor communication
methods to better work with virtual employees, developing a better
understanding of how to measure and account for virtual performance,
and providing more clarity about how to carry out fair and equitable
performance management for hybrid teams. I believe effective
communication between supervisors and employees, as well as improved
supervisor training, are keys to establishing an environment of trust
and accountability in a hybrid work environment.
Question. In your view, are the various direct hire, extended
probationary period, and special compensation authorities provided to
the Department of the Army useful in recruiting and retaining high-
quality civilian employees?
Answer. I understand that the Army leverages the use of many tools
to recruit and retain high-quality civilian employees, including direct
hire authorities and special compensation authorities. I believe the
Army should continue to maximize use of these tools to recruit and
retain a highly-skilled civilian workforce. While the Army's special
compensation authorities are very useful, I understand that in some
cases they may be too limited for certain career fields and geographic
locations. The STEM, cyber, irregular warfare and intelligence
occupations are key areas of the workforce where I understand that
additional authorities and flexibilities may be necessary to maintain
the Army's ability to hire top talent in a competitive hiring market
for these specialized skill sets.
Question. Would you be supportive of extending and renewing these
authorities as necessary?
Answer. If confirmed, I would support extending and renewing use of
the Department's direct hire authorities and special compensation
authorities if I determine they are required to attract top-tier talent
in key areas of expertise. However, it is my understanding that the 2-
year probationary period of the Department of Defense employees has
been repealed in the fiscal year 2022 NDAA. If confirmed, I intend to
assess the authorities the Department currently has and identify what,
if any additional authorities and flexibilities may be necessary to
ensure the Army can recruit and retain high-quality talent.
technical workforce
Question. In your view, what are the pros and cons of having Active
Duty personnel--as opposed to civilian employees--trained and working
as scientists, engineers, software coders, and in other technical
positions across the Department of the Army research, development, and
acquisition enterprise?
Answer. To be successful, I think the Army must recruit and retain
an Active Duty and civilian workforce with the skill sets and
experience to develop and field advanced technologies and capabilities.
Active Duty personnel with operational experience and a technical
background provide the Army with long-term benefits across key domains,
nurturing essential competencies that the Army requires. The main
challenge, in my view, is retaining soldiers with highly specialized
and marketable skills. Another challenge is balancing the operational
and readiness requirements of Active Duty personnel with the separate
training and educational requirements to maintain these highly
specialized skills. If confirmed, I look forward to exploring ways for
the Army to ensure it maintains key talent in the research,
development, and acquisition enterprise.
senior executive service
Question. Given that competent and caring leadership is one of the
most significant factors in shaping a high-performing civilian
workforce, what factors and characteristics would be most important to
you in selecting candidates for appointment to the Senior Executive
Service (SES)?
Answer. In my view, the Army must ensure that its senior executives
have a diverse portfolio of experiences and strong skills to lead and
operate effectively. It must attract the best civilian senior
executives to lead its workforce through the myriad challenges the Army
faces. The Army must remain committed to recruiting individuals with a
strong foundation in strategic leadership, business transformation and
enterprise ethics, culture, and management. To this end, in my view,
the Army must continue to focus resources on building a strong bench of
future Army Executives from within its diverse ranks. If confirmed, I
intend to ensure that the Army's talent management programs continue to
select future civilian executives from a pool of strong, experienced
candidates.
Question. If confirmed, how would you ensure that SES personnel
under your authority are held accountable for both organizational
performance and the rigorous performance management of their
subordinate employees?
Answer. I understand the Army utilizes comprehensive performance
plans to provide clear and achievable performance metrics supporting
organizational goals, mission statements, and strategic plans. This
process is designed to hold senior executives accountable for their
work and their impact on organization performance. The degree to which
senior executives are successful--in a true ``pay for performance''
environment--has a direct result in annual compensation outcomes. I
understand that all SES performance plans include a critical
performance element of leading people. This performance element
requires these senior executives to rigorously manage their employees.
In my view, by successfully leading people, an executive can connect an
organization both horizontally and vertically and foster high
standards, as well as a sense of responsibility among their subordinate
employees to meet the organization's vision, mission, and goals. The
degree to which executives are successful reflects in their performance
results and in successfully accomplishing the Army's mission. If
confirmed, I will fully utilize these tools to ensure that those SES
personnel under my authority are accountable for both the performance
of the organization and the management of their employees.
Additionally, I intend to deliberately address any subpar performance
that may occur and ensure such outcomes are transparent to facilitate
trust between Senior Executives and their subordinate employees.
acquisition workforce
Question. In your view, in what ways could the Army better train
military and civilian personnel to be acquisition professionals?
Answer. From what I understand, the Army is undergoing several
efforts to better train its military and civilian personnel to be
acquisition professionals. The Department is implementing the new
``Back-to-Basics'' certification framework for the acquisition
workforce to foster a culture of lifelong learning oriented on rapid
delivery of capability. Further, I understand the Army is leveraging
career broadening assignments and training with industry opportunities
to propagate best practices and better equip our acquisition
professionals. If confirmed, I will work with the Assistant Secretary
of the Army (Acquisition, Logistics and Technology) (ASA(ALT)) to
ensure the Army is maximizing every opportunity to improve acquisition
workforce training.
Question. In your opinion, to what extent should acquisition
workforce management policies be modified to make and hold leaders
accountable for cost overruns on procurement contracts?
Answer. In my view, acquisition professionals are stewards of
taxpayer funds and must be held to a high standard of accountability
for outcomes in the acquisition process. If confirmed, I would work
closely with the ASA(ALT) to assess Army acquisition workforce
policies, training, and management programs to determine if any
modified or supplemental changes are needed outside the scope of the
ASA(ALT)'s existing authorities to manage the acquisition workforce.
Question. In your judgement, how should acquisition program offices
decide which tasks are best accomplished by government civilian
employees, military personnel, and support contractors?
Answer. I think acquisition tasks require all three categories--
military, civilian, and contractor-- in its workforce. Each brings
different training, skills, and experience that should be considered
and leveraged when assigning work. Unless the task is inherently
governmental in nature, which must be done by civilian or military
personnel, the appropriate category of employee for a given task should
be considered on a case-by-case basis.
laboratory, science and technology, and test range stem personnel
Question. If confirmed, specifically what would you do to support
the maximum use of the personnel flexibilities provided by Congress to
improve the quality of the Army's STEM workforce?
Answer. The Army must maintain a top-tier STEM workforce to
facilitate its modernization efforts. I understand that there are
specific authorities provided by Congress to provide Army research
laboratories and engineering centers with the flexibility and tools
necessary to compete with the private sector and attract, recruit,
train and retain an elite STEM workforce. If confirmed, I will work to
ensure full utilization of these authorities to improve the quality of
the Army's STEM workforce, and if necessary, seek new authorities to
further enable the Army to attract and retain the best and brightest
personnel.
Question. If confirmed, what approach would you take to delegating
authority for the use of these flexibilities to the lowest appropriate
level in the organization, so they can be exercised with the speed
necessary to compete with private sector hiring practices?
Answer. It is my understanding these authorities are already
delegated to the directors of Army research laboratory and engineering
centers, which provides them with the ability to remain competitive
with the private sector in attracting and retaining the highest quality
scientific and engineering personnel. If confirmed, I will work with
the Army science and technology enterprise to ensure these authorities
are delegated to the appropriate level and fully utilized.
stem educational opportunities for military dependents
Question. What role do you think the military services should play
in supporting STEM educational opportunities for military children?
Answer. It is my understanding that the Army supports STEM
educational opportunities for military children through the Army
Educational Outreach Program (AEOP), which offers students and teachers
a collaborative, cohesive portfolio of Army sponsored STEM educational
programs to engage, inspire, and attract the next generation of STEM
talent and expose them to DOD STEM careers. If confirmed, I will work
to ensure that the Army sustains efforts like the AEOP that provide
STEM education opportunities for military children.
Question. If confirmed, to what extent would you seek to work with
the Department of Defense research and development organizations to
increase STEM educational opportunities for children of military
personnel?
Answer. If confirmed, I would work to increase STEM educational
opportunities for military children, and I look forward to working with
the Department of Defense research and development organizations on
this effort.
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
mental health and suicide prevention
1. Senator Hirono. Dr. Schaefer, I am very concerned with the
persistent issue of mental health and suicide among U.S. servicemembers
and veterans, as well as those transitioning from Active Duty. If
confirmed, how will you prioritize what your respective Service can do
to ensure mental health is treated as part of the holistic health of
each servicemember?
Dr. Schaefer. I share your concern regarding the issue of mental
health and suicide among our servicemembers and veterans. If confirmed,
ensuring soldier health, including mental health, will be a top
priority for me. In my view, the Army should continue to evolve its
approach to addressing the complex behavior of suicide and other self-
destructive behaviors, including alcohol abuse and domestic violence.
Though mental health treatment is one aspect of a comprehensive
response, it must be a piece of a larger effort to instill meaning and
purpose through building trust, cohesion, belonging, and positive unit
identity. I understand the Army is integrating cognitive enhancement
specialists within its brigades to improve how soldiers think and
respond to stress. I also understand the Medical and Chaplain Corps are
working to link spiritual and behavioral health professionals to
provide collaborative and holistic support for those seeking help. If
confirmed, I will continue to support and expand these types of
holistic prevention and support efforts.
For soldiers transitioning from Active Duty, life transitions are a
known vulnerability for Active and Reserve component soldiers and their
families. Regardless of the type of transition, the Army must view
these transitions as vulnerabilities requiring assistance and support.
The Army should ensure behavioral health services are readily available
at transition points, either via the Department of Veteran's Affairs,
gaining installation behavioral health clinics, the Reserve Components,
or community partners.
2. Senator Hirono. Dr. Schaefer, if confirmed, how will you ensure
that adequate resources are available to your servicemembers to seek
the help they need?
Dr. Schaefer. I believe the Army should focus its efforts on
prevention by addressing risk and reducing stressors that may lead to
harmful behaviors. Army senior leaders should focus on building
cohesive teams, with engaged leaders committed to providing soldiers
and their families with resources needed to strengthen their resilience
and improve their personal readiness. I understand that current Army
efforts include suicide intervention training, Junior Leader
Development Program training, the Commander's Risk Reduction Toolkit,
and the ``This is My Squad'' initiative. If confirmed, I will support
the Army's continued implementation of these efforts and will
prioritize resourcing the efforts to increase leaders' ability to
engage with their soldiers and identify harmful behaviors.
3. Senator Hirono. Dr. Schaefer, in your opinion, what single
improvement can best address the ongoing issue of servicemember mental
health issues and suicides?
Dr. Schaefer. Suicide is a complex phenomenon. There are numerous
factors and environmental conditions that contribute to depression and
other behavioral issues that influence an individual's decision to harm
themselves. The absence of a sense of connectedness and an inability to
cope with life stressors are often connected with suicidal behavior. As
such, there is no one solution to suicide. If confirmed, I would work
to ensure that command teams and leaders have the resources to
effectively identify soldiers who may be at risk, build cohesive teams
in which soldiers feel a sense of belonging, strengthen the resilience
of their soldiers, and teach critical skills such as engaging in
difficult conversations with those who may be at risk. In addition, if
confirmed, I intend to ensure that soldiers and their families are
aware of support services, and to place greater emphasis on awareness
and training about the importance of limiting access to lethal means of
harming oneself.
sexual assault in the military
4. Senator Hirono. Dr. Schaefer, last fall, Deputy Secretary of
Defense Kathleen Hicks detailed the Department's strategy as approved
by the Secretary of Defense to act on the recommendations of the 90-day
Independent Review Commission on Sexual Assault and Sexual Harassment
in the Military. Secretary of Defense Lloyd Austin directed all
Services to develop implementation plans and resource mapping by the
end of January 2022 for all actions. What is the status of progress on
those plans for the Service you are about to help lead?
Dr. Schaefer. Secretary Austin approved the Department of Defense
strategy implementation roadmap on September 22, 2021. The
implementation plan consists of tasks assigned to the Office of the
Secretary of Defense and the Military Departments across four tiers. It
includes iterative evaluations throughout the process in order to
assess the effectiveness and progress of early actions to ensure
intended outcomes. I understand the Army is currently focused on Tier 1
and 2 actions, which build upon existing foundations, infrastructure,
training, and leadership development. Several of the IRC
recommendations build upon actions that are currently underway in the
Army, such as the ``This is My Squad'' initiative, the Brigade and
Battalion Commander's Assessment Program, and the ``Behavioral Health
Pulse.'' Additionally, I understand that the Army has already completed
four Priority Actions assigned to the Military Departments, including
publication of the Expedited Transfer policy, which addresses the
requirement for increasing victim agency and control of the response
process. If confirmed, advising and assisting the Secretary in the
Army's implementation of the DoD roadmap will be one of my top
priorities.
5. Senator Hirono. Dr. Schaefer, if confirmed, how will you
continue the efforts to eliminate sexual assault in our military?
Dr. Schaefer. If confirmed, one of my top priorities will be
eliminating sexual harassment, sexual assault, and associated
retaliation in the Army. I understand the Army is in the process of
implementing the recommendations from the DoD 90-Day Independent Review
Commission, focused primarily on prevention, as well as the
recommendations from the Ft. Hood Independent Review Committee report.
If confirmed, I can assure you the Army will thoroughly investigate all
reports and hold all offenders appropriately accountable. Furthermore,
if confirmed, I will fully support all victims of sexual harassment and
assault and provide compassionate and quality care. Additionally, I
would support ongoing efforts to restructure the SHARP program and
implement the statutory reforms to sexual assault prosecutions in the
military justice system.
__________
Questions Submitted by Senator Angus S. King, Jr.
talent management
6. Senator King. Dr. Schaefer, how can the Army improve its talent
management processes to ensure the best leaders and soldiers are in the
right job at the right time?
Dr. Schaefer. I strongly believe that effective talent management
is key to ensuring the Army maximizes its most important resource:
people. I understand the Army is currently engaged in a number of
innovative initiatives designed to improve talent management. The Army
has begun to implement the Command Assessment Program, a formal
selection process to assess an officer's fitness for command and
potential. The Army has also begun employing the new authorities that
Congress gave to the Services in recent NDAAs, which allow for more
flexibility in officer career management. This includes the utilization
of brevet promotions, temporarily promoting officers to the next rank
to serve in positions the Secretary of the Army deems a critical
shortage. I also understand that the new Army Talent Alignment Process
is a decentralized, regulated market-style hiring system that matches
officers with positions based on their unique Knowledge, Skills and
Behaviors and the requirements of those positions. If confirmed, I plan
to build on these successes to ensure the Army continues to recruit,
promote, and retain the talent required to win on the multi-domain
battlefields of tomorrow.
7. Senator King. Dr. Schaefer, what processes can you establish to
allow mid-career specialty recruiting?
Dr. Schaefer. Direct commissioning is one mechanism that can be
used to facilitate mid-career specialty recruiting. The Fiscal Year
2019 NDAA authorizes direct commissioning of candidates up to the rank
of O-6. I understand that there are two broad categories of officers
that the Army seeks to direct commission. The first category is experts
in emerging fields relevant to future warfare (e.g., cyber
specialists). The second category is individuals the Army can
commission to fill talent gaps in current branches and functional
areas. I understand the Army has already direct commissioned several
officers and dozens of candidates are pending consideration. If
confirmed, I will seek ways to expand and streamline this process. In
addition, I will seek to explore other mechanisms to facilitate mid-
career specialty recruiting, including lateral entry.
8. Senator King. Dr. Schaefer, what is your specific strategy to
increase not only racial, cultural, and gender diversity in the Army
but also geographical diversity to include all regions of the country?
Dr. Schaefer. To ensure that the Army is representative of our
diverse Nation, I believe it is vital to recruit from across the U.S.
If confirmed, I intend to take a multifaceted approach to reset the
recruiting enterprise. First, I intend to continue reaching out to
Americans from all backgrounds, talents, and locations so they
understand what the Army has to offer and how they can succeed on the
Army team. Second, I will align the Army's recruiting force,
facilities, advertising, and resources against market intelligence and
analysis to adapt to the changing market, recruit the best and
brightest, and produce geographic and demographic equity. Third, I will
maximize our social media and virtual recruiting efforts to allow for a
deeper and richer conversation with the youth market across the
country. Finally, I will focus on Army-wide outreach to local
communities including increased presence at public events and direct
engagement with civic, academic, and industrial leaders. These efforts
will include many focus markets which traditionally have not been
tapped. If confirmed, I will ensure the Army continues adopting its
practices to ensure the Army is representative of the nation.
__________
Questions Submitted by Senator Joe Manchin
expanding the selective service
9. Senator Manchin. Dr. Schaefer, women in the United States have
never been required to register for the draft, but the military opened
all combat positions to women in 2015 so there is no longer a legal
justification for excluding women from registration. Additionally,
roughly 29 percent of men and 29.3 percent of women currently meet
initial standards required to serve in the military, so expanding the
Selective Service is not only an equality issue, but also one that
improves the readiness of DOD should we ever need to use the Selective
Service. Do you believe Congress should amend the Selective Service Act
to require the registration of women?
Dr. Schaefer. Given my current role as a researcher at RAND, I have
been following the recent debate in the Fiscal Year 2022 NDAA regarding
whether to expand Selective Service System (SSS) registration
requirements to women. My personal perspective is that expanding SSS
registration requirements to women would improve DoD readiness by
enabling access to a broader talent pool if the country ever needed to
use the Selective Service. However, if confirmed, I understand that my
personal perspective is irrelevant regarding this matter and I will
support the Secretary of Defense and the Secretary of the Army in
ensuring that any aspects of the Selective Service Act (and any changes
to it that may be enacted) that fall under my purview will be
implemented in accordance with Federal law, as well as DoD and Army
policy.
__________
Questions Submitted by Senator Jacky Rosen
reserve components and the new army fitness test
10. Senator Rosen. Dr. Schaefer, the Reserve components face their
own set of challenges as citizen soldiers, with two careers to manage
and without access to the day-to-day services available to Active Duty
troops on military installations. One such challenge will be the
transition to the Army Combat Fitness Test (ACFT). While Active Duty
soldiers will have ACFT equipment at their everyday place of work,
Reserve component soldiers will not, no matter how much equipment is
fielded to Reserve/Guard units.
These soldiers are not at their units 28 days out of the month to
train on the equipment they will be tested on, and many do not live
nearby. This will require Reserve component soldiers to have to pay
for, and have access to, specialized gym equipment in order to train
for the ACFT, whereas every soldier can train for the Army Physical
Fitness Test from their own home. If confirmed, how will you ensure the
Army addresses this disparity as it implements the ACFT?
Dr. Schaefer. I recognize that there are constraints unique to the
Army Reserve and Army National Guard soldiers as they prepare for
implementation of the Army Combat Fitness Test. I understand that the
Army Reserve and Army National Guard components continue to train for
the ACFT and that there are several thousand sets of ACFT training
equipment in the field. If confirmed, I will work with Army leadership
to ensure that the Army provides appropriate resources to the force,
including equipment, Master Fitness Trainers, and training methods
specifically aimed at ACFT events that utilize alternative equipment,
workout routines, and body weight exercises.
__________
Questions Submitted by Senator Dan Sullivan
mental health
11. Senator Sullivan. Dr. Schaefer, if confirmed, one of your
responsibilities will include developing and overseeing of programs and
policies for the Army system for health. With an outsized number of
military suicides includes servicemembers stationed in Alaska, this
problem hits home for me personally. I've worked with senior leaders in
DOD and in the Department of the Army, along with other Members of
Congress, to bring resources and attention to this issue. It is very
frustrating that our collective efforts do not appear to be positively
impacting the outcome. If confirmed, what steps would you take to
ensure our servicemembers have access to the mental health care that
they require?
Dr. Schaefer. I share your grave concern about the number of
military suicides in Alaska and believe that increasing both the
capacity and access to behavioral health resources will help address
this critical issue. I understand the Army is taking an Active posture
in hiring and staffing behavioral health resources in Alaska to
maximize access to care. I believe the Army should aggressively offer
relocation and recruitment incentives to incoming civilian behavioral
health care providers to increase capacity of behavioral health
resources in Alaska. The Army should also exercise an enterprise
backfill system to reinforce Alaska's behavioral health demands by
temporarily surging military providers from other Military Treatment
Facilities. Regarding access, the Army should ensure it maximizes the
resources it has by reducing unutilized clinic times, shifting to
virtual behavioral health where appropriate, and engaging with
operational leadership and installation support services to enhance
awareness of the availability and utility of services. If confirmed, I
will work hard to prioritize mental health resources for soldiers and
their families, including those stationed in Alaska.
12. Senator Sullivan. Dr. Schaefer, will you commit to visiting my
great state of Alaska and working with our servicemembers stationed
there to get additional perspective on this issue?
Dr. Schaefer. I would very much welcome the opportunity to visit
the great state of Alaska. I am deeply concerned about the number of
military suicides in Alaska and in order to fully understand this
issue, such a visit with commanders, servicemembers, and their families
to hear their perspectives is critical.
13. Senator Sullivan. Dr. Schaefer, Vice Chief of Staff of the
Army, recently visited Alaska to speak with soldiers about their
experiences. One thing he learned is that Army installations in Alaska
have a difficult time filling civilian mental health care provider
spots. This results in shortages that increase wait times for soldiers
and dependents seeking mental health services. One possible way to
alleviate this is to assign more military mental health providers to
remote locations like Alaska and decrease the numbers of civilian job
openings in those locations. Less remote locations could offset the
potential decrease in available military mental health providers by
increasing the number of spots available for civilian mental health
providers. General Martin is working with the Surgeon General to
identify the most effective mix of personnel at remote locations that
will decrease wait times for mental health services. If confirmed, will
you commit to speaking with General Martin on his efforts and brief me
within 30 days of your confirmation?
Dr. Schaefer. If confirmed, I commit to speaking with General
Martin, as well as briefing you within 30 days of my confirmation. If
confirmed, I look forward to learning more about General Martin's
efforts and building off of them.
__________
Questions Submitted by Senator Rick Scott
military construction
14. Senator Scott. Dr. Schaefer, have you considered the impact of
inflation in terms of the budgeting pressures it is creating on the
area of responsibility you are being nominated for? If so, please
respond with how you plan to adapt to this inflationary environment,
both with respect to budgets and mission priorities.
Dr. Schaefer. I have not yet had an opportunity to review the
Army's fiscal year 2023 budget request, but I certainly acknowledge the
impact that inflation will have on the Army. More specifically, I am
very aware of the impact that high inflation can have on soldier's
buying power and quality of life, and how that can impact the Army's
ability to compete with the private sector to recruit and retain
talent. If confirmed, I look forward to working with Congress to ensure
that the Army's senior leaders can deliver the most lethal and most
effective Army possible based on the resources appropriated by
Congress, even with inflationary pressure.
housing
15. Senator Scott. Dr. Schaefer, what progress is being made to
implement the ``Tenant Bill of Rights'', and to ensure that it is fully
enforceable?
Dr. Schaefer. My understanding is that the Army fully implemented
the Tenant Bill of Rights in the summer of 2021. I further understand
that disputes between servicemembers and privatized housing companies
are typically resolved at the installation level, but elevated to a
higher level when necessary. I am aware that Army elements meet
routinely with privatized housing companies to assess project health,
to include alignment to and implementation of tenant rights. In my
view, in order to ensure that these rights continue to be properly
implemented and made enforceable, the Army should implement third party
assessments, to include assessments by Service or DoD audit or
Inspector General agencies.
16. Senator Scott. Dr. Schaefer, how would you enhance it?
Dr. Schaefer. As the Tenant Bill of Rights is designed to protect
the interests of the tenants, their direct feedback is key to
understanding how the Tenant Bill of Rights might be enhanced. If
confirmed, I will work with the ASA (IE&E) to promote consistent
communication with tenants. In collaboration with the Commanding
General, Army Material Command, I would also support establishing a
regular review of implementation of the rights with those privatized
housing companies operating on Army installations.
__________
Questions Submitted by Senator Marsha Blackburn
exceptional family member program
17. Senator Blackburn. Dr. Schaefer, if confirmed, how will you
work with the Services to ensure the timely standardization of the
Exceptional Family Member Program (EFMP)?
Dr. Schaefer. If confirmed, I will commit to working with the
Office of the Secretary of Defense and the other military departments
to ensure that the Army meets all statutory EFMP requirements to
include centralized oversight, legal assistance, and an online
enterprise EFMP system to make enrollment, assignment coordination, and
family support access easier and more responsive to soldier and family
needs. I will also reach out and to listen to soldiers and families
with special needs in order to implement continued improvements to
ensure the highest quality of life for those Army families with
exceptional needs.
18. Senator Blackburn. Dr. Schaefer, what issues do you see with
continuity of care in the EFMP?
Dr. Schaefer. It is imperative that these Army families receive
coordinated care and that issues with the continuity of care for EFMP-
enrolled families do not limit the opportunities for soldiers. I am
committed to a comprehensive, all-inclusive approach in coordinating
community support, to include medical, educational, housing, and
personnel services. I am aware that the Army is developing an
Enterprise Exceptional Family Member Program system that integrates key
components and support services for families with special needs. If
confirmed, I will support this important initiative and I will work to
reduce the burden on these families.
19. Senator Blackburn. Dr. Schaefer, do you believe EFMP families
are adequately served while experiencing long gaps after executing a
permanent change of station (PCS)?
Dr. Schaefer. None of our EFMP families should experience gaps in
care or services. If confirmed, I will work with DoD to ensure Army
families worldwide always have the care and services needed to meet
their special needs. I will work to reduce the inherent stress of
relocation on soldiers, which can be compounded by the complex demands
on families with special needs who must regularly re-establish medical
care and services. I am aware the Army conducts pre-medical screenings
to ensure care and services are in place before issuing assignment
instructions and to mitigate any gap between providers. Additionally,
soldiers are provided with two pre-screened and medically-approved
location choices to research and choose the assignment that best
supports their family's needs. If confirmed, I will promote initiatives
and programs that facilitate care and services, while also working to
minimize support gaps due to relocation.
talent management
20. Senator Blackburn. Dr. Schaefer, how does the Army's Talent
Management Strategy make itself more desirable to American youth whose
interest is at its lowest point since 2007?
Dr. Schaefer. I am extremely concerned about the low propensity to
serve in the military among American youth. It is my understanding that
the primary factors driving down propensity remain negative economic
and political perceptions, attitudes, and social norms. The number of
qualified applicants also continues to decrease due to a corresponding
increase in overweight and medically disqualified applicants. As such,
the Army, in my judgement, must expand past its traditional markets and
influencers. The current environment requires the Army to pivot quickly
to make the Army more relatable and to resonate more with the changing
priorities of the American public--especially America's youth. Army
marketing is critical in correcting misinformation, educating potential
recruits, and generating interest in serving in the Army. For instance,
the Army offers exceptional opportunities for Americans in fields such
as cyber. The men and women who choose to join the Army receive highly
technical training, gain real life experiences, and have the
opportunity to have a fulfilling career working on complex problem
sets. However, that message is not always reaching the right audiences.
If confirmed, I will support the execution of a new marketing strategy
that radically alters the historical marketing paradigm.
The Army's Talent Management Strategy has implemented a number of
innovative initiatives that make the Army more desirable by infusing
more flexibilities into the Army career management system and better
aligning an individual's job with their skill sets. If confirmed, I
would continue to support and build on these efforts. I understand the
Army is pursuing a new approach to recruiting that will seek to match
an individual's talents with skill gaps of the Army. I believe this
approach would allow the Army to utilize principles of Talent
Management to align the right person to the right position at the right
time. If confirmed, I look forward to working in collaboration with the
Army Enterprise Marketing Office and the Army Talent Management Task
Force to pursue an All-Army recruiting effort that will expose today's
youth to the Army on a more personal level and result in improved
recruiting and retention.
21. Senator Blackburn. Dr. Schaefer, what is your understanding of
current data and analytic deficiencies in the Army?
Dr. Schaefer. Given my research at RAND, I have a broad
understanding of some of the current data and analytical deficiencies
in the Army. The Army uses multiple disparate data analytic systems
causing an inability to see across grade and military occupational
specialties across the Active, Reserve, and National Guard forces. I
understand that the Army has already corrected some data deficiencies,
including in talent management. I am also aware that Secretary Wormuth
recently released a set of objectives for the Army, and one of these is
for the Army to be more data driven. If confirmed, I will do what I can
to help Secretary Wormuth meet this objective by continuing to push for
consolidation of systems and data to ensure the Army takes advantage of
cutting-edge analytics to improve the Army's management of the force.
It is my understanding that the Army is developing several analytic
tools and models in its personnel management, from predicting retention
at the individual level to implementing intelligent career mapping
tools. I also understand the Army has recruited analytics professionals
with the goal of ``upskilling'' the entirety of its force through an
ambitious data literacy program. If confirmed, I will continue to
advocate for the modernization of the Army's data talent and data
systems, emphasize the importance of quality data and analytics
platforms in the human domain, and support programs that allow the Army
to leverage the best practices and platforms of our partners in
academia and industry.
22. Senator Blackburn. Dr. Schaefer, the Army National Guard is a
key asset to our Nation; therefore, how do you bolster recruitment and
retention in emerging technology areas?
Dr. Schaefer. I understand the National Guard is attempting to
bolster recruiting in emerging technology areas through efforts like
direct commissioning programs into low density branches such as cyber;
partnerships with Junior Reserve Officer Training Corps Cyber Pilot
schools; and national marketing for Science, Technology, Engineering,
and Mathematics (STEM) careers within the National Guard. If confirmed,
I will work with the Army National Guard on all of these efforts.
Additionally, I will support the Army National Guard in their
participation in the Tailored Strategic Retention Pilot Program--an
initiative designed to retain Cyber soldiers in the Reserve component
by finding them competitive careers with major corporations. If
confirmed, another way I intend to support the Army National Guard
recruiting efforts is through marketing. The Army's marketing strategy
attempts to match an individual's civilian acquired skills with skill
gaps in the Army. If confirmed, I will work to bolster the Army
National Guard's localized marketing efforts across the 54 States,
Territories, and the District of Columbia to recruit talent from
emerging technology businesses.
23. Senator Blackburn. Dr. Schaefer, what are your readiness
concerns specific to the Army National Guard?
Dr. Schaefer. We have asked a lot of our Army National Guard
soldiers over the last several years and they have admirably performed
those numerous missions. In addition to global deployments, Army
National Guard soldiers have been at the forefront of domestic
operations including providing support to the nation's COVID response
and vaccine distribution, Southwest border operations, and emergent
requirements. It is my understanding that there are concerns that
center on the current readiness model that has a 12-month modernization
period with 39 total training days within a 5-year cycle in comparison
to the Active Component's 8-month phase within a 2-year cycle. This
results in a slower modernization rate for the Army National Guard. To
ensure the Army National Guard remains a ready, modern, and
interoperable component, the Total Army must consider these challenges
and advocate for the Army National Guard to receive the required
resources to both modernize and properly support the nation's current
and future requirements.
__________
Questions Submitted by Senator Josh Hawley
indo-pacific theater
24. Senator Hawley. Dr. Schaefer, Secretary of Defense Lloyd Austin
has designated China as DOD's pacing threat and the Indo-Pacific as its
priority theater. Do you agree with these designations?
Dr. Schaefer. I agree, although Russian aggression in Ukraine is
also cause for significant concern. As Secretary Austin stated, China
is the pacing threat for our national security. This designation should
make the Indo-Pacific the DoD's priority theater. Over the past few
decades, China has steadily modernized its military to counter
traditional United States military strengths. They have done so over a
period of time during which the United States Military largely focused
on stabilization campaigns in Iraq and Afghanistan. As a result of its
military modernization, China has an increasing ability to use
militarily coercion as a tool, particularly in the Indo-Pacific
theater, while working to place our ability to project power at risk.
Going forward, this is a serious challenge and one that requires
enduring attention. Given the designation of China as the pacing
threat, the Army and the Department of Defense, in my opinion, must
maintain a strong and effective deterrent capability in the region. The
Army has an important role to play as part of the joint force in the
Indo-Pacific theater.
25. Senator Hawley. Dr. Schaefer, if China is our pacing threat,
from a personnel standpoint, do you think we should be finding ways to
increase servicemembers' time at Indo-Pacific duty stations, so they
can build familiarity with the Chinese military threat, relevant allies
and partners, and the operating environment?
Dr. Schaefer. I agree that increasing servicemembers' familiarity
with a region of particular concern can help bolster Army readiness. If
confirmed, I commit to assessing the need, value, and cost of
increasing soldiers' time at stations in the Indo-Pacific in light of
the threats that exist in that particular theater, as well as potential
second- and third-order impacts on Army soldiers and families, and
impacts to the Army's ability to meet other combatant commander
requirements.
______
[The nomination reference of Dr. Agnes G. Schaefer
follows:]
[GRAPHIC NOT AVAILABLE IN TIFF FORMAT]
______
[The biographical sketch of Dr. Agnes G. Schaefer, 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. Agnes G.
Schaefer 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. Agnes G. Schaefer was reported to
the Senate by Chairman Reed on March 8, 2022, with the
recommendation that the nomination be confirmed. The nomination
was confirmed by the Senate on December 21, 2022.]
------
[Prepared questions submitted to Dr. Ravi I. Chaudhary by
Chairman Reed prior to the hearing with answers supplied
follow:]
Questions and Responses
duties and qualifications
Question. What is your understanding of the duties and
responsibilities of the Assistant Secretary of the Air Force for
Energy, Installations, and Environment (ASAF(EI&E))?
Answer. I understand the Assistant Secretary of the Air Force for
Energy, Installations, and Environment (ASAF(EI&E)) is the Department
of the Air Force principal responsible for Air Force and Space Force
installations strategy and strategic basing; built and natural
infrastructure; facility, process, and operational energy; environment,
safety, and occupational health. The ASAF(EI&E) provides guidance,
direction, and oversight for all matters pertaining to the formulation,
review, and execution of plans, policies, programs, and budgets to
ensure the sustainment, protection, and overall mission assurance of
Department of the Air Force installations.
Question. What background and experience do you possess that
qualify you to perform the duties and functions of the ASAF(EI&E)?
Answer. I possess over 25 years of experience as an Aerospace
Engineer, Air Force Pilot, and Senior Executive in Government. I spent
a little over two decades on active duty, where I led a variety of
critical missions-sets for the Department of the Air Force. From
supporting space launch of the first GPS constellation to leading
critical flight tests and joint combat operations, these missions
afforded me the opportunity work at a diverse range of military
installations and understand how they operate, and assess their needs.
I've served at Operational Flying Installations, Training Bases, Test
Ranges, Space Launch Complexes, Engineering Product Centers and Air
Logistics Centers. I have also had the experience of flying into and
out of numerous overseas and forward bases. As a result of these
experiences, I gained a deep understanding of the vital role
installations play in the readiness of our joint force. Furthermore,
leading coalition operations in Iraq and Afghanistan gave me a
comprehensive understanding of how combatant commanders depend on
installations and their infrastructure to deter adversaries, and
project combat power when deterrence fails--particularly during surge
operations. My service also brought me to the Pentagon, where I worked
on high-level strategy, force posture, budget, and transformation of
the Total Force to reflect the right strategic mix between active and
reserve components. I am a certified joint planner, and possess DOD's
highest Acquisition Certifications, including Level III in Test and
Evaluation and Level II in Program Management.
As a Technologist, I hold degrees in Aeronautical/Aerospace and
Industrial Engineering. I am an Associate Fellow of the American
Institute of Aeronautics and Astronautics. My senior undergraduate
thesis focused reducing drag on aircraft through the use of winglets,
and was published in peer reviewed conference proceedings. I also
completed undergraduate design work on solar powered electric aircraft,
designed for fuel savings and high loiter altitudes. In my doctoral
program I published corporate strategies to accelerate drone aircraft
development as a method of accelerating innovation in the information
age.
In addition, I possess a complete understanding of theory,
doctrine, planning, and execution of Air and Space Power. I am a
graduate of Air Force Squadron Officer School, Air Command and Staff
College, as well as Air War College (distance learning). I have
received acclaim for my published works in the application of airpower
at the strategic, operational, and tactical levels of war.
Upon completion of my Air Force career, I had the privilege of
serving in Washington as a Senior Executive at the Federal Aviation
Administration, where I was responsible for leading a team of Regional
Administrators in nine regions, and a federal workforce of over one-
thousand employees. Among my diverse responsibilities, I oversaw the
transformation of major federal facilities and airports, including
projects designed to reduced carbon footprint and increase
environmental stewardship, and innovate in our nation's space program.
My duties required extensive interagency collaboration with the DOD,
EPA, Department of Interior, as well as State, Local, and Tribal
governments on complex aviation issues ranging from navigation and
spaceports to protection of our natural resources. I regularly
collaborated with the Air Force on spaceport and other launch issues,
and even worked with the National Reconnaissance Office (NRO). Many of
the programs I led are directly applicable to the issues Air Force
installations face, such as airspace deconfliction, aircraft noise in
local communities, real property management, OSHA compliance,
protection of endangered species, and environmental restoration. If
confirmed, these executive experiences will arm me with the skills to
be successful as ASAF (EI&I).
Question. In particular, what management and leadership experience
do you possess that would apply to your service as ASAF(EI&E), if
confirmed?
Answer. As a former Senior Executive in the Federal Government, I
have been entrusted with leading a large enterprise of federal
employees, to include a nationwide team of 12 Regional Administrators
and Deputy Regional Administrators leading operations in all 50 states.
This experience includes developing and executing a strategic vision to
support agency and administration priorities, execution of a large
budget, and human resource activities for over a thousand federal
employees. I possess executive management credentials certified by the
Federal Government Office of Personnel Management (OPM), and I am a
graduate of the Federal Executive Institute's seminal executive
training course, ``Leadership for a Democratic Society.'' I have
studied executive leadership and innovation at the doctoral level, and
I am a graduate of the Georgetown University Doctoral of Liberal
Studies program, where I studied advanced policy, global economics,
ethics, post-modernism, innovation, and executive decision-making.
As a military officer I have experience as an Aircraft Commander,
Assistant Operations Officer, Squadron Commander, and Director level
staff activities. I have led both small and large-scale coalition
operations in austere military bases, and theater wide command and
control activities, and multi-national operations to execute joint
rescue from command centers in Iraq. I have had the opportunity to lead
or chair large cross functional teams such as Joint Interagency Working
Groups, Industry Integrated Product Teams, or Science-Based Consortia
with Academia, and the Non-Profit sector.
If confirmed, these executive experiences will arm me with the
skills to be successful as ASAF (EI&E).
Question. Do you believe that there are any actions you need to
take to enhance your ability to serve as the ASAF(EI&E)?
Answer. If confirmed, I will meet with senior career leadership who
manage their respective areas of the EI&E portfolio to gain a full
understanding and status of current issues. I will make an assessment
on what is working well and where adjustments should be made. I will
also establish a collaborative relationship with EI&E counterparts in
the other services and OSD to ensure consistency across the services
and leverage best practices where they make sense. I will also take the
time to visit Air Force and Space Force installations to meet with
airmen, guardians, and their families to hear their perspective,
understand their challenges, and be responsive to their needs.
Furthermore, I will meet with communities adjacent to installations,
and with local officials to strengthen partnerships. I will maintain an
open-door policy and coordinate frequently with other federal agencies,
states, tribes, Congressional offices, industry, and academia in order
accomplish EI&E missions and goals.
Question. If confirmed, what actions would you take to develop and
sustain an open, transparent, and productive relationship between your
office and Congress, and the Senate Armed Services Committee, in
particular?
Answer. If confirmed, I will ensure that the office of the
Assistant Secretary of the Air Force for Energy, Installations, and
Environment, ASAF EI&E, maintains a collaborative relationship with
Congress and the Senate Armed Services Committee. We will ensure a
transparent, communicative, and responsive relationship exists with
Congress. We will address Congressional inquiries and concerns with the
utmost expediency and comply with Congressional mandates.
major challenges
Question. In your view, what are the major challenges that confront
the ASAF(EI&E)?
Answer. In my view, major challenges that confront the ASAF(EI&E)
include providing and maintaining adequate resources to support the
mission and airmen and guardians. This can include addressing risks
from infrastructure deterioration and maintenance, a changing climate
to Department of Air Force facilities and infrastructure, such as more
frequent and severe weather events; assuring reliable and resilient
energy, both installation energy and operational energy, to
successfully execute Air Force and Space Force missions; and
remediation of emerging contaminants, such as PFAS at and surrounding
Department of the Air Force installations.
Question. If confirmed, what actions would you take, in what order
of priority, and on what timeline--to address each of these challenges?
Answer. If confirmed, I would work with Secretary Kendall, Under
Secretary Jones, the Chief of Staff of the Air Force, the Chief of
Space Operations, and the ASAF(EI&E) Deputy Assistant Secretaries to
ensure proper prioritization of requirements for successful mission
execution and services for all airmen, guardians, and their families,
at all Department of the Air Force installations. I would work with
Congress to ensure the ASAF(EI&E) receives the necessary authorities
and funding to continue successful implementation of Department of the
Air Force installation priorities and initiatives.
national defense strategy and interim national security strategic
guidance
Question. The 2018 NDS outlines the threats confronting the United
States: a rising China, an aggressive Russia, and the continued threat
from rogue regimes and global terrorism. In March 2021, the Biden
Administration issued its Interim National Security Strategic Guidance,
which sets out the national security priorities for the Administration.
Among these priorities is the requirement to ``promote a favorable
distribution of power to deter and prevent adversaries from directly
threatening the United States and our allies, inhibiting access to the
global commons, or dominating key regions''. The Administration has
initiated the process of preparing a new National Defense Strategy,
planned for issuance in 2022.
In your view, does the 2018 NDS accurately assess the current
strategic environment, including the most critical and enduring threats
to the national security of the United States and its allies? Please
explain your answer.
Answer. Notwithstanding the current COVID pandemic, I think the
2018 National Defense Strategy accurately identifies the central
challenge to the prosperity and security of the United States as the
``re-emergence of long-term, strategic competition'' by near-peer
nations such as China and Russia. I believe peer and near-peer
strategic competitors such as China and Russia will continue to be
enduring threats to the distribution of power across the world, in
addition to regional actors like Iran and North Korea and non-state
actors, such as violent extremist and terrorist organizations. Climate
change, including climate-related disasters, will continue to be
especially costly to Department of Air Force installations while
simultaneously opening the Arctic Region to competition. These issues
can create opportunity to invest in new ideas and concepts to ensure
the Department of the Air Force remains a credible deterrent in the
future strategic environment.
Question. In your view, how does the Office of the ASAF(EI&E)
directly support the NDS?
Answer. As a former Air Force officer, I know first-hand the
Department of the Air Force fights from its bases. The readiness and
resiliency of Department of the Air Force installations, especially
those located at key locations across the globe, are a matter of
strategic importance for the United States. With every Air Force and
Space Force mission starting and ending on an installation, they are
foundational enablers to rapid power projection, testing and
development of key warfighting capabilities, and training and
interoperability of the Joint force and key allies. Additionally,
nearly 340,000 Active Component and 175,000 Reserve Component
servicemembers organize, train, and equip at Air Force and Space Force
installations--and for thousands of airmen, guardians, and their
families, installations also serve as their homes. The ability of the
Department to provide a lethal force, ensure strong alliances and
attract new partners, and achieve increased efficiencies depends on
secure and effective installations.
Question. What are the key areas in which the Air Force must
improve to provide the necessary capabilities and capacity to the Joint
Force to prevail in great power competition and potential conflict with
China?
Answer. I understand Department of the Air Force installations will
be important power projection platforms, especially those in the Indo-
Pacific region, in any potential conflict with China. The ability of
the Joint Force to deploy from forward OCONUS locations in the region
or cross the Pacific Ocean rely on aircraft and other capabilities
which originate at Department of the Air Force installations. If
confirmed, I would work to ensure installations are ready and resilient
against an ever-evolving myriad of challenges, including physical,
cyber, natural, and extreme weather threats, to successfully deploy
weapon systems and ensure continuity of space capabilities in support
of global contingency operations. Additionally, I would work with
ASAF(EI&E) experts to ensure optimization and modernization of legacy
aircraft through operational energy initiatives to reduce the
Department of the Air Force's reliance on fuel consumption and increase
aircraft efficiency.
Question. What Department of the Air Force infrastructure and
military construction investments would be required, in your view, to
achieve these improvements?
Answer. If confirmed, I would work with Secretary Kendall,
Department of the Air Force leadership, and ASAF(EI&E) experts to
continue implementing plans to ensure modernized military installations
based on mission-driven requirements. Particularly, I commit to
focusing on prioritizing military construction (MILCON) and
infrastructure requirements that would best allow the Air Force and
Space Force to deter potential aggression by China and Russia, as well
as nuclear enterprise modernization and investments in housing,
dormitories, child development centers, and community support centers
to ensure the wellbeing and quality of life of airmen, guardians, and
their families.
Question. What are the key areas in which the Air Force must
improve to provide the necessary capabilities and capacity to the Joint
Force to prevail in great power competition and potential conflict with
Russia?
Answer. Similar to a potential conflict with China in the Indo-
Pacific region, I understand Department of the Air Force installations
will be important power projection platforms in Europe to ensure air
dominance and airspace control in support of contingency operations
against potential aggression by Russia. If confirmed, I commit to
ensuring Department of Air Force installations in Europe continue to be
hardened against all threats, particularly cyber threats, thereby
securing mission assurance and ensuring resilient critical
infrastructure. Additionally, similar to the Department's efforts in
the Indo-Pacific region, I would commit to working with ASAF(EI&E)
experts to ensure optimization and modernization of legacy aircraft
through operational energy initiatives to reduce reliance on fuel
consumption, thereby increasing aircraft efficiency and ensuring
Department of the Air Force aircraft are able to remain on station for
longer periods of time.
Question. What Department of the Air Force infrastructure and
military construction investments would be required, in your view, to
achieve these improvements?
Answer. If confirmed, I would work with Secretary Kendall,
Department of the Air Force leadership, and ASAF(EI&E) experts to
ensure Department of the Air Force investments in infrastructure at
installations in Europe prioritize resiliency against physical attacks
and cyber-attacks which would target mission assurance infrastructure,
such as power sources. Overall, I commit to focusing on investments
that would ensure power projection and support of contingency
operations should conflict arise in Europe.
military housing privatization initiative
Question. In the Fiscal Year 1996 National Defense Authorization
Act (NDAA), Congress established the Military Housing Privatization
Initiative (MHPI), providing the Department of Defense (DOD) with the
authority to obtain private-sector financing and management to repair,
renovate, construct, and operate military housing. DOD has since
privatized 99 percent of its domestic housing. In 2019, the Senate
Armed Services Committee held three hearings to address concerns voiced
by military families living in privatized housing that the program has
been grossly mismanaged by certain private partners, that military and
chain of command oversight were non-existent, and that in speaking out
about the appalling condition of the quarters in which they lived, they
were opening themselves to reprisal.
Question. What are your impressions of the overall quality and
sufficiency of Air Force family housing, both in the United States and
overseas?
Answer. I have seen publicly available information, such as from
news articles in the past, that described an inadequate quality and
poor experiences in privatized housing. However, I understand that
reforms have been undertaken. I have not had any recent personal
experience with Department of the Air Force privatized housing. If
confirmed, I will prioritize safe, quality, well-maintained housing and
fair treatment from Military Housing Privatization Initiative (MHPI)
companies for airmen, guardians, and their families.
Question. What are your views of the current goals and structure of
the Department of the Air Force's military housing privatization
program?
Answer. I believe servicemembers and their families deserve safe,
quality, well-maintained housing, as well as fair treatment from
Military Housing Privatization Initiative (MHPI) companies. If
confirmed, I will review the current goals and structure of the
Department of the Air Force's housing program and determine how we can
improve privatized housing for airmen, guardians, and their families.
Question. What has the Air Force done to address servicemember and
family member concerns regarding the untenable living conditions
prevalent in certain privatized housing locales?
Answer. While I do not currently have specifics on the Department
of the Air Force's efforts on this issue, I understand there has been
implementation of the MHPI Tenant Bill of Rights to ensure military
families have access to all available resources for addressing
untenable living conditions, to include a dispute resolution process,
access to maintenance histories, and a universal lease. If confirmed, I
look forward to understanding what efforts the Department has done to
address this topic.
Question. If confirmed, as the ASAF(EI&E), what would you do to
ensure accountability among Air Force leaders for oversight of the
privatized housing program?
Answer. If confirmed, I will work to ensure all Department of the
Air Force installation and garrison commanders have the staff,
resources, and authorities needed in order to advocate for military
families living in privatized housing. Additionally, I commit to
ensuring that housing privatization reform requirements directed by
Congress are fully implemented, as well as to diligently work to ensure
that privatized housing companies meet the needs of their tenants and
provide housing quality at the highest standards.
Question. If confirmed, what would you do to improve applicable
business operations constructs and vest accountability in MHPI
contractors for strict compliance with the terms of their public-
private partnership agreements with the Department of the Air Force?
Answer. If confirmed, I will review the Department of the Air
Force's MHPI agreements with privatized housing companies and evaluate
their business operations constructs to ensure they provide safe,
quality homes for airmen, guardians, and their families for the
duration of the MHPI agreements.
Question. What are your views of the efficacy of the MHPI reforms
enacted in the FY2020 NDAA, as amended by the FY 2021 NDAA?
Answer. At this time, I do not have access to the information
necessary to provide views of the efficacy of the NDAA reforms.
However, if confirmed I will review the provisions in detail and
evaluate the efficacy of the provisions, as well as additional areas
where Congress might assist in improving the MHPI program for all
airmen, guardians, and their families.
Question. What do you believe to be the root causes of the MHPI
crisis?
Answer. At this time, I do not have access to the information
necessary to identify the root causes of the MHPI crisis. However, if
confirmed, I will work with the ASAF(EI&E) experts and senior
leadership to determine where the MHPI program may have fallen short,
what has been accomplished to address the root causes of the MHPI
crisis, and work swiftly toward addressing any remaining shortfalls.
Question. Do you believe the Air Force has rectified these
problems, notwithstanding Congress's continued receipt of complaints
from military families?
Answer. I believe the wellbeing of airmen, guardians, and their
families is of utmost importance to the Department and it takes
seriously all concerns regarding their housing conditions. However, I
believe more work is needed and if confirmed, I will work closely with
the ASAF(EI&E) experts to continue efforts to improve the housing
conditions for all airmen, guardians, and their families.
Question. If not, what would you do differently to address this
issue, if confirmed?
Answer. At this time, I do not have access to the information
necessary to address an alternative course of action on this issue.
However, if confirmed, I will review previous actions undertaken by the
Department and continue to seek ways to advocate on behalf of military
families and have a structure that responds to their needs.
Question. What role would you establish for yourself, if confirmed
to be the ASAF(EI&E), in ensuring that the Department of the Air
Force's use of direct hire authority to fill vacancies in military
installation housing offices results in the timely hire of highly
qualified individuals to perform these critical duties?
Answer. If confirmed, I will review the hiring process and advocate
for direct hire authority, as well as other tools, to enable better
oversight of privatized housing.
Question. If confirmed, how would you view and order your
relationship with the private contractors who own and manage the
privatized housing agreements with the Air Force?
Answer. If confirmed as a senior leader in the Department of the
Air Force with responsibility over housing, I would work closely with
MHPI companies, ensuring open communication and collaboration to
resolve any issues that would impact the quality of life of the airmen,
guardians, and their families living in privatized housing.
Question. What do you view as your obligations to the ``partners''?
Answer. If confirmed, I will review the business agreements of MHPI
companies and set appropriate expectations to ensure they fulfill their
agreements to provide safe and quality home for airmen, guardians, and
their families.
Question. What do you view as your obligations to the airmen and
family members who reside in military housing?
Answer. If confirmed, my obligation would be to ensure all
Department of the Air Force servicemembers and their families are
provided the safe, quality, well-maintained housing they deserve.
Question. If confirmed to be ASAF(EI&E), how would you order your
relationship with DOD's Chief Housing Officer?
Answer. If confirmed, I would seek to establish a healthy
partnership with the DOD Chief Housing Officer and pursue collaborative
opportunities to improve housing for airmen, guardians, and their
families.
Question. What are your views on establishing command
accountability by having MHPI issues become part of the performance
evaluations of base commanders and their senior enlisted counterparts?
Answer. As a former Air Force officer, I understand that commanders
have responsibility for the wellbeing of their airmen and guardians
under their command and residing on their installations. If confirmed,
I will consult Department of the Air Force leadership to determine how
best to implement this command accountability across the chain of
command.
Question. Given the challenges associated with the MHPI, do you
support the further privatization of the Military Service lodging
facilities?
Answer. If confirmed, I would consult with Department of the Air
Force experts regarding the business case for privatization of military
service lodging facilities and leverage best practices and lessons
learned from MHPI if privatization is feasible and advisable.
base realignment and closure
Question. In past years, DOD has requested Congressional
authorization to conduct another Base Realignment and Closure (BRAC)
round.
Do you believe another BRAC round is necessary? If so, why?
Answer. If confirmed, I commit to consulting with Air Force and
Space Force leadership, as well as ASAF(EI&E) experts, to determine if
the Department of the Air Force would benefit from an additional round
of BRAC. Additionally, I commit to reviewing the Department of the Air
Force's force structure laydown to identify opportunities to improve
posture and reduce excess capacity in support of national defense. I
fully recognize the role military communities play and how important
they are to the success of the Air Force and Space Force. If it is
determined that another BRAC round is necessary, I would commit to
finding solutions to support both the effectiveness and efficiency of
the military, but also consider the impacts on the communities that
support Department of the Air Force installations.
Question. Were Congress to authorize another BRAC round, what is
your understanding of the responsibilities that would be assigned to
the ASAF(EI&E) for formulating BRAC recommendations?
Answer. If confirmed, and if another BRAC round is authorized by
Congress, I understand my primary role would be to advise the Secretary
of the Air Force on the goals intended to be achieved by the Air Force
and Space Force from a BRAC, as well as serve as primary liaison with
Congress, State, and local community leaders regarding BRAC actions in
their jurisdictions. I also understand I would play a key role in
developing realignment and closure recommendations supported by both
operational imperatives and business cases. If the recommendations were
to be approved, I understand I would be primarily responsible for
ensuring all BRAC actions are executed on time and within budget and
appropriately incorporate local community equities.
Question. How would you undertake execution of these
responsibilities?
Answer. If confirmed, the first step is understanding the
objectives of a BRAC round as determined by the Secretary of Defense
and the Secretary of the Air Force, as well as the priority order. I
commit to reviewing the lessons learned from prior rounds of BRAC and
ensure those were incorporated into any analysis or recommendation
developed. I also commit to understanding what changes have occurred
since DOD last conducted a BRAC, such as privatized housing agreements
and technological advances that might warrant exploration of different
approaches to this process.
Question. It has been noted repeatedly that the 2005 BRAC round
resulted in significant unanticipated implementation costs and saved
far less money than originally estimated.
Do you believe such issues could be anticipated and addressed
suitably in a future BRAC round, and if so, how?
Answer. While I do not have first-hand knowledge of the 2005 BRAC
round, if confirmed I commit to ensuring robust management and
oversight of the program, paired with proactive communication with
Congress and community stakeholders. If another BRAC round is
authorized in the future, I believe there should be a clear focus to
develop recommendations to achieve savings through reduction of excess
infrastructure.
Question. What steps has the Department of the Air Force taken to
share with the other Military Departments and Services its ``lessons
learned'' from the environment remediation in support of the
redevelopment of military bases closed under BRAC--particularly with
respect to the remediation of emerging contaminants?
Answer. At this time, I do not have access to the information
necessary to understand the specific steps shared with the other
Military Departments and Services. However, if confirmed, I commit to
ensuring the Department of the Air Force BRAC program is appropriately
resourced and has the processes in place to comply with DOD's
established mechanisms for sharing lessons learned, including those
from environmental remediation and the unique challenges posed by
emerging contaminants.
installation modernization and resilience
Question. Decades of underinvestment in DOD installations has led
to substantial backlogs in facilities maintenance, while making it more
difficult for DOD to leverage new technologies that could enhance
installation efficiency and productivity. Yet, the quality of
installation resilience directly impacts the entire spectrum of
military operations--from force development through power projection,
interoperability with partner nations, and force sustainment--while
providing an appropriate quality of life for airmen and their families.
In your view, does the Department of the Air Force receive adequate
funding for its installations? Please explain your answer.
Answer. I understand the Department of the Air Force fights from
its installations and they are vital to its mission capability and
readiness. If confirmed, it will be my responsibility to ensure the
allocation of adequate funding to the maintenance of these facilities
to ensure execution of operational requirements and the quality of life
aspects for all airmen, guardians, and their families.
Question. Do you have specific plans to leverage infrastructure and
modernization to improve the quality of life for Air Force
servicemembers and their families?
Answer. If confirmed, I will use all processes available to me to
improve quality of life issues. The first step will be working with
Department of the Air Force senior leaders, ASAF(EI&E) experts, airmen,
and guardians identify the areas where quality of life has been
diminished and then execute the most efficient methods to address these
issues. Congress will continue to be a vital partner in this process.
Question. Military Construction (MILCON) accounts have failed to
see the same amount of growth over the last several years as have other
accounts such as procurement and research and development.
If confirmed, what arguments would you advance to advocate for
additional MILCON dollars during budget builds?
Answer. If confirmed, I will closely examine the way the Air Force
prioritizes funding for and manages its facilities and infrastructure.
I will also work with appropriate agencies within the Department to
determine appropriate funding levels and budget to those levels.
Question. The Department of the Air Force defines ``installation
resilience'' as the capability of a military installation to avoid,
prepare for, minimize the effect of, adapt to, and recover from extreme
weather events, or from anticipated or unanticipated changes in
environmental conditions. The range of threats against which a military
installation must maintain resiliency is every growing, including:
cyber threats, physical attacks, political influence, and extreme
weather events.
Given the 2018 NDS, what priority in the Air Force program would
you accord the survivability of Air Force expeditionary advances bases,
forward operating bases, and other locations?
Answer. I understand that the Air Force and Space Force fight from
their installations and infrastructure resilience supports the
Department's ability to project power. I agree with Secretary Kendall's
assessment that ``the U.S. Air Force needs to spend more to protect its
Pacific bases from Chinese missiles.'' If confirmed, one of my top
areas of focus will be on the resiliency of the Department's permanent
overseas bases, as well as CONUS installations. I believe that all Air
Force and Space Force installations must build resiliency against a
growing number of threats, including conventional attacks, sabotage and
espionage, severe natural disasters and climate change, and non-
geographic domain threats including information, space, and cyber. If
confirmed, I will advocate for continued analysis, stress-testing, and
investment in an integrated Department of the Air Force installation
strategy.
Question. What is the Air Force doing to assess and prioritize
facility requirements for prepositioned forward fuel, stocks, and
munitions, as well as to generate options for non-commercially
dependent distributed logistics and maintenance--all to ensure
logistics sustainment in the face of persistent multi-domain attack?
Answer. At this time, I do not have access to the information
necessary to make an informed assessment of current Department of the
Air Force efforts to prioritize these particular facility requirements
and how it plans to operate outside of commercially supported logistics
and maintenance. If confirmed, I will request an update on how the
Department identifies and prioritizes requirements for operating in a
contested environment, as well as what options are available for
independent logistics and maintenance. Additionally, I will ensure this
process supports the warfighter and the National Defense Strategy.
extreme weather events
Question. President Biden has declared that climate change is an
essential element of national security and foreign policy. Secretary
Austin has stated that DOD will include the security implications of
climate change in risk analyses, strategy development, and planning
guidance. If confirmed, you would sit on the Secretary's Climate
Working Group and your portfolio would oversee energy resilience and
environmental threats to military installations. Thus, you would have a
major role in implementing this guidance.
What is your understanding of the ways in which climate change
poses a risk to national security and the Department's responsibility
to prepare for its impacts?
Answer. I understand climate change may drive increased mission
demands or contingencies in regions in response to resource
competition, geopolitical instability, and a growing need for
humanitarian assistance and disaster response to recover from severe
weather or climate-related events. The changing climate and more
frequent and severe weather events are a threat multiplier and impact
Department of the Air Force installations around the world. Increasing
temperatures, changing precipitation patterns, and more intense and
unpredictable extreme weather conditions pose continuing and new risks
to Air Force and Space Force installations, facilities, operations, and
readiness.
Question. How do you believe the Department should incorporate
climate change into its risk analyses, strategy development, and
planning guidance?
Answer. I believe preparation is the key to creating a more
operationally-ready Air Force and Space Force that can effectively
execute its missions and contend against strategic competitors. If
confirmed, I would work with Secretary Kendall and Department
leadership to incorporate climate change considerations into relevant
strategy, planning, and analyses to minimize climate change and severe
weather event impacts while maximizing the Department's ability to
successfully execute the mission.
Question. How should readiness and budget concerns factor into
these assessments?
Answer. How the Department prepares the force and invests today
will directly impact mission effectiveness tomorrow. The Department of
the Air Force must balance the need to modernize the force to be more
resilient and more agile to climate change considerations while also
seeking out efficiency savings and balancing the fiscal concerns of
return on investment. If confirmed, I would work with Air Force and
Space Force leadership to make investments in infrastructure, weapon
systems, and equipment to maintain or enhance readiness while also
improving the forces' ability to address climate change considerations.
Question. Section 2801 of the FY 2020 NDAA required each major
military installation to include military installation resilience in
each installation's military plan. If confirmed, how would you ensure
these plans are completed and shared with this Committee?
Answer. If confirmed, I would ensure guidance and appropriate
resources were available to complete military resilience plans in a
timely manner. I understand that in accordance with the FY22 NDAA, the
Department of the Air Force has identified to Congress two
installations to have Installation Climate Resilience Plans completed
by the end of the year and there is a requirement to report back to
Congress on those plans.
energy resilience
Question. It is essential that the Department of the Air Force
maintain the capability to sustain critical operations in the event of
intentional and unintentional grid outages.
If confirmed, what would you do to inculcate energy resilience as a
mission assurance priority for the Department of the Air Force?
Answer. It is my understanding that energy resilience is already
part of the Department of the Air Force mission assurance process. If
confirmed, I would work with Air Force and Space Force leadership to
further ensure continuity of energy resilience across the enterprise
and that all airmen and guardians are prepared to continue their
mission during outages.
Question. If confirmed, what steps would you take to direct the
execution of projects (MILCON or non-DOD funded) to fill gaps in
individualized Installation Energy Plans, to oversee the execution of
these projects, and to identify and remediate resilience gaps both on-
and off- Air Force installations?
Answer. I believe the Department of the Air Force should prioritize
sustainment of the systems, facilities, and infrastructure that support
critical missions, including energy and water requirements. If
confirmed, I will work with Air Force and Space Force leadership, as
well as ASAF(EI&E) experts, to address any critical gaps identified
during the development of Installation Energy Plans.
Question. How can the Department of the Air Force better integrate
energy security and resilience as standard components of its MILCON
projects and programs?
Answer. I believe the Department of the Air Force should consider
energy security and resilience as an aspect of project development--
essentially, all projects are energy projects. If confirmed, I will
ensure the Department actively evaluates energy security and resilience
requirements during the consideration of potential MILCON projects and
programs.
Question. How can Air Force and Joint Force training exercises and
wargames better incorporate real-world scenarios regarding energy-
related threats and constraints--such as less rosy assumptions about
the availability of fuel in the Pacific and assessing black start
ability in response to a cyberattack on commercial electric grids?
Answer. I believe the Department of the Air Force must continue to
identify operational energy risks to explore traditional and
alternative energy support concepts during wargames, as well as through
weapon system design and sustainment activities. If confirmed, I will
review and analyze energy consumption data to make better-informed
decisions on lethality and affordability in the strategic planning
process.
I will also help ensure exercise and wargame scenarios
realistically include adversaries' ability to inject energy-related
threats.
Question. Given the Department of the Air Force's dependence on
non-DOD energy sources, how can the public and private sectors best be
integrated in installation resilience plans and programs to reduce
vulnerabilities, add redundancy, or improve energy management?
Answer. I understand the Department of the Air Force partners with
both the public and the private sector to enhance resilience. If
confirmed, I will continue to encourage those partnerships and will
engage with those parties to ensure the Department provides
installations with the energy and water necessary to achieve critical
mission success.
Question. In your view, is the use of stationary micro-reactors a
workable option to provide long-term energy resiliency to U.S.-based
Department of the Air Force installations?
Answer. While I am aware the Department of the Air Force is
currently engaged in a micro-reactor pilot program, at this time I do
not have access to the information necessary to definitively state if
stationary micro-reactors can provide long-term energy resiliency to
its installations. If confirmed, I will ensure the Department continues
to identify and evaluate existing and emerging technologies for the
potential to provide energy resilience to the Air Force and Space
Force.
Question. What initiatives is the Department of the Air Force
undertaking with respect to development of long duration grid batteries
for use on bases?
Answer. I understand the Department of the Air Force frequently
partners with industry to identify and evaluate new energy
technologies. However, I am unaware of any specific Department efforts
concerning grid batteries.
authorities to improve energy resilience
Question. DOD and the Military Departments can use any number of
authorities and mechanisms to pursue distributed energy projects that
improve installation resilience, increase readiness and mission
assurance, and offer long-term cost savings. These include: Inter-
Government Support Agreements, Other Transaction Authority, Utility
Privatization, Energy Savings Performance Contracts, Utility Energy
Service Contracts, Enhanced Use Leases, and the Defense Community
Infrastructure Program. The Air Force faces a litany of challenges to
fund its infrastructure. If contracts are written properly, non-DOD-
funded mechanisms are excellent ways to lock in cost savings for 25
years, increase resilience, modernize infrastructure, and diversify
energy sources.
If confirmed, what steps would you take to streamline the process
of writing and awarding contracts that will improve mission assurance
through the Air Force's Office of Energy Assurance?
Answer. I strongly believe in leveraging public-private resources
and, if confirmed, I commit to utilizing the authorities provided by
Congress to enhance the Department of the Air Force's energy
resilience. As part of that commitment, I will work cooperatively with
the Office of the Secretary of Defense and Department of the Air Force
senior leaders to incorporate any changes as necessary in the process
to more easily develop and execute agreements.
Question. In your view, how can the Department of the Air Force
improve its use of the above mentioned authorities to secure access to
advanced energy-related technologies and concepts, including cyber-
secure microgrids?
Answer. If confirmed, one of my priorities will be to understand
how to better leverage private sector opportunities to advance
technologies that could enhance Department of the Air Force
installation energy and water resilience. I will ensure the Department
continues to use all authorities for maximum development and fielding
of new energy related technologies with stakeholder collaboration.
operational energy
Question. The Department defines operational energy as the energy
required for training, moving, and sustaining military forces and
weapons platforms for military operations, including the energy used by
tactical power systems, generators, and weapons platforms. On the
battlefield of the future, warfighters will need exponentially more
energy with rapid recharge and resupply over longer operating
distances. The quality of electricity will matter too--the Air Force's
vehicles, sensors, robots, cyber forces, directed energy weapons, and
artificial intelligence will be controlled by systems sensitive to
fluctuations in voltage or frequency.
If confirmed, what priorities would you establish for Department of
the Air Force investments in operational energy technologies to
increase warfighter combat capabilities and reduce logistical burdens?
Answer. The Department of the Air Force must prioritize advanced
operational energy capability. If confirmed, I will look closely at
ways to mitigate the logistical vulnerabilities of the Joint Force to
ensure it can continue to project power. I will also work with DOD and
Department of the Air Force leaders to review new and emerging concepts
in ultra-efficient aircraft and advanced engine design, as well as
methods to optimize legacy aircraft efficiency.
Question. In what specific areas do you believe the Department of
the Air Force needs to improve the incorporation of operational energy
considerations and distributed energy resources into strategic planning
processes?
Answer. The DOD fights as a Joint Force and the Air Force, as the
largest consumer of energy, must continue mitigating logistical
vulnerabilities to ensure it can continue to project power. Securing
access of the Joint Force to energy and water in distributed and
contested environments is critical to mission success. If confirmed, I
will advocate for increased collection and analysis of aircraft energy
consumption data.
Question. How can Department of the Air Force acquisition systems
better address requirements related to the use of energy in military
platforms to decrease risks to warfighters?
Answer. I believe the Department of the Air Force's acquisition
process must consider energy as a foundational capability and include
energy requirements for military platforms from day one. If confirmed,
I will support incorporating energy considerations throughout the
requirements development process and acquisition life cycle.
Question. In your view, how can energy supportability that reduces
contested logistics vulnerabilities become a key factor in the
requirements process?
Answer. I believe the Department of the Air Force must ensure that
strategic energy considerations are closely analyzed for the potential
operational risk, especially in contested environments. If confirmed, I
will work to ensure proper emphasis is placed on energy throughout the
requirements process, informed by operational data and wargaming to
ensure energy risks are adequately captured and addressed.
Question. How can the Air Force broadly include operational energy
improvements in its weapons platforms?
Answer. I believe operational energy improvements are critical to
enhancing warfighting capability by optimizing power usage on the
Department of the Air Force's weapon systems. If confirmed, I will
review and analyze energy consumption data to make better informed
investment decisions on lethality and affordability in the strategic
planning process. I will work with the requirements community within
the headquarters to follow Secretary Kendall's pledge to ensure the
Department considers energy key performance parameters and improvements
in energy use across weapons platforms and throughout the requirements
development process and acquisitions life cycle with the goal of
increasing combat capability and lethality.
Question. In your view, how can the Department of the Air Force
better leverage advancements in data analytics and associated
technologies to improve commanders' visibility into fuel consumption by
the force?
Answer. Data analytics and associated technologies to include
artificial intelligence and machine learning can provide commanders new
insights into the delivery of combat capability. I believe the
Department of the Air Force can leverage fuel consumption data to
enable more missions in constrained fuel environments, prepare for
contingencies with logistics under attack, and reduce fuel and
logistics burdens in peacetime. If confirmed, I will work with the
Department of the Air Force Chief Information Officer and the Office of
the Secretary of Defense to leverage data analytics to identify the
available options for commanders to more optimally execute the mission.
energy conservation
Question. What do you perceive to be the core elements of an
effective energy conservation strategy for the Department of the Air
Force?
Answer. I believe an effective energy conservation strategy for the
Department of the Air Force should consider impacts to resilience and
cost. The Department should also consider how to conserve energy
without putting undue risk to the mission and within fiscal
constraints.
Question. What do you perceive to be the most achievable and
realistic energy conservation goals for the Department of the Air
Force?
Answer. If confirmed, I will evaluate Department of the Air Force
energy consumption to ensure energy and water are utilized in the most
effective and efficient way possible to meet critical mission
requirements.
Question. What do you consider to be a ``stretch goal'' for
Department of the Air Force energy conservation?
Answer. I understand the Department of the Air Force will continue
to work towards mission assurance and incorporating the ``stretch
goals'' set forth in the Biden administration's new Executive Orders to
increase clean energy and sustainability across the government.
Question. If confirmed, what specific actions would you take to
reach these goals, and how would you measure your progress?
Answer. If confirmed, I would work with Air Force and Space Force
senior leaders to create meaningful, measurable benchmarks and set
achievable goals together while encouraging the innovations needed to
meet these goals. In addition, I would communicate Department of the
Air Force requirements to other Federal Agencies (e.g. the Department
of Energy) and industry leaders. Technologies and innovative
applications of technologies in the energy and water sectors are
advancing at an amazing pace and I would work with ASAF(EI&E) experts
to ensure the Department is leading in these areas.
Question. In your view, what has been the impact of the current
Department of the Air Force energy conservation goals? Please explain
your answer.
Answer. It is my understanding that current Department of the Air
Force energy conservation goals have strengthened installation
resilience. Given the Department's mission-centric approach, I
understand energy conservation initiatives are undertaken to support
mission assurance.
water resilience
Question. A secure and reliable supply of water is essential to the
Department of Defense's ability to perform its critical missions on
installations and in support of operational deployments.
If confirmed, how would you lead the Department of the Air Force in
developing a comprehensive water strategy that addresses research,
acquisition, training, and organizational issues?
Answer. I believe water resilience is critical to both short- and
long-term Air Force and Space Force operations. I understand the
Department of the Air Force takes a proactive, risk-based approach to
water resilience, and that is a framework I support. If confirmed, I
will work with Secretary Kendall and Department of the Air Force senior
leaders to ensure policies and strategies incorporate such an approach
and address the need for secure and reliable sources of water.
Question. What actions has the Department of the Air Force already
undertaken to improve access to sustainable water sources in drought-
prone areas across the United States and the globe, and with what
result?
Answer. It is my understanding the Department of the Air Force has
successfully implemented various projects to conserve water, such as
xeriscaping. If confirmed, I will ensure the Department continues to
pursue projects to conserve water where it makes mission and fiscal
sense.
Question. What progress is the Department of the Air Force making
in developing and implementing a technology roadmap to address
capability gaps for water production, treatment, and purification?
Answer. I understand the Department of the Air Force incorporated
the need for water resilience into its Installation Energy Strategic
Plan, with a framework focused on water quantity, availability, and
quality. If confirmed, I will ensure the Plan or its supporting
implementation roadmap addresses those water capability gaps.
Question. What actions has the Department of the Air Force
undertaken to improve water conveyance systems to reduce loss,
recapitalize aging infrastructure, and meet installation mission
requirements?
Answer. While I am unaware of the specific actions undertaken by
the Department in this area, my understanding is installations work
with Department of the Air Force organizations, such as the Office of
Energy Assurance, to identify and improve aging energy and water
systems. If confirmed, I will ensure improvements to critical energy
and water systems remain a focus.
emerging contaminants
Question. The environmental and health effects associated with
exposure to Per- and Poly-fluoroalkyl substances (PFAS) have long been
a major concern for Congress, DOD, military families, and communities
in the vicinity of military installations.
If confirmed, what role would you establish for the ASAF(EI&E) in
addressing potential PFAS contamination at Air Force bases,
installations, and operational platforms?
Answer. I fully recognize and understand the importance of
addressing the national PFAS issue. If confirmed, I will ensure the
Department of the Air Force Environmental Restoration Program is
appropriately resourced. I will continue to contribute to the valuable
work of the DOD PFAS Task Force to find solutions that are protective
of the health and safety of airmen, guardians, their families, and the
communities surrounding Air Force and Space Force installations. I will
also ensure the Department is responsive to Congressional requests for
information and complies with the PFAS-related requirements of the
National Defense Authorization Act.
Question. In your view, what role should the Air Force take in
funding and overseeing PFAS-related environmental cleanup and
restoration activities at Guard and Reserve locations and in
communities adjacent to or near military bases, installations, and
operational platforms?
Answer. It is my understanding the Department of the Air Force
oversees the funding of PFAS related environmental restoration
activities at Air National Guard and Air Force Reserve locations, as
well as those communities adjacent to or near military installations
which may be impacted by Active Component or Reserve Component releases
of PFAS. If confirmed, I will continue this oversight role to ensure
that the Department of the Air Force upholds its commitment to address
impacts from PFAS under the Comprehensive Environmental Response,
Compensation, and Liability Act (CERCLA). I will also ensure
appropriate resourcing for PFAS related environmental restoration
activities across the Air Force and Space Force enterprise, including
for the Air National Guard and Air Force Reserve.
Question. If confirmed, what would be your approach to addressing
public health concerns--including the desires for increased
transparency to servicemembers and their families--regarding alleged
exposures to potentially harmful contaminants on or deriving from Air
Force bases?
Answer. The health and well-being of all servicemembers and their
families is of the utmost importance. If confirmed, I will make sure
the Department of the Air Force is transparent in its actions and
proactively communicates with Congress on this issue. In addition, I
will ensure that when health concerns are reported, they are promptly
reviewed, investigated, and mitigated as appropriate.
resilience to extreme weather events
Question. In 2018 alone, extreme weather caused roughly $9.0
billion in damage at military bases across the United States.
How would you assess the readiness and resource impacts on the
Department of the Air Force from recent extreme weather events?
Answer. If confirmed, I would direct the development of an
actionable plan with specific, measurable goals to address readiness
and resource impacts caused by extreme weather events across the
Department of the Air Force. This plan would acknowledge these
challenges and further address the effects of climate change.
Question. In your view, how can the Air Force best mitigate risks
to Department missions and infrastructure associated with extreme
weather events?
Answer. I believe that, when possible, constructing facilities and
infrastructure out of harm's way is one of the easiest and most cost
effective means to protect Department of the Air Force investments.
When mission requirements make it impossible to relocate from
potentially vulnerable areas, the next best way is to design new
facilities from the ground up to be resilient to the effects of extreme
weather and climate change. Once a facility is built, mitigating
extreme weather should be tied to keeping the facility in good working
condition. A well-maintained facility can withstand strong winds, heavy
rains, and other severe weather much better than a facility which has
fallen into disrepair.
Question. If confirmed to be the ASAF(EI&E), how would you update
the DOD Building Requirements Unified Facilities Criteria to
incorporate designs more resilient to the effects of extreme weather
events to ensure that MILCON-funded structures exist and remain fully
functional for their intended lifecycles?
Answer. If confirmed, I would work with the Office of the Secretary
of Defense and the other Services to update Unified Facilities Criteria
by incorporating industry best-practices for more resilient planning
and design of facilities. I would ensure priority is given to specific
updates which further incorporate major resilience challenges such as
sea level rise, extreme wind, seismic, and flood threats. Furthermore,
I would also incorporate changes which have made Department of the Air
Force facilities and infrastructure easier to maintain, recognizing a
well maintained building is more able to withstand severe weather
events and the impacts of climate change.
environmental compliance
Question. The Department of the Air Force has implemented a robust
environmental compliance program to ensure the Air Force can meet its
title 10 responsibilities, in balance with the need for environmental
stewardship and conservation.
If confirmed to be the ASAF(EI&E), what policies and programs would
you support to educate Air Force leaders and the force about the
imperative of complying with laws and regulations addressing
environmental matters?
Answer. If confirmed, I will ensure the Department of the Air Force
has the resources, environmental policies, training, and education
programs necessary to comply with all applicable environmental
protection laws and regulations. I will ensure the policies direct
Department of the Air Force leaders to incorporate applicable
environmental considerations in all Department programs and activities.
I will also ensure the use of a governance structure and management
system framework that keeps all levels of leadership and operational
forces abreast of Department of the Air Force environmental obligations
with performance monitoring, risk reduction, and continuous improvement
serving as central tenets for sustainable Air Force and Space Force
operations.
Question. If confirmed, how would you work with the Department of
Interior and the U.S. Fish & Wildlife Service to ensure military
readiness, while protecting the environment on and around Army
installations, bases, and ranges?
Answer. If confirmed, I will ensure the Department of the Air Force
continues the successfully collaborative relationship which exists with
the Department of Interior and the U.S. Fish and Wildlife Service. I
will encourage and support initiatives and projects that mutually
benefit the Department of the Air Force readiness mission, while also
helping to achieve the Department of Interior and U.S. Fish and
Wildlife Service goal of species recovery on and around Department of
the Air Force installations and ranges.
Question. What are your ideas as to how the process associated with
generating an Environmental Impact Statement (EIS) could be
streamlined, with a view to completing any future EIS in two years or
less, from start to finish?
Answer. If confirmed, I will work with the Council on Environmental
Quality (CEQ) to update the Department of the Air Force National
Environmental Policy Act (NEPA) implementation regulations. Based on my
current understanding of these regulations, my review would include
possible revisions that streamline EIS preparation procedures, align
them with federal initiatives to increase environmental review
efficiencies, revise and add categorical exclusions, enhance public
participation, and reduce paperwork and delays to promote better
decisions consistent with national environmental policy as set forth in
NEPA.
environmental restoration
Question. Funding for the Department of the Air Force's
environmental restoration program remains a significant part of the Air
Force's overall environmental program budget.
What do you see as the main priorities for environmental cleanup
and restoration in the context of the Department of the Air Force
program?
Answer. I understand the Department of the Air Force's main
priorities for clean-up follow the priorities established by the
Department of Defense, which are to clean up sites that pose the
greatest threat to safety, human health, and the environment first. If
confirmed, I will work to ensure those priorities continue to be
implemented by the Department of the Air Force.
Question. If confirmed, what specific steps would you take to
ensure that the Department of the Air Force continues to program,
budget, and execute adequate funding to permit cleanups under the
Installation Restoration and Military Munitions Remediation Programs so
that they continue apace?
Answer. If confirmed, I will ensure that the Department of the Air
Force remains committed to making the substantial investments necessary
to facilitate timely cleanups under the Installation Restoration and
Military Munitions Response Programs. In my view, funding priorities
should maintain forward progress on ongoing restoration activities and
support continued efforts to address emerging contaminants such as
PFAS.
encroachment on military installations
Question. Competition for space and other forms of encroachment
continue to challenge the resiliency of DOD ranges and amplify the need
for larger hazard areas to execute training, attesting, and operations
to meet NDS requirements. Encroachment on military installations by
commercial and residential development can negatively impact ongoing
operations and significantly delay or halt the construction of new
testing and training facilities vital to generating readiness going
forward.
In your view, can virtual testing and training solutions contribute
to the Department of the Air Force's ability to meet capability
requirements and mitigate the adverse effects of encroachment? If so,
how.
Answer. Yes. Virtual testing and training solutions do contribute
to the Department of the Air Force's ability to meet requirements and
do mitigate the effects of encroachment. However, based on my
experience, I believe virtual solutions, such as flight simulators,
cannot replicate all training a pilot experiences. Virtual solutions
can supplement training but must be balanced with live training.
Question. If confirmed, how would you contribute to the Department
of the Air Force in projecting future operations, testing, and training
range requirements?
Answer. If confirmed, I would work with Secretary Kendall, as well
as Air Force and Space Force leaders, to ensure the Department has the
correct facilities to assess current and future capability gaps. I
would then work to ensure these capability assessments will be
incorporated into the Department of the Air Force's master planning
process.
Question. How would you structure your role as the ASAF(EI&E), if
confirmed, with respect to engaging with communities surrounding Air
Force ranges and training areas, to address and resolve concerns, while
ensuring the resilience of range capabilities?
Answer. If confirmed, I would encourage communication with all
appropriate federal partners, State and local governments, and non-
governmental organizations. For energy projects, I would also encourage
the Department of the Air Force to work closely with the DOD Military
Aviation and Installation Assurance Siting Clearinghouse as the single
point of contact for working with stakeholders to resolve mission
compatibility issues.
Question. How would you deal with challenging demands for
compensation for noise impacts being levied by communities surrounding
Air Force installations?
Answer. If confirmed, I would work with the Department of the Air
Force and other DOD agencies' environmental and noise experts to evolve
the noise mitigation program to respond to community and Congressional
concerns.
Question. One significant tool the Department of the Air Force can
use to mitigate impacts of base encroachment and preserve natural
habitat buffers to bases is the Readiness and Environmental Protection
Integration Program. Another avenue to mitigate potential conflicts
between base radar and energy development is software updates and the
modernization of radars, which are often paid for by energy developers.
If confirmed, what new ideas would you propose as means for
addressing this issue?
Answer. If confirmed, I would work with Air Force and Space Force
installation commanders, operational leadership, local communities,
State governments, and industry to develop solutions benefitting the
community and Department of the Air Force critical national defense
missions. I would also encourage the Department to work closely with
the DOD Military Aviation and Installation Assurance Siting
Clearinghouse during mission mitigations for potential financial
contributions from industry for innovative technology and upgrades.
Question. If confirmed, what policies or steps would you take to
balance the trade-off between energy development, radar modernization,
and impact on operations and training?
Answer. If confirmed, I would work with ASAF(EI&E) experts to
investigate solutions to preserve training while encouraging energy
development and radar modernization. I would also engage with Air Force
and Space Force installation commanders, operational leadership, local
communities, State governments, and industry directly to enhance
relationships to build common energy strategies for trusted mitigations
on impacts on operations and training.
department of the air force laboratory and test center recapitalization
Question. Historically, Department of the Air Force technical
centers, laboratories, and test centers do not appear to have fared
well in the internal Department competition for limited military
construction and facility sustainment funds; as many facilities in
these categories approach the mid-point or near-end of their life
cycles, recapitalization has become a concern.
What is your view of the importance of technical centers,
laboratories, and test centers to the ability of the Department of the
Air Force to accomplish its mission now and into the future?
Answer. It is my view that the Department of the Air Force's
technical centers, laboratories, and test centers are the backbone
required for developing the technology required to counter peer and
near-peer adversaries.
Question. What metrics would you use to assess and determine the
appropriate level of investment in the recapitalization of Department
of the Air Force technical centers, laboratories, and test centers?
Answer. I have not had an opportunity to assess the amount of
investment required. If confirmed, I commit to looking into any public
perception that Department of the Air Force technical centers, labs,
and test centers have not fared well in the competition for limited
funds and work with the Assistant Secretary of the Air Force for
Acquisition, Technology and Logistics and the Assistant Secretary of
the Air Force for Space Acquisition and Integration to determine the
appropriate metrics to assess recapitalization investment levels.
Question. If confirmed, how would you work with the Assistant
Secretary of the Air Force for Acquisition, Technology, and Logistics
and other stakeholders to ensure that the Department of the Air Force
technical centers, laboratories, and test centers are properly
recapitalized?
Answer. If confirmed, I would work with Department of the Air Force
leadership to understand which authorities are and are not being fully
utilized by the Department of the Air Force technical centers,
laboratories, and test centers to support research innovation. Based on
that review, I would be better positioned to recommend a way forward.
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.
Question. How would you plan to address the outcomes of such a
survey?
Answer. If confirmed, I would work closely with the ASAF(EI&E)
Deputy Assistant Secretaries to fully understand the findings of the
climate survey to 1) identify areas to improve and 2) leverage those
areas where the organization and Department could excel. I would share
the survey findings with Department of the Air Force senior leadership
and lead the team to develop measures and actions to address areas
needing improvement, identify milestones, and actions to ensure
improvement.
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 Department of the Air
Force?
Answer. I understand the Department has made the matter of sexual
harassment and gender discrimination priority issues and the Department
continues to prioritize prevention activities, training, and response
actions. I support these priorities and if confirmed, I will work to
ensure all members of the Department are treated fairly, equally, and
safely.
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 ASAF(EI&E)?
Answer. I have zero tolerance for any kind of discriminatory or
harassing behavior and, if confirmed, I would take swift action to
address any such charges/claims by a member of the ASAF(EI&E) staff.
congressional oversight
Question. In order to exercise its legislative and oversight
responsibilities, it is important that this Committee and other
appropriate committees of Congress are able to receive testimony,
briefings, reports, records (including documents and electronic
communications) and other information from the Department.
Do you agree, without qualification, if confirmed, and on request,
to appear and testify before this committee, its subcommittees, and
other appropriate committees of Congress? Please answer with a simple
yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
provide this committee, its subcommittees, and other appropriate
committees of Congress, and their respective staffs, with witnesses and
briefers, briefings, reports, records (including documents and
electronic communications) and other information as may be requested of
you, and to do so in a timely manner? Please answer with a simple yes
or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
consult with this committee, its subcommittees, and other appropriate
committees of Congress, and their respective staffs, regarding your
basis for any delay or denial in providing testimony, briefings,
reports, records - including documents and electronic communications,
and other information requested of you? Please answer with a simple yes
or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
keep this committee, its subcommittees, and other appropriate
committees of Congress, and their respective staffs, apprised of new
information that materially impacts the accuracy of testimony,
briefings, reports, records - including documents and electronic
communications, and other information you or your organization
previously provided? Please answer with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, and on
request, to provide this committee and its subcommittees with records
and other information within their oversight jurisdiction, even absent
a formal Committee request? Please answer with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
respond timely to letters and/or inquiries and other requests of you or
your organization from individual Senators who are members of this
committee? Please answer with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
ensure that you and other members of your organization protect from
retaliation any military member, federal employee, or contractor
employee who testifies before, or communicates with this committee, its
subcommittees, and any other appropriate committee of Congress? Please
answer with a simple yes or no.
Answer. Yes.
______
[Questions for the record with answers supplied follow:]
Questions Submitted by Senator Mazie K. Hirono
ENERGY RESILIENCE
1. Senator Hirono. Dr. Chaudhary, it is critical that the
Department of Defense (DOD) remain committed to ongoing efforts
to increase the energy resilience of our Forces at our military
installations, decrease vulnerabilities to our electric and
fuel supplies, and to expand options for energy sources. This
is especially true in Hawaii, where military installations rely
on vulnerable fuel supplies and pay high costs to supply that
energy. What thoughts do you have to accelerate alternative
financing partnerships with the private sector to advance
energy resilience that support mission readiness of our bases?
Dr. Chaudhary. I support the perspective that the
Department of the Air Force can improve resiliency at its
installations by reducing vulnerabilities to electric and fuel
supplies and increasing energy sources. It is my understanding
the Department currently uses alternative financing
partnerships with the private sector to advance energy
resilience. If confirmed, I would look to innovate quickly in
this arena by seeking a briefing on what partnerships are
currently being utilized, then work with internal expertise,
industry, and the interagency to explore best practices that
can improve outcomes. This includes working with my
counterparts in the other services for benchmarking
opportunities. Overall, I support leveraging public and private
partnerships to increase energy resilience and mission
readiness of Air Force and Space Force bases. If confirmed, I
will look for opportunities to accelerate alternative financing
partnerships to improve energy resiliency at DOD installations.
2. Senator Hirono. Dr. Chaudhary, given the importance of
ensuring energy resilience at military installations in Hawaii,
will you commit to working with me to ensure DOD continues to
fund projects that prioritize energy resilience?
Dr. Chaudhary. Yes. If confirmed, I commit to ensuring
energy resilience is prioritized for project funds within the
Department of the Air Force. Within the scope of my authority,
I would also work to ensure the DOD continues to fund projects
that prioritize energy resilience and support mission needs.
----------
Questions Submitted by Senator Angus S. King, Jr.
KC-46 BASING
3. Senator King. Dr. Chaudhary, Maine is the proud home of
the Air National Guard's 101st Refueling Wing, the
``MAINEiacs''. Maine's geographic location and air corridors
offer a strategic hub for supporting trans-Atlantic deployments
as well as Arctic operations. Would you support modernizing the
unit with the new KC-46 aircraft?
Dr. Chaudhary. Having flown critical missions supported by
the 101st, I have a deep appreciation of the contributions the
MAINiacs have made to our nation's defense. I have also
represented DOT on the Arctic Council, and have an
understanding of the important role Maine's Geographic location
can play in this strategy. I understand the Department of the
Air Force is in the process of replacing KC-135s with KC-46s,
or a follow-on tanker, and the Department uses a strategic
basing process to identify the optimum locations for new
aircraft. If confirmed, I would do all in my authority to
ensure the 101st Air Refueling Wing at Bangor will be given
fair consideration in the Department's strategic basing process
for the KC-46.
ENVIRONMENTAL
4. Senator King. Dr. Chaudhary, if confirmed, how would you
address the clean-up of PFAS [per-and polyfluoroalkyl
substances] contamination at Air Force installations and
prevent similar contaminations?
Dr. Chaudhary. The importance of ensuring the Department
meets its obligations for environment cleanup cannot be
understated. I understand the Department of the Air Force's
PFAS investigative work and cleanup actions are guided by the
Comprehensive Environmental Response Compensation and Liability
Act (CERCLA). If confirmed, I will ensure such work and actions
are performed in accordance with applicable environmental laws
and regulations, and that the health and welfare of airmen,
guardians, their families, and the surrounding communities
continue to be top priorities of the Department. Furthermore,
it is my understanding that the Department has a robust
environmental compliance program that works to ensure Air Force
use of chemical products complies with applicable environmental
laws and regulations.
----------
Questions Submitted by Senator Joe Manchin
INSTALLATION RESILIENCE AND ENERGY
5. Senator Manchin. Dr. Chaudhary, one of the technologies
I've advocated for developing are micro nuclear reactors, and
the Department of Defense has an unparalleled record for safety
in operating nuclear reactors. One particular program I am
following closely from the Strategic Capabilities Office at the
Department of Defense is Project PELE which will begin
constructing prototype mobile micro reactors next year. How and
where do you see a technology like this being used by the Air
Force to offset greenhouse gas, and ensure stable, reliable
power in austere environments or after natural disasters?
Dr. Chaudhary. As an Aerospace and Industrial Engineer, I
have been following the progress of Project PELE and similar
efforts for some time in the media and in previous roles. While
I am aware the Department of the Air Force is currently engaged
in a micro-reactor pilot program, I do not know the specific
details of the program. However, I believe it is critical for
the Department to consider emerging technologies that could
enhance energy resilience and offset greenhouse gases, and I
believe PELE can be a game changer in this field, both
strategically and tactically. From my open-source understanding
of the technology, a micro-reactor might be beneficial in
drastically reducing diesel generator back-ups at
installations, or significantly reduce logistics burdens at
forward locations. If confirmed, I would advocate for the
Department to continue to invest in and assess the viability of
technologies like micro-reactors to provide reliable power and
enhance the energy resilience of Air Force and Space Force
installations.
6. Senator Manchin. Dr. Chaudhary, are you familiar with
the details of this program and if not, can you commit to be
briefed on it within 60 days should you be confirmed?
Dr. Chaudhary. I am not familiar with the specific details
of this program, however I recognize the importance of
advancing development activities for PELE. If confirmed, I
commit to be briefed on the Department's efforts concerning
micro-reactors within 21 days, and will schedule such an event
in my first week.
----------
Questions Submitted by Senator Jacky Rosen
NEVADA TEST AND TRAINING RANGE LAND WITHDRAWAL
7. Senator Rosen. Dr. Chaudhary, as we discussed when we
met, in 2020 the Air Force requested a 300,000-acre expansion
of the Nevada Test and Training Range (NTTR) within the Desert
National Wildlife Refuge, in order to modernize the range. It
also asked for primary jurisdiction over the 800,000 acres of
land currently shared with the Refuge.
Dr. Chaudhary. The Fiscal Year 2021 National Defense
Authorization Act (NDAA) included a provision Senator Catherine
Cortez Masto and I offered that requires the creation of an
Intergovernmental Executive Committee, or IEC, between the Air
Force and the Fish and Wildlife Service, to help improve the
administration of, and resolve conflicts on, jointly-managed
lands.
The IEC is required to meet at least three times per year.
However, to date, the Air Force has not conducted a single
meeting, while the Navy--which has an identical requirement for
their proposed expansion at Nevada's Naval Air Station Fallon--
accomplished all three last year. The Air Force's first meeting
is not scheduled to take place until February 25, 2022.
I believe we must continue supporting the Air Force's
modernization requirements to keep up with current and emerging
threats, while maintaining Nevada's natural and cultural
resources, and the IEC is one way to do so.
As the Air Force pursues modernization of the range, can
you commit, if confirmed, to the following: exchanging
information and collaborating with the Nevada delegation,
Federal agencies, and State, local, and Tribal governments,
along with relevant environmental stakeholders, on any future
proposals to withdraw Nevada's public lands; and ensuring that
mandatory IEC meetings actually take place so that an
acceptable NTTR proposal can be put forward?
I too agree that the Department of the Air Force must
continue its modernization efforts to not only keep up with,
but also surpass current and emerging threats. Yes, if
confirmed, I will commit to exchanging information, as
permissible, and collaborate with Congress, as well as federal,
State, Tribal, and other relevant stakeholders regarding future
proposals. Further, I commit to ensuring the Department meets
its requirements related to the Intergovernmental Executive
Committee with the Fish and Wildlife Service. Per our
discussion, I wholeheartedly commit to ensuring IEC meetings
are conducted in accordance with NDAA guidance and will
schedule them immediately if confirmed.
HOUSING ISSUES
8. Senator Rosen. Dr. Chaudhary, too often, our junior
enlisted servicemembers are forced to move from their barracks
or dormitories to off-base housing well before DOD's
recommended 3 years in unaccompanied on-base housing. However,
airmen living at Nellis Air Force Base are averaging only 12
months in on-base unaccompanied housing due to shortages.
This is compounded by the fact that junior enlisted troops
are forced to cover their rental deposits and moving costs
before they are eligible to begin receiving basic allowance for
housing (BAH), despite DOD already having the authority to
provide them with a partial dislocation allowance during this
interim period. This is why I have worked to try to provide
funding for another dormitory at Nellis, and worked with this
committee to require DOD to brief us on why they are not yet
providing these troops with a partial dislocation allowance.
If confirmed, how do you plan on addressing the
unaccompanied housing shortage in the Air Force in order to
ensure that our junior enlisted airmen have the recommended
amount of time and development on-base, or at least can afford
to live off-base?
Dr. Chaudhary. While I am generally aware of housing
shortages as an enterprise-wide issue, I am not aware of the
specific circumstances at Nellis. I look forward to learning
more about the details you outlined in our discussion, to
include gaps in BAH, dislocation allowance, and unaccompanied
housing shortages, so we can improve outcomes for airmen and
guardians serving. If confirmed, I will receive a briefing on
this issue, review the housing conditions for junior enlisted
servicemembers, and determine how to improve access and
affordability of housing for airmen and guardians.
----------
Questions Submitted by Senator Dan Sullivan
SYSTEMIC RACISM IN THE MILITARY
9. Senator Sullivan. Dr. Chaudhary, in his opening
statement before this committee on March 4, 2021, Under
Secretary of Defense for Policy Dr. Colin Kahl said he wanted
to ``end violent extremism and systemic racism within the ranks
of the military.'' Do you agree with Dr. Kahl that military is
systemically racist?
Dr. Chaudhary. I do not believe that the military is
systemically racist. I believe that the vast majority of
military members serve with honor, integrity, and excellence. I
saw it every day when I served as an Air Force Pilot on
countless missions I undertook to defend the nation.
EXTREMISM
10. Senator Sullivan. Dr. Chaudhary, do you agree with Dr.
Kahl that the military has systemic extremism in the ranks?
Dr. Chaudhary. I do not believe that the military has
systemic extremism in the ranks. From my own observations
serving alongside thousands of our brave servicemembers, I
believe that the vast majority of military members serve with
honor, integrity, and excellence. I saw it every day when I
served as an Air Force Pilot and on my deployments overseas on
numerous occasions.
11. Senator Sullivan. Dr. Chaudhary, what is your
understanding of the purpose of the United States military?
Dr. Chaudhary. The purpose of our military is to deter
threats against the nation, its allies, and our national
interests. If deterrence fails, the United States should be
prepared to defeat any adversary decisively. If confirmed, I
will work with Secretary Kendall and Undersecretary Jones to
execute this important mission on behalf of the Nation with a
dispersed, hardened, and resilient network of installations
designed to meet the pacing threat of China, and other current
and emerging threats. Having visited Alaska on numerous
occasions and worked on key aviation, spaceport,
infrastructure, and Arctic Council priorities at DOT, I have a
deep understanding of the strategic importance of installations
in Alaska. My first flight in an Air Force fighter and Army
Helicopter was out of Eielson AFB, Alaska. I have provided
oversight of civil aviation and spaceport operations as
recently as 2019, as well as cultivated partnerships with JBER
leadership and Alaska Aerospace. If confirmed, I look forward
to working with the committee on ensuring Alaskan installations
are supported to meet their mission requirements.
12. Senator Sullivan. Dr. Chaudhary, in a 2015 Huffington
Post article you authored titled, ``[t]he Pentagon's Forgotten
Weapon Against Extremist Ideology: American Exemplarism,'' you
write, ``I wish we could have brought more of our cultures to
the formation so our enemies could see us every day, visibly
posture against xenophobic and misogynistic ideology.'' Who,
specifically, are the enemies you are referring to?
Dr. Chaudhary. In the article, I was referring to the
threat of ISIS, and how they are no match for the values of
freedom and equality, values that are on display every day when
military members from all walks of life come together to serve.
13. Senator Sullivan. Dr. Chaudhary, how does being
``visibly posture[d] against xenophobic and misogynistic
ideology'' enhance our Nation's lethality or ability to deter
and defeat our enemies?
Dr. Chaudhary. In the article, I intended to convey my
opinion that a diverse military can be more innovative by
bringing new perspectives to addressing changing threats. As a
result, this can improve readiness and lethality of the force.
As a testament to the intent, installation commanders at
deployed locations have requested me to engage their troops
serving in-theater, and trusted me to guide free and open
dialogue to promote unity in the ranks, and expression of all
points of view.
14. Senator Sullivan. Dr. Chaudhary, in a May 2021 CNN
article you wrote, ``[i]t is no longer enough for the battle
formation to be colorblind. To win the war against extremism
abroad and at home, we should be colorful. Diversity is central
to military readiness, and the term itself should be synonymous
with combat effectiveness.'' Could you please explain how
diversity, in and of itself, equates with combat effectiveness?
Dr. Chaudhary. In the article, I intended to convey my
opinion that a diverse military can be more innovative by
bringing new perspectives to addressing changing threats. As a
result, this can improve readiness and lethality of the force.
I believe that kinetic operations are foundational to lethality
and are enhanced with an innovative and efficient force that
thinks outside the box. During the Trump administration, I
worked with Sec. Mattis' staff in a bi-partisan manner to
discuss this issue and determine potential benefits to
readiness in a more data-driven manner. The Department of
Defense welcomed my participation, appreciated my collaborative
approach, and invited me to participate as a senior leader
member of the Air Force Diversity Council. If confirmed, I will
continue this spirit of bi-partisanship and cooperation on
issues related to readiness by addressing issues in a data
driven manner.
----------
Questions Submitted by Senator Rick Scott
MILITARY CONSTRUCTION
15. Senator Scott. Dr. Chaudhary, have you considered the
impact of inflation in terms of the budgeting pressures it is
creating on the area of responsibility you are being nominated
for? If so, please respond with how you plan to adapt to this
inflationary environment, both with respect to budgets and
mission priorities.
Dr. Chaudhary. Mission priorities should formulate the
basis of budget development. Additionally, there are competing
factors in a fiscally constrained budget environment and
inflation is one more challenge that will need to be addressed.
I anticipate that inflation will impact several areas of the
SAF/IE portfolio especially fuel costs, installation energy
costs, and MILCON. If confirmed, I will consult with experts
within my organization on best practices for addressing the
impacts of inflation, and implement mitigation strategies that
can address this challenge. I will also collaborate with my
counterparts in the other services in order to develop
consistent approaches to meet this challenge.
HOUSING
16. Senator Scott. Dr. Chaudhary, what progress is being
made to implement the ``Tenant Bill of Rights'', and to ensure
that it is fully enforceable?
Dr. Chaudhary. It is my understanding that the Department
of the Air Force has implemented the Military Housing
Privatized Initiative (MHPI) Tenant Bill of Rights. I do not
have the full details of the progress made thus far, and if
confirmed I would like to receive an immediate update and
assess measures undertaken to ensure companies are a held
accountable for adhering to the Tenants' Rights. If confirmed,
I will continue to monitor the implementation status and the
business agreements between the MHPI companies and the
Department to ensure the Tenant Bill of Rights remains in full
effect, within the provision of the agreements. I will visit
installations and speak with military members and their
families to get their direct feedback on progress of this
effort, identify where attention/oversight is needed, and
follow-up with appropriate corrective action.
17. Senator Scott. Dr. Chaudhary, and Mr. Calvelli, how
would you enhance it?
Dr. Chaudhary. At this time, I do not have access to the
information necessary to determine how to enhance it. If
confirmed, I will review the provisions in detail and evaluate
the efficacy of the provisions to identify additional efforts
to improve the MHPI program. This review will include
communicating with installation commanders as well as military
members and families to assess progress and determine where
adjustments may be needed, with the goal of improving outcomes
for all airmen, guardians, and their families.
18. Senator Scott. Dr. Chaudhary, on January 13, 2022, I
wrote to the Secretary of the Air Force, Frank Kendall,
regarding Homestead Air Reserve Base (ARB) and that the
Department must ensure that mission readiness of the base is
uncompromised should a Joint Use Agreement be considered with
civil aviation. The response I received from the Office of the
Secretary noted that Homestead ARB is ``not compatible'' with a
civil Fixed Base Operation. With the headquarters of U.S.
Special Operations Command South being located in Homestead ARB
and concerns that non-military aviation operations at Homestead
ARB is inconsistent with the intent and purpose of the
Comprehensive Everglades Restoration Plan (P.L. 106-541), do
you share similar views with the Secretary of the Air Force
that readiness of Homestead ARB and protection of the
Everglades will be negatively affected by a Joint Use
Agreement?
Dr. Chaudhary. I am not aware of the Homestead Joint Use
Agreement. If confirmed, I commit to having a thorough
Department of Air Force review of the Joint Use Proposal in
accordance with Department and FAA policies and requirements,
including any required compatibility determination.
----------
Questions Submitted by Senator Marsha Blackburn
DIVERSITY, EQUITY, AND INCLUSION
19. Senator Blackburn. Dr. Chaudhary, you wrote,
``naysayers must, shall I say, adapt and `assimilate.'''
However, would a true opponent of diversity force assimilation?
Dr. Chaudhary. I do not believe an opponent of diversity,
or anyone, would or should force assimilation. If confirmed, I
would openly respect the views and opinions of any member of my
organization, regardless of rank or position, and ensure they
are protected to do so. As a testament to this perspective,
during the Trump administration I remained on as a Commissioner
on the President's Advisory Commission on Asian Americans and
Pacific Islander to ensure an efficient transition and prevent
any gap in advocacy for military members. The exchange was
cooperative, and the bi-partisan manner in which we came
together to support military members was extraordinary. The
cooperation and new friendships were so strong, that I was
invited to speak at several events at the White House and
Federal Agencies during the Trump administration. On more than
one occasion, we came together regardless of political
affiliation, put differences aside, and addressed the needs of
military members. The key to this was that we respected each
other's views (however different), but focused on coming
together to support the troops. That is my value-set, one that
has continued for over two decades. If confirmed, I will apply
this same spirit of bi-partisan cooperation and follow the lead
of Secretary Kendall and Undersecretary Jones on diversity.
20. Senator Blackburn. Dr. Chaudhary, does protection of
diverse viewpoints include those that are different than yours?
Dr. Chaudhary. Yes. As a former Senior Executive in
Government and Air Force Officer I have maintained this
practice for over 25 years. I believe that ensuring diverse
viewpoints are heard is essential to the success of any
organization or team endeavor. As a former pilot and senior
project manager, it is especially important to ensure
viewpoints different from my own are heard and addressed
respectfully. As an example, flight safety in aircraft and
spacecraft often depends on ensuring dissenting voices are
protected, regardless of rank or position. As a young Aerospace
Engineer, I learned this critical perspective while taking a
course with the Univ. of Tennessee Space Institute, located in
Tullahoma. If confirmed, I would continue to apply this value-
set in the execution of my duties as ASAF and ensure viewpoints
different from my own are not only protected, but valued across
the organization.
As a testament to my perspective, I have served in the
military and federal government in 5 different administrations,
discharging my duties with an apolitical viewpoint. For
example, during the Trump administration, I was a champion for
formulation of the National Space Council, and later advocated
for its continuation in perpetuity. As part of my approach, I
interact regularly with colleagues in conservative think tanks,
so that I may benefit from differing perspectives and gain the
added value of friendships across party lines. Additionally, I
have devoted doctoral level study to this subject at Georgetown
University in the field of executive leadership. During this
program, I researched ways leaders can formulate pathways to
innovation, mitigate biases, and ensure disparate viewpoints
are incorporated into strategic decision-making processes. If
confirmed, I will continue this apolitical approach to service
in government, and ensure dissenting viewpoints are valued.
______
[The nomination reference of Dr. Ravi I. Chaudhary
follows:]
[GRAPHIC NOT AVAILABLE IN TIFF FORMAT]
______
[The biographical sketch of Dr. Ravi I. Chaudhary, 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. Ravi I.
Chaudhary 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 Dr. Ravi I. Chaudhary was reported to
the Senate by Chairman Reed on April 27, 2022, with the
recommendation that the nomination be confirmed. The nomination
was returned to the President under the provisions of Senate
Rule XXXI, paragraph 6 of the Standing Rules of the Senate on
January 3, 2023.]
______
[Prepared questions submitted to Mr. Frank Calvelli by
Chairman Reed prior to the hearing with answers supplied
follow:]
Questions and Responses
duties and qualifications
Question. Sections 956 and 957 of the Fiscal Year (FY) 2020
National Defense Authorization Act (NDAA) created the position of the
Assistant Secretary of the Air Force for Space Acquisition and
Integration (ASAF (SAI)) and authorized that official to also serve as
the Senior Acquisition Executive of the Air Force for Space Systems and
Program (SAE/SP). Section 1602(b)(2) of the Fiscal Year 2022 NDAA
amended 10 U.S.C. 9016(b)(6) to require that the Assistant Secretary of
the Air Force for Space Acquisition and Integration to be ``responsible
for and oversee all architecture and integration with respect to the
acquisition of the space systems and programs of the armed forces,
including in support of the Chief of Space Operations under section
9082 of this title [10]''. Further, section 905 of the Fiscal Year 2022
NDAA allows the Secretary of the Air Force to assign to you, if
confirmed, the duties of the Senior Procurement Executive for Space
Systems and Integration. You are the first person nominated for Senate
confirmation to be Assistant Secretary of the Air Force for Space
Acquisition and Integration.
Have you read these provisions and the appropriate Senate and House
report language pertaining to these provisions?
Answer. Yes, I have thoroughly reviewed the National Defense
Authorization Acts for fiscal year 2020, fiscal year 2021, and fiscal
year 2022, as well as the Joint Explanatory Statements, regarding these
and other provisions that provide the statutory foundation for the
Assistant Secretary for Space Acquisition and Integration (ASAF(SA&I))
position.
Question. What is your understanding of the duties and
responsibilities of the (ASAF (SAI)), as amended by section 1602(b)(2)
of the Fiscal Year 2022 NDAA, including in light of the accompanying
Senate Report 117-39 with respect to the word ``oversee''?
Answer. My understanding is that the ASAF SA&I position is
responsible, on behalf of the Secretary, for the acquisition,
architecture and integration of space systems and programs of the Armed
Services; serves as the Space Service Acquisition Executive; chairs the
Space Acquisition Council; oversees and directs the Space Rapid
Capabilities Office and the Space Systems Command, and the Space
Development Agency once it transfers to the Department. I understand
the term ``oversee'' to mean bear overall responsibility. If confirmed,
I will work with leadership across the Department and space community
to ensure Congressional intent is met to deliver space capabilities.
Question. What is your understanding of the duties and
responsibilities of the SAE/SP as the Senior Procurement Executive, if
you are confirmed, and if the authority is delegated from the Secretary
of the Air Force?
Answer. My understanding is that if Senior Procurement Executive
authority is delegated from the Secretary of the Air Force, the
Assistant Secretary of the Air Force for Space Acquisition and
Integration will be responsible for the management and direction of the
Space Force procurement system. This includes implementation of any
unique acquisition policies, regulations, and standards.
Question. What background, experience, and expertise do you possess
that qualify you to serve as the ASAF (SAI), including with respect to
each of the following areas:
Department of Defense acquisition laws, regulations, directives,
and organization.
Answer. I was the Principal Deputy Director of the National
Reconnaissance Office (PDDNRO) from 2012-2020. In that role I also
served as the Deputy NRO Acquisition Executive (DNAE), overseeing all
NRO Major System Acquisitions, NRO Program Executive Officers, and was
responsible for all NRO acquisition management policies, processes, and
procedures.
Being Part of the Intelligence Community, the NRO followed
Intelligence Community Directive 801 Acquisition policy, which is very
similar to the DOD 5000 series. In my role as DNAE my responsibilities
included:
Serve as the NRO Chief Acquisition Officer and
Principal Advisor to the NAE for all matters relating to NRO
acquisition management and its execution.
Establish NRO Acquisition Management policies,
processes, and procedures governing NRO acquisitions to include
administrative oversight of defense contractors complying fully with
federal, IC, and DOD acquisition management requirements.
Supervise, monitor, and report the NRO Acquisition
Management function performance through audits and assessment, and
policy enforcement instilling discipline and accountability, while
achieving maximum credibility in cost, schedule, and performance
reporting.
Oversee the delivery of all NRO acquisitions to their
approved baseline and monitor NRO acquisition execution via the Program
Status Review and measure performance.
Oversee and provide guidance for acquisition program
independent assessments, in support of NRO acquisition program
management reviews and/or milestone decisions
Facility communication and issue resolution between the
responsible Acquisition Executive, other NRO Directorates and Offices,
and oversight authorities prior to program reviews and/or milestone
decision points as necessary
Provide results and recommendations relative to
acquisition program assessments or issues to the NAE prior to program
reviews and/or milestone decision points
Provide guidance to acquisition PMs concerning entrance
criteria in an ADM (acquisition decision memorandum) for milestone
reviews
Question. Department of the Air Force acquisition laws,
regulations, and directives as they pertain to space systems and
integration.
Answer. While I do not have experience working specifically under
the Department of the Air Force acquisition laws, regulations, and
directives I understand in general the DAF is subject to the same
acquisition laws and regulations as the rest of the DOD, however, there
are a few differences. Most significantly, the DAF is the only military
department that has more than one Service Acquisition Executive (SAE).
10 USC 9016 provides that the DAF has a SAE for space programs and
systems in addition to a SAE for non-space programs. Pursuant to an
Fiscal Year 2022 NDAA amendment to 10 USC 9014 and 9016 the DAF is also
the only military department where its Secretary is authorized to
empower more than one official to exercise Senior Procurement Executive
authorities. The DAF also has two acquisition organizations, the Space
Rapid Capabilities Office and, once it is transferred from DOD, the
Space Development Agency, that are mandated by statute (10 USC 2273a
and 10 USC 9084 respectively) and given unique missions and
authorities.
Question. Department of the Air Force organization and operations,
writ large, as they apply to acquisition.
Answer. While I do not have experience working specifically in the
Department of the Air Force organization and operations acquisition
structure I understand the DAF, like all other DOD components, is
subject to DOD's acquisition regulations, primarily found in the DOD
5000 series as well as the DOD supplement to the Federal Acquisition
Regulation. Like other military departments the DAF also has its own
implementation of these regulations which can be found in the Air Force
FAR supplement as well as the Air Force publication in the 61, 62, 63,
and 64 series, which govern in the DAF R&D, developmental engineering,
acquisition, and contracting, respectively.
Question. Oversight of Department of the Air Force/Space Systems
acquisition programs and processes.
Answer. Similar to my role at the NRO where I oversaw all major
system acquisitions and acquisitions under our Program Executive
Officers, the role of ASAF (SAI) should be quite similar. Instead of
overseeing NRO Directorates and Offices executing acquisition programs,
the responsibilities will be to oversee acquisitions being executed by
Space Systems Command, Space Rapid Capabilities Office, and the Space
Development Agency.
Question. If confirmed, what leadership and management experience
do you possess that you would apply to your service as ASAF (SAI)?
Answer. As the NRO's Principal Deputy Director, National
Reconnaissance Office for over 8 years (2012-2020) I provided overall
day-to-day management of highly technical, 3500+ person joint
Intelligence Community/Department of Defense agency, with decision
responsibility as delegated by the Director, NRO (DNRO). In the absence
of the DNRO, I acted on the Director's behalf on all matters. My
responsibility included the successful execution of all major systems
acquisitions. I oversaw a very large complex portfolio of programs
including satellite, ground, operations, and facilities, and
successfully drove delivery of NRO programs on cost and schedule
meeting Intelligence Community and Department of Defense requirements.
I was instrumental in driving the future transformative architecture
direction of the NRO, and helped re-establish the NRO as the leading
acquisition organization in the U.S. Government.
space acquisition council
Question. Section 1602(a) of the Fiscal Year 2022 NDAA redesignates
the Space Force Acquisition Council in section 954 of the Fiscal Year
2020 NDAA as the Space Acquisition Council.
What is your interpretation of this redesignation?
Answer. My interpretation is that this redesignation reflects that
the statutory membership of the Space Acquisition Council includes the
Department of the Air Force, Office of the Secretary of Defense, and
National Reconnaissance Office. The redesignation also reflects
Congress' intent to broaden the Council's oversight beyond the
Department of the Air Force to include space systems and programs of
the ``armed forces''. Finally, the redesignation appears to codify
Congress's intent for the Council to ensure integration across the
national security space enterprise.
Question. Section 1602(b)(1) requires a series of reviews by the
Space Acquisition Council for space systems and programs of the armed
forces consistent with duties outlined in section 1602(b)(2).
If confirmed, what is your interpretation of section 1602(b) et
seq?
Answer. As with the redesignation in Section 1602(a), my
interpretation is that this section requires the Council to ensure
integration across the national security space enterprise.
Additionally, ``armed forces'' appears to appropriately scope the
Council's oversight to extend to military space systems and programs
and funding.
relationship with elements of the department of defense outside the air
force
Question. If confirmed, please describe what your relationship
would be with senior leaders of the Department of Defense in the
following positions:
The Undersecretary of Defense for Acquisition and Sustainment
Answer. If confirmed, I will work closely with the Undersecretary
of Defense for Acquisition and Sustainment to ensure space programs
support the priorities of the Department of Defense and will assist
them in the management of space programs held under their authority as
the Defense Acquisition Executive.
Question. The Undersecretary of Defense for Research and
Engineering
Answer. If confirmed, I will work closely with the Undersecretary
of Defense for Research and Engineering to oversee the transfer of
Space Development Agency to the Department of the Air Force. There are
multiple links between space science and technology development and
projects managed by the defense agencies and field activities that will
require coordination to ensure the technology needs of the Department
and the joint force are met.
Question. The Undersecretary of Defense for Intelligence and
Security
Answer. If confirmed, I will rely on the Undersecretary of Defense
for Intelligence and Security to provide critical inputs and guidance
to ensure any systems acquired are appropriately informed by
intelligence and have all appropriate security measures in place.
Question. The Assistant Secretary of Defense for Space Policy and
Strategic Capabilities
Answer. If confirmed, I will work with the Assistant Secretary of
Defense for Space Policy to make policy informed decisions regarding
architectures and capability acquisition efforts that support strategic
objectives.
Question. The Chief Information Officer of the Department of
Defense
Answer. If confirmed, I will ensure all cybersecurity,
communication, and information system policies developed by the
Department of Defense Chief Information Officer and implemented by the
Department of the Air Force Chief Information Officer is appropriately
applied to space acquisition programs.
Question. The Joint Staff
Answer. If confirmed, I will work with the Joint Staff on continued
improvement to the Joint Capabilities Integration and Development
System, utilize their guidance on early capability development, and
take their advice on force structure integration.
Question. U.S. Space Command
Answer. U.S. Space Command is a vital partner in developing
requirements for space systems and providing warfighter feedback during
test and operations. If confirmed, I look forward to working with the
newest combatant command to deter conflict, and if necessary, defeat
aggression, deliver space combat power for the Joint/Combined force,
and defend U.S. vital interests with allies and partners.
Question. U.S. Strategic Command
Answer. Space capabilities play a key role in the U.S. strategic
architecture. If confirmed, I am eager to work with USSTRATCOM to
deliver the capabilities needed to ensure our strategic systems provide
support to the President, the Secretary of Defense, and other national
leadership. In addition to the nuclear mission, if confirmed, I will
work with STRATCOM to ensure the space backbone is in place to enable
success in their missions of global strike and global missile defense.
Question. National Reconnaissance Office
Answer. If confirmed, I will partner with the National
Reconnaissance Office on a wide range of challenges where both the
military and intelligence communities play a role. Drawing on my
extensive experience at the National Reconnaissance Office, I believe
there are many areas where the Department and the National
Reconnaissance Office, along with the larger space community, can
achieve unity of effort to meet the strategic goals of the United
States.
Question. Other Combatant Commands
Answer. If confirmed, I will work closely with all combatant
commanders to meet their needs from a space systems and capabilities
perspective. The joint force depends on space capabilities, and it
would be my responsibility to ensure those capabilities are delivered
at the relevant speeds.
Question. Relationship within the Department of the Air Force
Answer. If confirmed, please describe what your relationship as the
ASAF (SAI) and SAE/SP would be with the following senior leaders of the
Air Force:
Question. The Secretary of the Air Force
Answer. If confirmed, I would be subject to the authority,
direction and control of the Secretary of the Air Force.
Question. Chief of Space Operations
Answer. If confirmed, I will work closely with the Chief of Space
Operations to ensure that the acquisition community delivers
capabilities that meet warfighter requirements on cost and schedule.
Further, I would work closely with the Chief as a member of the Space
Acquisition Council to manage acquisition of space systems and ensure
integration across the national security space enterprise.
Question. The Chief Information Officer of the Air Force
Answer. If confirmed, I would support the Chief Information Officer
of the Department of the Air Force and ensure that all cybersecurity,
communication, and information system policies are appropriately
implemented across space acquisition programs and processes.
Question. Chief Scientist of the Air Force
Answer. If confirmed, I would support the Chief Scientist's work
and ensure that all space research, development, and acquisition
efforts appropriately leverage assessments of the Chief Scientist.
Question. Assistant Secretary of the Air Force for Acquisition,
Technology, and Logistics
Answer. If confirmed, I would work closely with the Assistant
Secretary of the Air Force for Acquisition, Technology, and Logistics
to ensure the transition of these Service Acquisition Executive
authorities and responsibilities is completed effectively and
efficiently. I will partner as appropriate, leveraging knowledge and
efficiencies while still preserving the authorities and autonomy of the
Assistant Secretary of the Air Force for Space Acquisition and
Integration.
relationship with other services
Question. Other services will utilize space systems and ground
elements as a joint force. If confirmed, please describe what would
your relationship would be with the Department of the Army and the
Department of the Navy?
Answer. If confirmed, I would work closely with the Departments of
the Army and the Navy and across the Joint Force to ensure space
capability requirements are met and delivered at the speed required to
outpace adversaries.
relationship with missile defense agency
Question. What is your view of the Missile Defense Agency
developing a medium field of view infrared prototype sensor to detect
missile tracking information?
Answer. The Missile Defense Agency has a tough mission in
protecting the Homeland from missile attacks. The development of
hypersonic missiles is the latest technology evolution requiring
precise capabilities to track with enough accuracy to enable defensive
options. If confirmed, I commit to understand the force design for
missile tracking, the ability to better detect maneuvering hypersonic
missiles compared to today's missile warning satellites, and how the
space community works together to provide the capabilities.
Question. What are your views of the Missile Defense Agency
acquiring and fielding an operational constellation of missile tracking
satellites?
Answer. My view is that DOD overall must continue to collaborate as
a missile tracking, missile warning, and missile defense enterprise
focused on extracting maximum potential from each Agency, and their
associated investments, to field an optimized, resilient, space-based
missile tracking architecture as quickly as possible. If confirmed, I
will continue to work with the Missile Defense Agency and others in the
missile warning, missile tracking mission area.
Question. What are your views of the Missile Defense Agency
acquiring the capabilities to command and control an operational
constellation of missile tracking satellites?
Answer. If confirmed, I will continue to drive the space
enterprise, in coordination with the Missile Defense Agency and others
in the space community, to optimize the approach to ground command and
control architectures that enable critical capabilities such as missile
tracking.
Question. What are your views with respect to integrating such
satellites within the proliferated architectures and ground systems
being fielded by the Space Development Agency, to include wide field of
view infrared satellites as well as the Next Generation Overhead
Persistent Infrared system, which is being developed by the Space
Systems Command?
Answer. I view it as foundational that the Department of the Air
Force has an integrated missile tracking, missile warning, and missile
defense approach to address the spectrum of Overhead Persistent
Infrared mission area needs. If confirmed, I would drive collaboration
to avoid inefficiencies, duplication, and unnecessary stakeholder
overlap.
space systems command
Question. The Space Systems Command acquires space and ground
systems. What are your views on the Space Systems Command with respect
to whether its organizational construct should be aligned to products,
mission, or both?
Answer. As a new Field Command, and as the largest acquisition arm
for the U.S. Space Force, I believe that Space Systems Command should
focus on producing game-changing space capabilities for the warfighters
and allies. My opinion is the Space Systems Command organization should
focus on defeating the threat, aligned to achieve unity of effort, and
building strong relationships with industry and partnerships with
allies. If confirmed, I will lead the Program Executive Officers to
ensure our program managers are focused on the end-to-end lifecycle of
their respective mission sets.
Question. Given the direction in the Fiscal Year 2020 NDAA, what do
you see as the organizational construct for the SSC? If confirmed, will
you follow the Fiscal Year 2020 NDAA direction?
Answer. I believe the best acquisition organizational construct
should be flat, push decision-making down to the lowest level, ensure
integration across the space enterprise, and be aligned with the
warfighter. I understand that Space Systems Command is regularly
communicating with other space acquisition organizations like the
National Reconnaissance Office, Space Rapid Capabilities Office,
Department of the Air Force Rapid Capabilities Office, Missile Defense
Agency, and Space Development Agency to discuss requirements to avoid
unnecessary overlap. If confirmed, I will build a strong relationship
with Space Systems Command and will follow the Fiscal Year 2020
National Defense Authorization Act direction.
Question. What are your views on Space Systems Command's reporting
structure to the SAE/SP with respect to the following:
Milestone Decision Authority
Answer. If confirmed, I will ensure that Milestone Decision
Authority is aligned appropriately across the portfolio. My goal is to
streamline processes to cut down decision time and get capabilities to
the users to defeat the threat.
Question. Head of Contracting Authority
Answer. If confirmed, I will evaluate existing Head of Contracting
Authority delegations across the portfolio and ensure that contracting
decisions are appropriately managed and streamlined.
Question. Program Executive Officer(s)
Answer. I understand that the Program Executive Officers at Space
Systems Command will report to the Assistant Secretary of the Air Force
for Space Acquisition and Integration. If confirmed, I look forward to
working with them to deliver space capabilities on time, on budget, and
meeting warfighter requirements.
Question. Directing and Overseeing Space System Command
Answer. If confirmed, I will be responsible for all the space
acquisition programs in the Space Systems Command portfolio and
integrating them in an overall architecture. I will work with the Space
Systems Command Commander and the Program Executive Officers to ensure
``system of systems'' integration across the space enterprise.
Question. Use of Middle Tier Acquisition authority pursuant to
section 806 of the Fiscal Year 2016 NDAA
Answer. It is my understanding Section 804 authorities are valuable
tools that enable the expedited initiation of prototyping to deliver
innovative technologies at the pace of commercial industry. If
confirmed, I will work with Department leadership to ensure Section 804
authorities are used appropriately and that innovative capabilities are
delivered at the speed of relevance.
space development agency
Question. Section 956 of the Fiscal Year 2020 NDAA, directs that
the ASAF (SAI) shall direct and oversee the Space Development Agency
(SDA). Section 1601 of the Fiscal Year 2021 NDAA directs that the SDA
transfer to the Space Force on October 1, 2022. Section 1603 of the
Fiscal Year 2022 NDAA directs, to the extent practicable, the
delegation of head of contracting and milestone decision authority to
the SDA.
Have you read these provisions and the accompanying report
language?
Answer. Yes, I have read these provisions and the accompanying
report language.
Question. What do you consider to be the principal duties of the
SDA?
Answer. The Space Development Agency is a unique organization and
serves as a constructive disruptor for space acquisition to quickly
deliver needed space-based capabilities to the warfighter and to
rapidly adapt to emerging threats and support other missions through
the development, fielding, and operation of the National Defense Space
Architecture. If confirmed, I will support its unique role and ensure
its capabilities are integrated across the space enterprise.
Question. If confirmed, will you commit to ensuring the SDA has
proper staffing at appropriate pay bands to lead, manage, and execute
its mission as proscribed in law?
Answer. If confirmed, I intend to partner with the Chief of Space
Operations and the Secretary of the Air Force to ensure the acquisition
agencies have the proper staffing at appropriate pay bands to lead,
manage, and execute their missions.
Question. Do you believe the SDA should be exempt from the Joint
Capabilities Integration and Development System overseen by the
Director of Requirements, J8, the Joint Staff? Please explain your
answer.
Answer. I understand that the Space Development Agency currently
gathers requirements through their Warfighter Council process. If
confirmed, I will work with the Space Development Agency to better
understand the current process, and with the Joint Staff, to ensure the
space enterprise can deliver integrated warfighting capabilities to
meet the joint warfighter's needs.
Question. Section 1645 of the Fiscal Year 2021 NDAA requires the
Director of the Missile Defense Agency, in consultation with the
Director of the SDA and the Chief of Space Operations, to develop a
Hypersonic and Ballistic Missile tracking space sensor payload.
Have you read this provision and the accompanying report language?
Answer. Yes, I have read these provisions and the accompanying
report language.
Question. Is it your view that the word ``payload'' in this
provision includes a satellite?
Answer. It is my understanding that Section 1645 of the Fiscal Year
2021 National Defense Authorization Act speaks only to the need for
Missile Defense Agency to deliver a hypersonic and ballistic missile
tracking payload; the need to build a satellite is absent from, and not
implied by, this provision. In light of this, it is my view that the
strengths and opportunities afforded by each agency must be leveraged.
If confirmed, I commit to working across the space community to deliver
the best possible hypersonic and ballistic missile tracking capability
for our country.
Question. Section 1645(b)(2) requires a plan for integration of the
``payload'' into the space-based sensor architecture developed by the
SDA.
What is your assessment of this provision, and do you have concerns
regarding the integration of the ``payload'' into the SDA architecture?
Answer. If confirmed, I will seek to understand the standards and
interface controls that have been established to ensure the effective
integration of the broader space enterprise. This understanding is key
to foster the effective integration of payloads, satellites and ground
segments across not just Missile Defense Agency and Space Development
Agency, but across all stakeholders delivering essential missile
tracking capability for our nation.
Section 1662 of the Fiscal Year 2022 NDAA allows the Missile
Defense Agency to field ``prototype'' satellites, but the language
prohibits the MDA from fielding operational satellites or ground
systems unless a waiver is given by the Space Acquisition Council. The
duties of the Space Acquisition Council are proscribed by section
1602(b)(1) of the Fiscal Year 2022 NDAA, which you would chair, if
confirmed.
Question. If confirmed, what is your interpretation of section 1662
and its prohibition in connection with respect to the duties outlined
section 1602(b) et seq.
My view is Section 1662 of the Fiscal Year 2022 National Defense
AuthAnswer. orization Act provides a mechanism for the Missile Defense
Agency to mature key technologies that will help its ability to stay
ahead of evolving threats, while ensuring that any developed
capabilities will dovetail into the broader space enterprise and
architecture that I, if confirmed, would be responsible for as the
Assistant Secretary of the Air Force for Space Acquisition and
Integration and as Chair of the Space Acquisition Council. If
confirmed, I commit to ensure that these responsibilities and
authorities are executed thoughtfully, in accordance with the
provisions set forth in the National Defense Authorization Act, and to
the maximum benefit of the space enterprise.
space rapid capabilities office
Question. 10 U.S.C. 2273a authorizes the activities of the Space
Rapid Capabilities Office (SpRCO).
What are your views on the function of the SpRCO within the overall
space acquisition context of the armed forces?
Answer. From my understanding, Congress created Space RCO to
provide a mechanism to rapidly deploy time sensitive and critical space
capabilities as assigned by the Commander, USSPACECOM and approved by
the Secretary of the Air Force. If confirmed, I look forward to
learning more of the specific details on the programs the Space RCO is
working and their interaction with the larger space community.
Question. In your view, how does the SpRCO differ from the ``Big
Safari'' program in the Space Systems Center of the Space Force?
Answer. I am not aware of the specific efforts the Space RCO or the
``Big Safari'' program office at the Space Systems Center is
undertaking. If confirmed, I plan to understand the roles of each of
these organizations and how synergy across them enables the Department
to provide the necessary capabilities for a strong space architecture.
Question. If confirmed, will you ensure the SpRCO retains its own
Head of Contracting Authority to rapidly execute funding as it
traditionally has done?
Answer. From my current understanding, the ability to achieve the
timelines the Space RCO has been given hinges on the ability to rapidly
find mature technologies, get them on contract, and fund them. If
confirmed, I would work with the Congress, the Department, and the
broader space community to ensure decision-making is at the right level
of authority, including HCA, to build and deploy critical space
capabilities on appropriate timelines.
relationship with national reconnaissance office
Question. In your view, is the National Reconnaissance Office a
part of the Department of Defense?
Answer. The National Reconnaissance Office holds a unique position
as a defense agency in the Department of Defense and as a member of the
Intelligence Community. If confirmed, I will work with the National
Reconnaissance Office leadership to ensure national security space
acquisition activities are synchronized and warfighter requirements are
met.
Question. Should the National Reconnaissance Office be considered a
combat support agency?
Answer. The National Reconnaissance Office is one of multiple
defense agencies charged with supporting the Department of Defense. The
National Reconnaissance Office (NRO) provides data to National Security
Agency (NSA) and National Geospatial-Intelligence
Agency (NGA), both of which are designated as Combat Support
Agencies (CSA), to be distilled into intelligence products prior to
delivery to Combatant Commanders. The National Reconnaissance Office's
systems are critical to national security, U.S. policy makers, and
warfighters. If confirmed, I will look forward to working with the
National Reconnaissance Office in the development of capabilities that
will mutually support the needs of the Title 50 and Title 10
communities.
Question. Section 952 of the Fiscal Year 2020 NDAA created the
Space Force as a separate armed force within the Department of the Air
Force, composed of a Chief of Space Operations and ``such assets as may
be organic therein,'' and to be ``organized, trained, and equipped to
provide . . . freedom of operation for the United State in, from, and
to space'' in order to support Combatant Commanders in carrying out
their duties specified under the Unified Command Plan, as approved by
the President.
In your view, do you believe the Space Force should be capable of
acquiring tactical intelligence, surveillance and reconnaissance
capabilities to support Combatant Commanders in carrying out their
operational and contingency plans? Please explain in detail your views
on this matter.
Answer. I understand there could be a role for the Space Force to
procure tactical intelligence capabilities complementary to those that
already exist. If confirmed, I would seek to further understand the
operational concepts, use cases, and alternatives fully to make an
informed decision.
program integration council
Question. The current structure of space acquisition is coordinated
through the Space Program Integration Council.
What is your understanding of the Council's membership and the
roles of members on the Council?
Answer. I understand that the Program Integration Council is a
coalition of organizations dedicated to advancing space capabilities
through coordination and collaboration. If confirmed, I would seek
further understanding of the Program Integration Council roles and
responsibilities as a forum enabling the delivery of integrated
warfighting capabilities.
Question. In your view, does the Council act under a unity of
command or unity of effort?
Answer. I understand the Program Integration Council to act under
unity of effort and is in a role of coordinating efforts among many
space acquisition agencies. If confirmed, I would seek further
understanding of the Program Integration Council roles and
responsibilities as a forum enabling the delivery of integrated
warfighting capabilities.
Question. In your opinion, if the Council is a unity of effort or
consensus body, how do the authorities in sections 956 and 957 of the
Fiscal Year 2020 NDAA and section 1603 of the Fiscal Year 2022 NDAA
impact the decisions of the Council?
Answer. I understand the Program Integration Council to be a unity
of effort body, where the participating member organizations utilize
their existing authorities, to advise and make recommendations to
Department decision makers in accordance with statute and policy. If
confirmed, I will rely on the Program Integration Council to advise me
on delivering integrated warfighting capabilities as efficiently as
possible integrated with external organizations.
acquisition of commercial services
Question. Section 1601 of the Fiscal Year 2018 NDAA transferred to
the Commander of Air Force Space Command, which is now the Chief of
Space Operations, the authority for procuring commercial satellite
services.
If confirmed, please explain your role in oversight of such
procurement actions.
Answer. If confirmed, I will work closely with the Chief of Space
Operations to facilitate the effective utilization of both DOD and
commercial satellite communications capabilities in a coherent space
architecture.
Question. Section 1605(a) of the Fiscal Year 2022 NDAA requires the
SAE/SP to evaluate whether commercial capabilities exist before
proceeding to a program of record, while at the same time, section
1605(b) instructs the Secretary of Defense to not solely rely on
commercial programs to carry out operational requirements, including
command and control requirements, targeting requirements, or other
requirements that are necessary to execute strategic and tactical
operations without mitigation measures.
If confirmed, how will you balance the competing demands of
sections 1605(a) and 1605(b)?
Answer. The rapid growth of the commercial space sector provides a
significant opportunity for the DOD to utilize innovative commercial
capabilities and production processes to deliver critical space
capabilities. Each mission area must be evaluated to determine the
risks involved in order to achieve the proper balance between
government and commercial capabilities. If confirmed, I will take a
balanced, risk-informed approach to incorporating commercial space
capabilities that leverages the agility, innovation, and value of
commercial systems without compromising critical national security
missions.
relationship with national aeronautics and space administration
Question. If confirmed, please describe how you will integrate the
space acquisition efforts under your purview with the National
Aeronautics and Space Administration (NASA), specifically with regards
to space and ground systems, as well as launch ranges.
Answer. If confirmed, I will work with the NASA leadership to
ensure the Department has a comprehensive, whole of government approach
to the space enterprise. I will collaborate with NASA leadership to
ensure that activities are synchronized to maximize national investment
in space and ground systems.
relationship with the air force research laboratory
Question. If confirmed, please describe the relationship you will
have with the Air Force Research Laboratory, including description of
what specific areas related to space acquisition you feel are most
important.
Answer. The Air Force Research Laboratory plays a pivotal role in
discovery, development, and delivery of warfighting technologies in
support of future Department programs. If confirmed, I will work
closely with the Air Force Research Lab to ensure the space technology
development portfolio provides long-term competitive advantage,
balancing the pursuit of transformational capabilities and nearer-term
incremental improvements.
assured access to space
Question. What are your views on the effect of section 2773 of
title 10, U.S. Code, as it relates to Assured Access to Space?
Answer. The 10 U.S. Code 2773 requires the Department of Defense
and Intelligence Community to be able to place a payload into space
when and where needed. The U.S. Space Force provides assured access by
having a highly reliable, responsive, and robust space launch
infrastructure and industrial base. Given today's growing threat from
countries like China and Russia, maintaining assured access to space
has never been more important. If confirmed, I intend to maintain
assured access to space by building on the actions that have maintained
the Department's mission success on National Security Space Launches.
Question. In your view, what are the most serious challenges in
achieving the requirements of section 2773 of title 10, U.S. Code?
Answer. In my view, the Department has been fortunate over the last
ten years to tap into the significant private investment in the U.S.
space launch market such that there are currently more than can compete
for National Security Space Launch missions. As in the past, the
greatest challenge to maintaining assured access to space, as defined
by 2773 of title 10 U.S. Code, are market forces beyond the Department
of Defense's control. If confirmed, I look forward to learning about
various ways to strengthen the launch industrial base.
Question. Section 1601(a) of the Fiscal Year 2022 NDAA requires
disclosure of National Security Space Launch program contract pricing
terms to the congressional defense and intelligence committees for the
National Security Space Launch Program with appropriate protections for
competitive pricing information. This provision ensures Congressional
oversight of taxpayer funded competitive awards.
Question. If confirmed, will you comply with the law as required by
this provision?
Answer. If confirmed, I intend to comply with the law.
acquisition oversight of space systems
Question. The Space Force executes a wide range of acquisition
efforts in space in order to support Combatant Command requirements
synchronized with ground systems and user terminals. If confirmed,
please describe what you would consider to be the most serious issues
you would face in the following areas:
Missile Warning, Tracking and Space Sensing
Next Generation Overhead Persistent Infrared Satellites
Answer. My understanding is the capabilities of a Next Generation
Overhead Persistent Infrared system are a part of an integrated missile
tracking, missile warning, and missile defense approach. If confirmed,
I plan to work across the Department and space community to better
understand these integration challenges and deliver the best possible
missile warning and missile tracking capability for the country.
Question. Proliferated constellations for missile tracking, non-
ballistic missiles
Answer. Proliferated constellations using smaller satellites offer
the potential of faster development times. Integration of proliferated
constellations for missile tracking with the overall missile tracking
architecture could potentially be a challenge. If confirmed, I plan to
work across the Department and space community to better understand any
integration challenges and deliver the best possible missile warning
and missile tracking capability for the country.
Question. Space and Ground Weather
Answer. Based on open source information, one of the biggest
challenges in the Space and Ground Weather portfolio is developing and
utilizing relationships with civil agencies and allies to deliver a
capability. If confirmed, I plan to understand the details of the
portfolio and will work across the Department and broader space
community to deliver the best possible capability for the country.
Question. Nuclear Event detection on ground and in space
Answer. Based on open source information, one of the biggest
challenges I see based on my experience is the synchronization of
equities across the multiple stake holders and the ability to leverage
each one's resources to an integrated plan. If confirmed, I plan to
understand the details of the portfolio and will work across the
Department and broader space community to deliver the best possible
capability for the country.
Intelligence Reconnaissance and Surveillance
Question. Ground Movement Target Indicator capabilities to support
Combatant Commanders
Answer. Since leaving the NRO, I am not up to date with the current
Ground Movement Target Indicator capabilities nor how the relationship
between the USSF and the NRO has evolved on this topic. However, I
support the importance of Ground Movement Target Indicator
capabilities, along with how space and ground systems need to
synchronize across organizations to support Combatant Commanders. If
confirmed, I will collaborate with the appropriate stakeholders to
develop a plan to address this.
GPS
Question. Global Positioning System (GPS) III, GPS IIIF
Answer. Based on open source information, one of the biggest
challenges I see based on my experience is the impacts caused by the
proliferation of adversary signal jamming. Because the economic and
military impacts of a GPS outage are untenable, this makes protection
of Navigation and Timing services a critical necessity for the nation.
If confirmed, I would conduct a review to ensure the Department is on
track to deliver protected and Military-Code GPS signals to the
warfighter.
Question. Military GPS User Equipment
Based on open source reporting of Military GPS User Equipment, one
of the biggest challenges is the integration of GPS equipment into the
thousands of platforms across the Department. If confirmed, I plan to
understand the details of the portfolio and will work across the
Department to prioritize integrating Military GPS User Equipment into
weapon platforms across the services.
Question. Alternate Positioning Navigation and Timing
Answer. While I do not have specific details of efforts on
alternative space-based Positioning Navigation and Timing systems, if I
confirmed, I will ensure alternative architectures reflect realistic
cost, schedule, and performance goals, as well as provide viable
pathways towards redundancy and resilience for the critical GPS
enterprise.
SATCOM
Question. Advanced Extremely High Frequency satellites and their
follow on constellation for strategic communications
Answer. Based upon open source information, I understand that the
Advanced Extremely High Frequency satellite program capability is
critical to both the President and the National Command Authorities in
what could be a very stressing time. If confirmed, I will work across
the Department to protect against any gap in capability.
Question. Family of Advanced Beyond Line of Sight Terminals and
other strategic grade user terminals
Answer. If confirmed, I will review the Family of Advanced Beyond
Line-of-Sight Terminals program. I will also maintain continued
engagement with my counterparts to ensure alignment of nuclear command
control and communication programs to provide a safe, secure, reliable,
effective, and credible deterrent.
Question. Protected Tactical Enterprise Service and user terminals
Answer. If confirmed, my top priority for Protected Tactical
Enterprise Service will be maintaining synchronization between space,
ground, and terminal segments ensure warfighters are able to fully
leverage the system.
Question. Absorbing the current fleet of the Army's Wide Band Gap
satellites and their replacement
Answer. I understand the Army's Satellite Communications
capabilities are being folded into the Department of the Air Force. If
confirmed, I will ensure the conditions are set for an efficient and
effective transition.
Question. Absorbing the Navy's Mobile User Objective System
satellites and their replacement
Answer. I understand the Navy's Mobile User Objective System is
transitioning to the Department of the Air Force. If confirmed, I will
ensure all efforts associated with the transition of the Mobile User
Objective System to the Department of the Air Force are complete.
Assured Access to Space
Question. National Security Space Launch phase II procurements
Answer. In my view, the most pressing issue for Phase 2 is to
continue National Security Space Launch's mission success track record
to ensure access to space and counter the threat posed by Russia and
China. If confirmed, I will work across the Department and the space
community to maintain the ability for assured access to space.
Question. National Security Space Launch phase III procurements
Answer. I believe the most pressing issue for Phase 3 acquisition
is to maintain assured access to space, maximize competition, and
ensure the Department of the Air Force continues to enable a strong
launch industrial base. If confirmed, I will emphasize the efforts to
set strategy for the next acquisition phase.
Question. Tactical and Responsive Launch
Answer. If confirmed, the most pressing issue I would address is
expanding the scope of tactically responsive launch to address all
aspects of the space mission, to include satellites, control systems,
operational concepts, and most importantly, the specific requirements
of the combatant commanders.
Battle Management, Command and Control and Associated Ground Systems
Question. Space Command and Control, including the Kobayshi Maru
program to replace the operating systems (SPADOC) at the Combined Space
Operations Center
Answer. If confirmed, the most pressing issue I would address is to
ensure delivery of a Space Domain Awareness command and control
capability to replace the antiquated SPADOC system the Space Force
currently relies upon.
Question. Sensor agnostic integration for Space Domain and
Situational Awareness, including MDA's BMC2 to meet U.S. SPACECOM
requirements
Answer. If confirmed, the most serious issue I would address is to
work across the Department and space community to ensure sensor data
availability, quality, and latency that meets user needs, directly
expanding USSPACECOM's understanding of the space order of battle.
Question. Integrated Tactical Warning and Attack Assessment (ITW/
AA), including the Combatant Commanders Integrated Command and Control
System (CICCS) for assured missile warning as part of the NC3 system
Answer. If confirmed, I will work to ensure an integrated system of
systems across the NC3 enterprise to deliver capability meeting
warfighter and National Command Authority's needs.
Space Doman Awareness and Space Control
Question. Synchronization writ large between satellite and ground
systems
Answer. If confirmed, the most serious challenge I would work to
deliver an integrated, resilient, multi-source Space Domain Awareness
architecture to accept, discern and trust data from any source, while
ensuring it is accessible to, and supported by, stakeholders.
Acquisition
Question. In your view, what do you perceive to be the recent
successes and shortfalls in Space Force acquisition activities?
Answer. From my understanding, the Department of the Air Force has
major space acquisition programs that are built on solid foundations of
good analysis, prudent planning, and effective risk management. During
my time at the National Reconnaissance Office, I personally witnessed
the successful partnership and collaboration between the National
Reconnaissance Office and Space Force with respect to the National
Security Space Launch program. If confirmed, I look forward to learning
specific details about the successes and shortfalls and working with
Congress to ensure that the space acquisition community is delivering
integrated capabilities with relevant speed and discipline.
Question. If confirmed, what steps would you take to improve
oversight in the requirements determination, resource allocation, and
acquisition management processes?
Answer. If confirmed, I will work across the Department of the Air
Force to establish cost effective and achievable requirements for
future programs, while ensuring the budget is managed to deliver
capabilities, and leverage acquisition best practices to ensure
synchronization between the Department and other agencies.
Question. In your opinion, how can the Department of Defense and
the Space Force better access and integrate commercial and military
technology to remain ahead of potential adversaries?
Answer. The establishment of the U.S. Space Force provided the
Department of Defense a tremendous opportunity to take a fresh look at
how to equip the force with new capabilities for the future fight. The
commercial sector is at the forefront of many new technologies such as
artificial intelligence, edge computing, and machine learning;
technologies which will be beneficial to outpacing strategic
competitors. If confirmed, I will work to identify and reduce the
barriers to leveraging the best available commercial technologies to
meet the warfighter requirements.
Question. If confirmed, what recommendations would you have for how
the Space Force better plans and prepares for weapon system sustainment
as part of its acquisition activities?
Answer. Effective sustainment requires good planning, and it is one
of the Department of the Air Force's key challenges. If confirmed, I
will work with the sustainment community, industry, and other services
to review the current methods for sustainment planning for space
systems and associated ground systems while seeking data-driven updates
to sustainment methods.
Question. In your view, what are the benefits and challenges of the
Space Force embracing the digital future in acquisitions, both for
decision-making and for improving weapon systems it acquires?
Answer. A digital future has the potential for profound
improvements to the process of defining, acquiring, and operating
systems for the Space Enterprise. These benefits can greatly accelerate
the speed of acquisition and decision making while enabling provide
acquisition agility. The challenges in executing this digital vision
will be both technical and cultural. If confirmed, I will work across
the Department of the Air Force to ensure digital solutions are
appropriately leveraged to build and deploy critical space
capabilities.
Question. If confirmed, what actions would you recommend the Space
Force take with regard to digital design, digital twinning, and digital
acquisition data for monitoring?
Answer. While I understand from published materials that the Space
Force is working to implement aspects of digital transformation, at
this time, I cannot make specific recommendations. If confirmed, I will
work with across the Department to learn more about the current state
of the digital transformation activities and determine if any
adjustments in approaches are required.
cost and schedule estimates
Question. The Government Accountability Office (GAO) has reported
that the Air Force's use of unrealistically optimistic cost and
schedule estimates is a major contributor to cost growth and program
failure.
If confirmed, what steps do you believe the Space Force can and
should take to ensure that cost and schedule estimates are fair and
independent, and that such estimates provide a sound basis for
decision-making on Space Force programs?
Answer. If confirmed, I will work with the Department of the Air
Force financial management and cost analysis staffs to identify
opportunities for improving cost and schedule estimates and Service
Cost Positions. I will assess the Department of the Air Force's cost
and schedule estimates for major space acquisition programs, as well as
recent GAO reviews of programs, and implement necessary and/or
appropriate adjustments.
software activities and acquisition of information technology (it)
Question. If confirmed, what would be your highest priority IT and
software-related initiatives?
Answer. In general, I believe the Department needs to improve its
ability to effectively acquire information technology and other
software-intensive capabilities. If confirmed, I will assess the
effectiveness of acquisition systems and work across the Department and
Congress to implement any needed improvements.
Question. If confirmed, how would you coordinate the development or
procurement of cloud computing services within the space domain with
the Air Force and other Department of Defense and federal government
cloud computing initiatives?
Answer. If confirmed, I will work with the Department of the Air
Force Chief Information Officer and other relevant parties to assess
the Department's cloud computing initiatives, as well as related
initiatives, to ensure that the space systems and programs are
appropriately integrated and leveraging the work of other entities.
Question. In your view, what is the appropriate role for cloud
computing capabilities in Space Force acquisition, research, testing,
and logistics programs and activities?
Answer. I expect that cloud computing will be a key enabler for
space system acquisition, research, testing, and logistics activities,
as cloud computing offers access to scalable processing power, massive
data storage, and information sharing. I believe these are critical for
digital engineering and sophisticated modeling and simulation. If
confirmed, I will work across the Department of the Air Force to
examine this area and the ability to leverage cloud computing to build
and deploy critical space capabilities.
contracting
Question. In your view, what are the major challenges facing the
Space Force with respect to contracting activities?
Answer. I understand that the Department of the Air Force has a
robust contracting capability, one that was leveraged by the Nation to
great benefit. At the same time, it is my understanding there are
challenges with respect to contract management. If confirmed, I will
work with the Department's senior leadership to analyze the challenges,
develop options, and execute solutions.
Question. In your opinion, do you believe that the Space Force is
making appropriate use of non-FAR-based contracting approaches, such as
Other Transaction Authority (OTA)?
Answer. My understanding is that the Department of the Air Force
has been successful in employing a number approaches, to include the
use Other Transaction Authorities. If confirmed, I will encourage the
appropriate use of these approaches to bolster business agility across
a broader DOD and economic spectrum.
Question. If confirmed, how would you drive greater use of flexible
contracting authorities while also ensuring appropriate oversight of
such use?
Answer. If confirmed, I will work with the Department's senior
leadership to assess current use of flexible contracting authorities
available and identify opportunities for improved use. Additionally, I
would work with the Congress to identify and scope additional
authorities that may enhance the effectiveness of acquisition.
Question. If confirmed, how would you ensure that Space Force
personnel are properly trained in the use of flexible contracting
authorities, such as using non-FAR based contracting methodologies?
Answer. If confirmed, I will work with the Department's senior
leadership, to ensure Space Force personnel are properly trained
through organic training programs on all contracting options, to
include non-FAR-based contracting methods.
middle tier acquisition
Question. Section 804 of the Fiscal Year 2016 NDAA authorized DOD
to employ an acquisition approach (``Middle Tier Acquisition'') that
was intended to support the rapid delivery of new capability to meet
emerging operational needs.
In your view, has the Space Force made appropriate use of Section
804 authorities?
Answer. I understand the Space Force is using Section 804
authorities on certain programs. If confirmed, I will familiarize
myself on how these authorities are being utilized and ensure the Space
Force applies Section 804 authorities appropriately.
Question. In your assessment, what risks have accrued and been
accepted by the Space Force as a consequence of the use of these
authorities?
Answer. I am not familiar with risks accepted by the Space Force on
the use of Section 804 authorities. If confirmed, I will review the use
of Section 804 authorities on space programs and ensure that they are
properly mitigating associated risks.
Question. If confirmed, what processes would you put in place to
ensure appropriate oversight of the Department's use of 804
authorities? Please explain your answer.
Answer. If confirmed, I will assess the oversight applied to these
authorities and work with Department senior leadership and Congress to
implement any needed changes.
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. If confirmed, I would ensure all systems meet effectiveness
and suitability requirements as driven by law, policy, and warfighter
needs. There would have to be exigent circumstances that would drive a
request to accept a weapon system and/or equipment that has not been
thoroughly tested and determined to be operationally effective and
suitable. In such a case, I would work with the Department of the Air
Force and congressional defense committees to explain why the system
was not fully tested prior to operational acceptance.
Question. In your view, does the Department of the Air Force have
adequate test and evaluation capabilities? In which areas, if any, do
you feel the Air Force should be developing new test and evaluation
capabilities?
Answer. I do not have insight into the Department of the Air
Force's test and evaluation capabilities. If confirmed, I look forward
to working with the Department's test and evaluation team to explore
how to best serve the joint warfighter.
technology transition
Question. The Department of Defense continues to struggle with the
transition of new technologies into existing programs of record and
major weapons systems and platforms. Further, the Department also has
struggled with moving technologies rapidly from the Department's
programs into the hands of operational users.
In your view, what impediments to technology transition do you
perceive to exist within the Space Force?
Answer. In my previous experience, it can be challenging to shift
from emerging technology solutions to acquisition programs of record.
If confirmed, I will work across the Department of the Air Force to
ensure the space systems and programs have the resources, an adaptable
planning process, and authorities to take immediate advantage of
emerging technological advances.
Question. If confirmed, to what extent could and should the Air
Force Research Laboratory and other Air Force systems engineering
commands play a greater role in enabling the transition of promising
technologies from a successful initial demonstration to a Space Force
program-of-record, which may include working with industry and the
desired program executive officer (PEO) to develop and assist with a
systems engineering plan necessary to achieve transition?
Answer. If confirmed, I will work across the Department to
accelerate technology transition and identify opportunities for
collaboration between the Program Executive Officers, Air Force
Research Lab, and industry stakeholders to address and overcome
barriers.
Question. If confirmed, what steps, if any, would you take to
enhance the effectiveness of technology transition efforts?
Answer. The Department of the Air Force must define as early as
possible those technologies that will provide the greatest advantage
against near peer competitors. If confirmed, I will work to employ
tools such as prototyping and experimentation to identify technologies
from multiple sources, including the Department of Defense
Laboratories, academia, industry, the Department of Defense, and other
agency partners.
Question. In your view, what can be done from a budget, policy, and
organizational standpoint to facilitate the transition of technologies
from science and technology programs and other sources, including small
businesses, venture capital-funded companies, and other non-traditional
defense contractors, into acquisition programs?
Answer. It is my understanding that ensuring access to technologies
from small businesses, venture backed companies, and non-traditional
contractors was a driving factor behind the Department of the Air
Force's decision to establish SpaceWERX. If confirmed, I will assess
SpaceWERX's efforts and work with the Department's senior leadership
and Congress to implement any needed changes.
space force-related defense industrial base
Question. What is your view of the current health of the industrial
base that supports the Space Force?
Answer. I have seen great resiliency from the industrial base to
recover from and adjust to the impacts of COVID-19. If confirmed, I
will work with Department of the Air Force leadership to consider
impacts on the industrial base, and continue to grow and foster
interactions to meet growing warfighter readiness requirements, reduce
sustainment costs, increase environmental resiliency, and posture for
future threats.
Question. How should Space Force acquisition leaders consider
impacts on the industrial base when addressing requirements for
recapitalization or modernization of major end items such as aircraft,
munitions, or key repair parts?
Answer. Impacts on the industrial base must be understood and
considered in making key investment decisions for recapitalization and
modernization, as well as in making investments in science and
technology. If confirmed, I will work closely with Department of the
Air Force senior leadership to consider decision implications on the
industrial base.
Question. In your view, what actions should the Space Force take to
maintain access to critical elements of the defense industrial base?
Answer. The Department of the Air Force should continue to assess
risks to the industrial base and pursue mitigations collaboratively
with key stakeholders in the space enterprise. If confirmed, I look
forward to learning more about ways to encourage competition and
support the industrial base. I would work with Department senior
leadership and Congress to pursue such methods.
Question. If confirmed, what would you see as your office's role in
working with or supporting efforts of the Air Force Office of Small
Business Programs?
Answer. I believe in the power of small businesses as part of the
U.S. defense industrial base and that programs like the Small Business
Innovation Research/Small Business Technology Transfer programs are
especially important. If confirmed, I look forward to working with and
supporting the efforts of the Air Force Office of Small Business
Programs to strategize together how to leverage the innovation resident
in U.S. small businesses.
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.
If confirmed, what actions would you take were you to receive or
become aware of a complaint of sexual harassment or discrimination from
an employee of the Office of the ASAF(SAI)?
Answer. If confirmed, I would follow the Department of the Air
Force's reporting guidelines in circumstances of sexual harassment or
discrimination of any kind. I believe this a very serious issue and, if
confirmed, would take both immediate and appropriate action based on
the findings of any resulting investigation.
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
space force acquisition reform
1. Senator Hirono. Mr. Calvelli, last year, Secretary of the Air
Force Frank Kendall made several structural changes to the department
in order to make for a more agile organization, particularly with
respect to acquisitions. Many are concerned that overhaul of the
Pentagon's satellite and space system architecture will be a painful
and expensive process. It is certainly long overdue. If confirmed, what
improvements would you recommend to continue to refine the Space
Force's acquisition process?
Mr. Calvelli. If confirmed, I will look to drive speed and program
management discipline into the Department's space acquisitions in order
to get new capabilities into the hands of the warfighters faster. From
my experience and expertise in space acquisition, speed and program
management discipline can be added to acquisitions by: ensuring
requirements and analysis are coordinated and completed ahead of
capability need; driving early technology risk reduction and research
and development of new capabilities to reduce risk in the acquisition
phase; utilizing the right acquisition strategies, contract types, and
contract incentives to incentivize speed as well as successful contract
execution; driving cost and schedule realism into proposals; acquiring
smaller systems for space; driving ground systems to more open
architectures while developing ground software in smaller more
manageable pieces; and making sure that space and ground come together
as a system, with ground ready before launch.
In addition, speed and program management discipline in acquisition
can be helped by: using existing technology; limiting contract changes;
keeping requirements stable; empowering our program managers and
holding them accountable for program success; holding industry
accountable for results; driving organizational focus on meeting
schedule, cost, and technical performance commitments; and creating a
culture of successful program execution, while driving a sense of
urgency.
2. Senator Hirono. Mr. Calvelli, what do you see as the highest
priority with respect to improving our space system architecture?
Mr. Calvelli. It is difficult to identify only one highest priority
to improve space system architecture. I see a few complementary
priorities. If confirmed, the highest priorities for me with respect to
improving space systems architecture include: driving speed in the
Department's acquisitions to outpace adversaries and maintain our
technological advantage we get from space; integrating the overall
space architecture with other war fighting domains to give its
warfighters a strategic edge; making the space architecture more
resilient so that it can be counted on during times of crisis and
conflict; and driving program management discipline across space
acquisitions in order to deliver programs on cost, on schedule, and
meeting requirements.
__________
Questions Submitted by Senator Angus S. King, Jr.
space
3. Senator King. Mr. Calvelli, the DOD space acquisitions process
has been plagued with delays, set-backs, and overspending for years.
What strategies will you bring from the commercial section to fix these
issues and get the assets DOD needs into operation?
Mr. Calvelli. I come from a culture where successful delivery of
programs on cost, on schedule, and meeting requirements was a top
priority. If confirmed, I intend to bring that strong program
management discipline to space acquisitions.
4. Senator King. Mr. Calvelli, what are your top program priorities
within DOD space acquisition? (i.e. hypersonic detection and defense,
offensive space control, assured PNT (positioning, navigation, and
timing), cybersecurity?)
Mr. Calvelli. If confirmed, my top priorities will be 1) driving
speed in space acquisitions to outpace adversaries and maintain a
technological advantage in space; 2) integrating the overall space
architecture with other war fighting domains to give warfighters a
strategic edge; 3) making the space architecture more resilient so that
it can be counted on during times of crisis and conflict; and 4)
driving program management discipline across space acquisitions in
order to deliver programs on cost, on schedule, and meeting
requirements.
5. Senator King. Mr. Calvelli, as the primary acquisition authority
for space assets in DOD how will you balance the requirements of the
joint force across the gamut and ensure interoperability?
Mr. Calvelli. The Nation needs to integrate its space architecture
with other war fighting domains to give its warfighters a strategic
edge. If confirmed, I will work with the Combatant Commands, the Joint
Staff, the Services, and our allies to ensure the Department of the Air
Force is properly balancing requirements in a way that delivers
interoperable capability. Interoperability is best done by driving
ground systems to more open architectures, and by integrating and
making data more accessible to other DOD capabilities (e.g. Air Force
Advanced Battle Management System (ABMS), and DOD Joint All Domain
Command and Control (JADC2)) through standard application program
interfaces (APIs).
__________
Questions Submitted by Senator Gary C. Peters
national security space launch phase three
6. Senator Peters. Mr. Calvelli, the United States is leading the
world in space launch capabilities with diverse capabilities and
innovative operations and technologies. As the U.S. Space Force (USSF)
prepares for Phase III of the National Security Space Launch (NSSL)
program, it is critical that the United States capitalize on the
diverse and robust launch market developing here at home. In the Phase
III RFI [request for information], industry was asked for information
that should be used to modernize the USSF's requirements and
procurement approach to best match American spacelift capabilities with
DOD's mission needs. How can you assure this Committee, that if you are
confirmed, that the USSF will fully review its procurement approach and
ensure that it will not create unnecessary barriers to entry or
disincentivize industry participation with outdating and overly
burdensome requirements?
Mr. Calvelli. Assured access to space is critical for the Nation.
This means having multiple launch providers. If confirmed, I intend to
review the Phase III procurement, and make sure there are no barriers
or burdensome requirements that disincentivize industry participation
or innovation.
7. Senator Peters. Mr. Calvelli, DOD is required under section 1601
of P.L. 117-81 to ``maximize continuous competition for launch services
as the Space Force initiates planning for phase three, specifically for
those technology areas that are unique to existing and emerging
national security requirements.'' If confirmed, what would be your
vision for meeting that requirement?
Mr. Calvelli. If confirmed, I will foster a competitive strategy
for National Security Space Launch Phase III seeking to utilize the
appropriate technologies to support these critical national security
space missions.
additive manufacturing
8. Senator Peters. Mr. Calvelli, additive manufacturing has
recently enabled rapid design and iteration of new components and
subsystems across the aerospace industry. Breakthrough efforts in
large-scale metal additive are building on that success to provide full
systems that are more nimble, responsive, and cost effective than those
produced in traditional fixed tooling factories. Current DOD use cases,
however, are limited and the technology has not yet been embraced for
larger scale applications. How will you address and embrace
technologies like this in your new role?
Mr. Calvelli. Amazing technological innovations for space are
happening on the commercial side. New technologies like additive
manufacturing, on-orbit assembly, on orbit servicing, proliferated
small satellites, and small launch systems are changing the face of
space. If confirmed, I believe embracing new technologies will be key
to maintaining a technological advantage in space, in order to outpace
adversaries.
tactically responsive launch and space capabilities
9. Senator Peters. Mr. Calvelli, the Fiscal Year 2022 National
Defense Authorization Act passed by Congress directs the Department of
Defense to develop capabilities to ``rapidly place on-orbit systems to
respond to urgent needs of the commanders of the combatant commands''
in case these space systems are ``degraded, attacked, or otherwise
impaired''. In your new position, how will you ensure these tactically
responsive launch and space capabilities are funded and fielded?
Mr. Calvelli. A part of resiliency of the Nation's space
architecture needs to be the ability to rapidly reconstitute
capabilities in the situation where they are degraded, attacked, or
impaired. If confirmed, I will investigate the use of tactically
responsive launch for the rapid reconstitution of capabilities.
market tools for space launch
10. Senator Peters. Mr. Calvelli, last year, a study commissioned
by the U.S. Space Force, the Defense Innovation Unit, and the Air Force
Research Laboratory found that the United States is `` . . . woefully
inadequate to compete for global market share because China has
cornered and dominated the global [space] market.'' The report goes on
to say that, ``The United States must . . . develop new market-
enhancing tools to increase U.S. commercial space activities, grow
viable U.S. space companies, and finance their growth.'' The Department
of Defense would undoubtedly play a vital role in developing these
market-enhancing tools, especially in the area of space launch. As the
``the senior architect for space systems and programs across the
Department of Defense,'' if confirmed, what tools would you advise the
Secretary of the Air Force to create in order to promote a more dynamic
domestic space launch marketplace?
Mr. Calvelli. A vibrant U.S. space industrial base is critical for
successful acquisitions. If confirmed, I would encourage the continued
use of the U.S. policy to use American made components for all national
defense space systems, and ensure adherence to all applicable laws and
regulations. I would also look to work with Defense Innovation Unit,
SpaceWERX, and other innovative DOD organizations to take advantage of
commercial capabilities.
moving faster in space
11. Senator Peters. Mr. Calvelli, as Russia's recent anti-satellite
test and China's recent hypersonic test illustrate--our great power
competitors understand they need to overcome U.S. dominance in space.
In this regard, one area of particular concern for me is space launch.
While the United States currently enjoys an advantage in launch, I fear
that we may soon fall behind if we do not embrace the strengths of our
commercial launch sector with a more dynamic and competitive strategy.
A recent Congressional Research Service (CRS) report on ``National
Security Space Launch,'' from February 3rd--highlights areas where
Congress may need to step in to spur additional competition, namely
helping new launch providers with additional development funding and
providing increased opportunities for these providers to compete. What
do you believe to be the advantages of providing additional development
funding for space launch and increasing the competitive opportunities
for launch providers?
Mr. Calvelli. Assured access to space is essential to the Nation
and ensuring multiple launch providers is critical. The Department of
the Air Force made great strides by having two independent companies
awarded for the Phase II National Security Space Launch contracts.
Prior to this, the Nation depended on a single company, through the
Evolved Expendable Launch Vehicle contract, for launch. Anything the
Department of the Air Force can do to encourage additional competition
for Phase III should be considered.
12. Senator Peters. Mr. Calvelli, if confirmed, can I get your
commitment to work with the committee to maximize competition so that
we continue to stay ahead of Chinese and Russian threats?
Mr. Calvelli. Yes. Staying ahead of adversaries is a top priority
for me.
__________
Questions Submitted by Senator Joe Manchin
space security
13. Senator Manchin. Mr. Calvelli, Russia and China have an
interest and demonstrated capability in a range of anti-satellite
weapons. Given our military's reliance upon satellites for navigation
and communication, this capability can severely weaken our military's
ability to respond effectively in the opening hours of a conflict. How
prepared do you assess we are to protect against these threats from our
adversaries?
Mr. Calvelli. The U.S. has made progress, but the Department of the
Air Force needs to continue to make improvements in the resiliency of
the space architecture. This includes both space systems as well as
ground system resiliency.
14. Senator Manchin. Mr. Calvelli, what capabilities or
improvements, if any, are you aware of that might better protect our
satellites from adversary interference?
Mr. Calvelli. If confirmed, I would also continue to drive towards
a more resilient space architecture. From my experience, resiliency can
be added by taking advantage of diverse orbits, adding new technical
capabilities, using a mix of traditional satellites and smaller more
proliferated satellites, robust space situational awareness, the
ability for rapid reconstitution, and taking advantage of commercial
capabilities. Resiliency also includes making sure that ground systems
do not have single point failures and that they are secure from cyber-
attacks. Nothing is more important than making sure all DOD space
capabilities are available and can be counted on to support the
warfighter and the Nation during times of crisis and conflict. If
confirmed, adding resiliency will be a priority.
__________
Questions Submitted by Senator Rick Scott
military construction
15. Senator Scott. Mr. Calvelli, have you considered the impact of
inflation in terms of the budgeting pressures it is creating on the
area of responsibility you are being nominated for? If so, please
respond with how you plan to adapt to this inflationary environment,
both with respect to budgets and mission priorities.
Mr. Calvelli. If confirmed, I will work with Department of the Air
Force leadership to ensure they are taking a look at the economic
factors and projections; continue to emphasize program cost, schedule,
and performance; prioritize, integrate, and properly phase funding
requirements for the most critical capabilities within the budget
topline; and leverage innovation to maximize buying power.
housing
16. Senator Scott. Mr. Calvelli, what progress is being made to
implement the ``Tenant Bill of Rights'', and to ensure that it is fully
enforceable?
Mr. Calvelli. My understanding is the Services have worked to
improve military privatized housing, as well as the responsiveness of
project managers to tenant work order requests and other issues. If
confirmed, I would support and work with Department of the Air Force
leadership to understand the scope of the challenges that exist or
remain.
17. Senator Scott. Mr. Calvelli, how would you enhance it?
Mr. Calvelli. If confirmed, I would support Department of the Air
Force efforts to ensure all airmen, guardians, and their families have
the quality housing they deserve.
__________
Questions Submitted by Senator Josh Hawley
offensive space-capabilities
18. Senator Hawley. Mr. Calvelli, China is advancing its space and
anti-satellite capabilities at an alarming rate, with the clear intent
of dominating the space domain, or what Chinese strategists have termed
``the commanding heights'' of its military competition with the United
States. What are the most important steps the United States needs to
take in order to maintain our ability to prevent China from dominating
the space environment?
Mr. Calvelli. The Department of the Air Force is at a critical
juncture for its defense space architecture, and there is a real sense
of urgency to act. The Nation needs to: outpace its adversaries and
maintain the technological advantage it gets from space; integrate its
space architecture with other war fighting domains to give its
warfighters a strategic edge; make its space architecture more
resilient so that it can be counted on during times of crisis and
conflict; and accomplish these with speed. If confirmed, these would be
my priorities.
19. Senator Hawley. Mr. Calvelli, belligerents in any future
conflict in space will likely face strong first-use pressures, since
the first one to blind the other could have a significant operational
advantage. What steps can the United States take now to strengthen its
ability to withstand Chinese preemption in space and maintain our own
ability to strike first effectively?
Mr. Calvelli. The U.S. can make its space architecture more
resilient so that it can be counted on during times of crisis and
conflict. From my experience, resiliency can be added by taking
advantage of diverse orbits, adding new technical capabilities, using a
mix of traditional satellites and smaller more proliferated satellites,
robust space situational awareness, the ability for rapid
reconstitution, and taking advantage of commercial capabilities.
Resiliency also includes making sure that ground systems do not have
single point failures and that they are secure from cyber-attacks.
Nothing is more important than making sure all DOD space capabilities
are available and can be counted on to support the warfighter and the
Nation during times of crisis and conflict. If confirmed, adding
resiliency will be a priority.
______
[The nomination reference of Mr. Frank Calvelli follows:]
[GRAPHIC NOT AVAILABLE IN TIFF FORMAT]
______
[The biographical sketch of Mr. Frank Calvelli, 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. Frank
Calvelli 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. Frank Calvelli was reported to the
Senate by Chairman Reed on March 8, 2022, with the
recommendation that the nomination be confirmed. The nomination
was confirmed by the Senate on April 28, 2022.]
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