[Senate Hearing 118-625, Part 6]
[From the U.S. Government Publishing Office]
------
S. Hrg. 118-625, Pt. 6
DEPARTMENT OF DEFENSE AUTHORIZATION
REQUEST FOR APPROPRIATIONS FOR FISCAL YEAR 2024 AND THE FUTURE YEARS
DEFENSE PROGRAM
=======================================================================
HEARING
before the
COMMITTEE ON ARMED SERVICES
UNITED STATES SENATE
ONE HUNDRED EIGHTEENTH CONGRESS
FIRST SESSION
ON
S. 2226
TO AUTHORIZE APPROPRIATIONS FOR FISCAL YEAR 2024 FOR MILITARY
ACTIVITIES OF THE DEPARTMENT OF DEFENSE, FOR MILITARY CONSTRUCTION, AND
FOR DEFENDSE ACTIVITIES OF THE DEPARTMENT OF ENERGY. TO PRESCRIBE
MILITARY PERSONNEL STRENGTHS FOR SUCH FISCAL YEAR, AND FOR OTHER
PURPOSES
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PART 6
PERSONNEL
----------
MARCH 15, 2023
GRAPHIC(S) NOT AVAILABLE IN TIFF FORMAT
Printed for the use of the Committee on Armed Services
DEPARTMENT OF DEFENSE AUTHORIZATION REQUEST FOR APPROPRIATIONS FOR
FISCAL YEAR 2024 AND THE FUTURE YEARS DEFENSE PROGRAM--Part 6
PERSONNEL
______
S. Hrg. 118-625, Pt. 6
DEPARTMENT OF DEFENSE AUTHORIZATION
REQUEST FOR APPROPRIATIONS FOR FISCAL YEAR 2024 AND THE FUTURE YEARS
DEFENSE PROGRAM
=======================================================================
HEARING
before the
COMMITTEE ON ARMED SERVICES
UNITED STATES SENATE
ONE HUNDRED EIGHTEENTH CONGRESS
FIRST SESSION
ON
S. 2226
TO AUTHORIZE APPROPRIATIONS FOR FISCAL YEAR 2024 FOR MILITARY
ACTIVITIES OF THE DEPARTMENT OF DEFENSE, FOR MILITARY CONSTRUCTION, AND
FOR DEFENDSE ACTIVITIES OF THE DEPARTMENT OF ENERGY. TO PRESCRIBE
MILITARY PERSONNEL STRENGTHS FOR SUCH FISCAL YEAR, AND FOR OTHER
PURPOSES
__________
PART 6
PERSONNEL
__________
MARCH 15, 2023
__________
Printed for the use of the Committee on Armed Services
Available via: http://www.govinfo.gov
______
U.S. GOVERNMENT PUBLISHING OFFICE
60-099 WASHINGTON : 2025
COMMITTEE ON ARMED SERVICES
JACK REED, Rhode Island, Chairman ROGER F. WICKER, Mississippi
JEANNE SHAHEEN, New Hampshire DEB FISCHER, Nebraska
KIRSTEN E. GILLIBRAND, New York TOM COTTON, Arkansas
RICHARD BLUMENTHAL, Connecticut MIKE ROUNDS, South Dakota
MAZIE K. HIRONO, Hawaii JONI ERNST, Iowa
TIM KAINE, Virginia DAN SULLIVAN, Alaska
ANGUS S. KING, Jr., Maine KEVIN CRAMER, North Dakota
ELIZABETH WARREN, Massachusetts RICK SCOTT, Florida
GARY C. PETERS, Michigan TOMMY TUBERVILLE, Alabama
JOE MANCHIN III, West Virginia MARKWAYNE MULLIN, Oklahoma
TAMMY DUCKWORTH, Illinois TED BUDD, North Carolina
JACKY ROSEN, Nevada ERIC SCHMITT, Missouri
MARK KELLY, Arizona
Elizabeth L. King, Staff Director
John P. Keast, Minority Staff
Director
Subcommittee on Personnel
ELIZABETH WARREN, Massachusetts, RICK SCOTT, Florida
Chair MIKE ROUNDS, South Dakota
RICHARD BLUMENTHAL, Connecticut DAN SULLIVAN, Alaska
MAZIE K. HIRONO, Hawaii TED BUDD, North Carolina
TIM KAINE, Virginia
TAMMY DUCKWORTH, Illinois
(ii)
C O N T E N T S
march 15, 2023
Page
Military and Civilian Personnel Programs in the Department of 1
Defense.
Member Statements
Statement of Senator Elizabeth Warren............................ 1
Statement of Senator Rick Scott.................................. 3
Witness Statements
Cisneros, Hon. Gilbert R., Jr., Under Secretary of Defense for 7
Personnel and Readiness Accommodated by Hon. Lester Martinez-
Lopez Assistant Secretary of Defense for Health Affairs; Hon.
Shawn G. Skelly, Assistant Secretary of Defense for Readiness;
Mr. Thomas A. Constable, Performing to Duties of the Assistant
Secretary of Defense for Manpower and Reserve Affairs; Ms.
Elizabeth B. Foster, Executive Director of Force Resiliency.
Schaefer, Hon. Agnes G., Assistant Secretary of the Army for 44
Manpower and Reserve Affairs.
Parker, Hon. Franklin R., Assistant Secretary of the Navy for 50
Manpower and Reserve Affairs.
Wagner, Alex, Assistant Secretary of the Air Force for Manpower 55
and Reserve Affairs.
Questions for the Record......................................... 68
(iii)
DEPARTMENT OF DEFENSE AUTHORIZATION REQUEST FOR APPROPRIATIONS FOR
FISCAL YEAR 2024 AND THE FUTURE YEARS DEFENSE PROGRAM
----------
WEDNESDAY, MARCH 15, 2023
United States Senate,
Subcommittee on Personnel,
Committee on Armed Services,
Washington, DC.
MILITARY AND CIVILIAN PERSONNEL PROGRAMS IN THE DEPARTMENT OF DEFENSE
The Subcommittee met, pursuant to notice, at 2:58 p.m., in
room 222, Russell Senate Office Building, Senator Elizabeth
Warren (Chairman of the Subcommittee) presiding.
Subcommittee Members present: Senators Warren, Blumenthal,
Hirono, Kaine, Duckworth, Kelly, Scott, Sullivan, Budd, and
Wicker.
OPENING STATEMENT OF SENATOR ELIZABETH WARREN
Senator Warren. Good afternoon, and welcome to the first
Personnel Subcommittee hearing of the 118th Congress. I am
pleased to welcome all of you here to this hearing to receive
testimony on the military and civilian personnel programs at
the Department of Defense (DOD) and the Military Services in
review of the Administration's defense authorization request
for fiscal year 2024.
All three of my brothers served in the military, so
supporting the military and military families means a lot to
me, and I am particularly pleased to be chairing my first
hearing as an Armed Services Subcommittee Chair.
I am honored to chair this Subcommittee and I look forward
to continuing its long history of bipartisanship and working as
a partner with Ranking Member Scott and with all of our Members
on both sides of the aisle to improve the lives of our
servicemembers, of retirees, military families, and the
civilian workforce.
Our annual posture hearing provides the Department the
opportunity to discuss their personnel policy priorities for
the coming year. This year marks the 50th anniversary of the
All-Volunteer Force.
In today's hearing, I would like to focus on how we welcome
young people into the military, how we support families who
continue to serve, and how the military contributes to our
communities.
The Administration's National Defense Strategy gets it
exactly right in prioritizing servicemembers. We must do this
to address one of the military's greatest challenges, the
ongoing struggle to meet its recruiting goals.
Today, only the Marine Corps and the Space Force are
meeting their recruiting targets. Meanwhile, the Army is set to
miss its target by tens of thousands of soldiers, and the Navy
has recently lowered its requirements and standards for many
ratings in order to address anticipated shortfalls.
The most direct way to address this shortfall is by making
sure that we are taking care of military personnel and their
families. This is just as much a readiness issue as our supply
of tanks and missiles and material to fight on land and at sea.
So, where to start?
Well, I have a lot of work that I want to propose for this
Subcommittee, including protecting and enhancing health care,
continuing to build on Senator Gillibrand's leadership in
addressing sexual assault, and combating the corrosive impact
of the revolving door between senior Pentagon officials and
defense contractors, and foreign governments.
I also look forward to working with the Readiness
Subcommittee to be certain that U.S. military families are not
living in unsafe and unsanitary housing conditions. I have done
extensive investigative work here, and I have worked with other
Committee Members on bipartisan legislation.
For today's hearing, I have picked three items to begin
with, access to childcare, medical debt, and the Junior Reserve
Officers Training Corps, or JROTC. First, childcare. Accessing
childcare remains a problem for all families, military and
civilian.
We must modernize and improve the way the DOD ensures that
servicemembers and their families have access to childcare, and
I am happy to work with any Member of the Committee, Democrat
or Republican, who has good, smart, creative ideas on how to do
that.
Second, I want to take a good, hard look at medical debt
and how it affects both members of the military and civilians.
I want to ask specifically about implementation of my
amendments, along with Joaquin Castro, to the 2021 National
Defense Authorization Act to provide DOD the authority to waive
civilian debts for military hospitals, a bill that was intended
to keep our doctors sharp without sticking patients with big
private bills.
I won't get to cover it today, but I am also concerned
about servicemembers who have TRICARE but who still get stuck
with medical bills they are expected to pay on their own, and
finally, I have questions about the Junior Reserve Officers
Training Corps, or JROTC, particularly about reports of sexual
assault of our children.
We have much to do to better support military families. I
look forward to getting to work on these issues and many more,
and I will now turn to Ranking Member Scott for his comments to
open this hearing. Thank you. Ranking Member Scott.
STATEMENT OF SENATOR RICK SCOTT
Senator Scott. Thank you, Chair Warren. As this is the
first meeting of the Personnel Subcommittee this Congress, let
me begin by saying that I am very much looking forward to
working with Senator Warren as we continue the bipartisan
tradition of the Armed Services Committee in developing the
National Defense Authorization Act.
I am on four committees, and this is my first subcommittee
to be the Ranking Member, and I want to say that the Armed
Services Committee is the one committee that actually works
well together. I think we are going to continue to do a great
job with the National Defense Authorization Act again this
year.
Every Member here is united in supporting our men and women
in uniform and their families. This Subcommittee has a long
history of prioritizing the well-being and morale of our
servicemembers. I am eager to be continuing that work as the
new Ranking Member. Today, the military faces, as we all know,
a recruiting crisis.
If current trends continue, the Army, Navy, and Air Force
will fail to achieve their recruiting missions this year. The
Army and Navy look like they will miss the mark by over 10,000
recruits each. Well, this could be only the third time in
history the Air Force has failed to meet its recruiting
mission.
This situation is unprecedented in the 50-year history of
the All-Volunteer Force, and this Subcommittee must make it our
top priority to do whatever we can to fix it. I am concerned
that in the midst of this challenging recruiting environment,
the Navy has decided to lower enlistment standards.
We have seen this approach tried before. It had disastrous
results. I am a Navy veteran myself. I joined at the age of 18.
I probably did more swabbing the decks and cleaning the
latrines than I did being a radarman. I am also the son of a
World War II veteran who fought--who was one of 3,000 people
that did all full combat and jumps with the 82d Airborne.
Also fought in the Battle of the Bulge. I know that no job
in military is easy or unimportant. When ships catch fire or in
collision, as has happened repeatedly in the recent past, every
sailor must know how to respond to save lives.
When enlistment standards drop below certain levels, we
have seen increased morale and discipline problems, which are
accompanied by lower unit readiness. These are not acceptable
outcomes.
I hope to use this hearing to learn more about what the
Navy is doing to avoid the mistakes of the past in this area.
The good news is that as difficult as recruiting is right now,
retention levels are generally quite high. That means once
people join the military, they tend to like it and want to
stay.
Military families in particular have higher retention rates
than single servicemembers. This is supported by DOD surveys
that report married servicemembers with children have the
highest levels of satisfaction with the military way of life.
So, we need to ask ourselves why is there such a disconnect
between recruiting struggles and retention successes, and what
can we do to bridge that gap.
As we continue working to ensure servicemembers and their
families enjoy high quality of life in the military, we need to
do more to share their inspiring stories with the rest of the
country. Effective use of marketing and advertising must be a
priority right now and we need to resource it accordingly.
The Department of Defense should also be an advocate for
the many benefits that come with military service. For example,
we know that veterans have lower unemployment rates and higher
rates of homeownership, marriage, educational achievement.
Military service sets young men and women on the path to a
great life and we need more people to know that. So, we have
major issues facing our military, and this Subcommittee stands
ready to tackle them.
That is why I was excited to take the position as Ranking
Member, because there are real issues like housing, childcare,
recruitment, and health care that demand our attention. These
aren't Republican or Democrat issues. There are things that
this Committee has and must continue to work on, on a
bipartisan basis, to fix so our military members and their
families are taken care of.
This Committee did this last Congress to better protect
against and prevent sexual assault. Working together on these
issues--important issues allow us to best serve those who serve
and protect our Nation.
That is why I was incredibly disappointed when I finally
received Secretary Cisneros prepared statement, of several
witnesses last night at 10 p.m., and found that a major focus
of the Pentagon, I am sure probably at the urging of the White
House, was prioritizing DEI [diversity, equity and inclusion],
virtually cultural war issues.
I have run big companies. I know the importance of ensuring
that we have a workplace, whether in the military or elsewhere,
where people can come to their jobs without the threat of being
disrespected or discriminated against. But when it comes to our
armed forces, the top question should be, is every person who
wants to join solely focused on the mission of intimidating the
hell out of our enemies and defeating them if necessary.
It is not about hitting diversity quotas. It is about being
the most lethal military fighting force on the planet because
the folks who wear the uniform are warfighters,
unapologetically devoted to protecting American values, putting
that above all else.
Our Commanders know this, and I am gravely concerned that
this Administration is forcing them to move away from that to
achieve some diversity metric that isn't based on enhancing the
lethal fighting capabilities of the American military.
We are creating nice talking points for the Administration
to tout race and gender instead of fighting power and strength.
Do I believe that our military should reflect America and be
made up of fighters as diverse as places like my home State of
Florida, you better believe it.
But to assert that diversity quotas and pronoun training
are more important than the basic needs of recruitment and
retention or caring for the needs of our current force by
ensuring proper access to childcare, good housing, health care
is outrageous, and I think everybody in this room knows that.
I look forward to getting to the real issues, solving
problems, taking care of our members and their families. That
will be my focus as Ranking Member of this Subcommittee. Thank
you to each of the witnesses for appearing before the
Subcommittee today, and I look forward to your testimony.
Senator Hirono. Senator Wicker, I understand you wish to
make a statement.
Senator Wicker. Yes, ma'am, I do, and I appreciate that. I
had intended to attend this Subcommittee hearing to talk solely
about Junior ROTC [Reserve Officer Training Corps]. But I do
have to address the matter that the distinguished Ranking
Member of the Subcommittee just raised, and that is the
submitted statement by the Undersecretary of Defense for
Personnel and Readiness.
I do hope that this statement is not a reflection of the
Department's priorities, because if it is, I am very concerned.
We have a military recruiting problem, as the Chair mentioned,
as the Ranking Member mentioned. It should be at the top of our
list.
Yet this statement of some 26 pages, let me make sure I
have got it right, some 26 pages does not get to recruiting
until page 20 of the statement. Instead, topics like abortion
and diversity, equity and inclusion are addressed in those
first 20 pages.
I don't understand why the Department feels that is
necessary to change the culture of the military by,
``inculcating diversity, equity, inclusion, and accessibility,
DEIA, principals across the Department efforts.''
As a veteran, as a ROTC commissioned officer, as a former
member of the Air Force Reserve, I can tell you the United
States military has been decades ahead of the rest of our
society in inclusion.
I have said publicly many times, the United States military
is the greatest civil rights program in the history of the
world, and I am proud that they have been ahead of our society
on that.
When some of my colleagues criticize the Department for
misplaced priorities, Mr. Secretary, I think that is what--this
concern that I have, and the Ranking Member has, are what they
are talking about.
Now, with regard to Junior ROTC, in my home State of
Mississippi, the program is a pillar in the development of
future leaders. Over the years, I have passed legislation to
expand the number of JROTC units as a part of the National
Defense Authorization Act (NDAA), increased funding for the
program, and grow the population of veterans who are eligible
to be Junior ROTC instructors.
Junior ROTC helps our Nation's high schoolers reach more of
their full potential to become successful citizens. A RAND
Report, A RAND Corporation report found, and I quote, ``there
is consensus that JROTC participation has both academic and
nonacademic benefits for students.''
According to this very comprehensive and scholarly report,
most of these benefits go to economically disadvantaged schools
and the students of those schools. In addition to these
benefits, the report noted that JROTC provides, ``volunteer
opportunities that allow students to benefit the larger
community.''
In my conversations with superintendents, principals, and
parents, when I ask, if you would like to have Junior ROTC in
your school, I have never run into a superintendent or a
principal that said other than, yes, I very much am glad we
have Junior ROTC or I would like to have a Junior ROTC program.
This moment presents us with an opportunity to address a
claim in recent news articles about JROTC. This reporting
suggests that JROTC instructors commit sexual misconduct at
much higher rates than civilian teachers. I very much doubt
that assertion. There is simply no data available to support
that.
Sexual misconduct toward students is never acceptable, and
the JROTC program understands this, and every instance of
misconduct involving JROTC, the military immediately suspended
the instructor. But I will also say this to my fellow Senators,
Junior ROTC makes an easy target in this area because the
Department of Defense is a central repository of information
and is subject to strict oversight.
So, there is a lot of information about JROTC. On the other
hand, the information in public school systems is diffuse since
the systems are large, sprawling, and decentralized. We know
school districts often do not publicly disclose cases of
teacher sexual misconduct. It is just a fact. It is such a
problem that last year the Department of Education released a
report on the issue and found only 20 states have laws on the
books that prohibit suppressing information regarding school
employee sexual misconduct.
We don't get all the facts, but no one would suggest that
we do away with public schools simply because there is some
misconduct on the part of a very few members of the faculty. If
anything, there is every reason to believe that Junior ROTC is
a safer environment than others for our future leaders.
Junior ROTC instructors receive twice the screening, twice
the screening, of a normal teacher before they enter the
classroom, both from the military and the school district.
Given this extra scrutiny, I am highly skeptical of the idea
that JROTC instructors are more likely to commit misconduct.
Congress should be mindful of the highly positive, highly
positive impact of Junior ROTC. In fact, it is celebrated on
both sides of the aisle on this Committee. My colleague from
Massachusetts, Senator Warren, is to be thanked for raising
this issue and has taken a substantive and helpful interest in
JROTC.
As she reenters the room, I thank her for that. I will
carry our shared work forward by introducing additional
legislation this year that would further expand Junior ROTC to
the hundreds of schools currently on the waiting list for a
program.
I hope to have many partners in this effort, and I look
forward to working with Senator Warren and the Ranking Member,
Senator Scott, as we approach this year's NDAA. Thank you,
Madam Chair.
Senator Warren. Thank you, and do you have a statement you
would like to make, Senator? All right, good. So, to our
witnesses, thank you for appearing. We have two panels today.
The first panel consists of officials from the Office of the
Secretary of Defense who will cover the full range of military
and civilian personnel programs.
The Honorable Gil Cisneros, Undersecretary of Defense for
Personnel and Readiness. Dr. Lester Martinez Lopez, Assistant
Secretary of Defense for Health Affairs. Ms. Shawn Skelly,
Assistant Secretary of Defense for Readiness. Mr. Tom
Constable, Acting Assistant Secretary of Defense for Manpower
and Reserve Affairs, and Ms. Elizabeth Foster, Executive
Director, Office of Force Resiliency.
Welcome to all of you. Appreciate your being here. The
second panel will consist of the Assistant Secretaries of the
military departments for Manpower and Reserve Affairs. We will
have Ms. Agnes Schaefer, Assistant Secretary of the Army. Mr.
Franklyn Parker, Assistant Secretary of the Navy, and Mr. Alex
Wagner, Assistant Secretary of the Air Force.
Again, thank you all for appearing here. Undersecretary
Cisneros, I understand that you are going to deliver an opening
statement on behalf of the first panel, is that right? Then you
are recognized for 5 minutes.
STATEMENT OF THE HONORABLE GILBERT R. CISNEROS, JR., UNDER
SECRETARY OF DEFENSE FOR PERSONNEL AND READINESS ACCOMMODATED
BY THE HONORABLE LESTER MARTINEZ-LOPEZ ASSISTANT SECRETARY OF
DEFENSE FOR HEALTH AFFAIRS; THE HONORABLE SHAWN G. SKELLY,
ASSISTANT SECRETARY OF DEFENSE FOR READINESS; MR. THOMAS A.
CONSTABLE, PERFORMING TO DUTIES OF THE ASSISTANT SECRETARY OF
DEFENSE FOR MANPOWER AND RESERVE AFFAIRS; MS. ELIZABETH B.
FOSTER, EXECUTIVE DIRECTOR OF FORCE RESILIENCY
Mr. Cisneros. Thank you. Chairwoman Warren, Ranking Member
Scott, Distinguished Members of the Subcommittee, thank you for
the opportunity to discuss the Department of Defense's greatest
strength, our people.
On behalf of the entire team, I think the Committee for
your support of the 2.3 million Active and Reserve component
servicemembers, and over 900,000 civilians who defend our
Nation and the families who serve alongside them.
This year is an especially momentous year as the Department
celebrates the 75th anniversary of President Truman's order to
integrate the armed forces, as well as the 50th anniversary of
the All-Volunteer Force.
Both of these events are responsible for creating the most
unrivaled fighting force in history. Near the beginning of his
tenure, Secretary Austin laid out three priorities to ensure
our military is capable of meeting any current and future
threats, defending the Nation, taking care of our people, and
succeed through teamwork.
I have established four overarching priorities that are
foundational to all the P&R's efforts, change the culture,
promote the health, well-being, and safety of the force and
families, cultivate talent management, and advance strategic
readiness.
In changing the culture, the Department understands the
trust is key to the preserving our All-Volunteer Force. We
thank Congress for its support to providing the full amount of
the Department's fiscal year 2023 budget requests in support of
the recommendations of the independent review commission on
sexual assault in the military.
We are making progress toward implementing--implementation
of all approved IRC recommendations, and your support for
fiscal year 2024 budget request would ensure we complete this
historic reforms to the military justice, field a specialized
prevention workforce, train and equip response personnel, and
empower survivors to recovery.
We are also ensuring diversity, equity, and inclusion
accessibility principles are applied across the Department's
efforts. We want to leverage the strength of all of our people,
advance opportunity, remove barriers, and ensure everyone
within the Department of Defense is treated with dignity and
respect.
With regard to promoting the health, well-being, and safety
of the force and families, we know the global pandemic economic
pressures such as inflation and operational tempo make it more
important than ever to focus on training and taking care of our
people.
Thanks to Congress's support, our servicemembers and
civilians received a 4.6 basic pay raise at the beginning of
this year, and the Fiscal Year 2023 President's Budget includes
a 5.2 percent pay raise for 2024.
These pay raises are critical to recruiting and retaining
the all-volunteer force. Secretary Austin directed the creation
of the Suicide Prevention and Response Independent Review
Committee to conduct a comprehensive review. This Committee's
report was published in late February and the Department is
carefully reviewing the recommendations.
Every death by suicide is a tragedy and weighs heavily on
the military community. We are tackling these issues with
focused attention and dedication. With regard to cultivating
talent management, recruiting challenges will persist, but we
are looking for ways to galvanize our future servicemembers on
the values of military service.
The Department is implementing a comprehensive outreach
strategy that includes partnerships with other agencies such as
the Peace Corps, AmeriCorps, and Selective Service that touts
the benefits of public service to our Nation and our
communities. We are also working on efforts to dispel
inaccuracies and educate both our youth and their influencers
through a national military advertising campaign.
We ask for your support in the Fiscal Year 2024
Presidential Budget requests, which includes $40 million for
our joint marketing campaign. With P&R's fourth priority,
advancing strategic readiness, we are ensuring we can build,
maintain, and balance warfighting capabilities and competitive
advantage to achieve strategic objectives across threat and
time horizons. This includes updating our professional military
and education to make it more effective and relevant to the
National Defense Strategy.
As we look to the future, it is imperative that we do not
take for granted what makes our U.S. military unparalleled and
unmatched. It is our people, the Active Reserve, National
Guard, DOD civilians, and all of their families who are willing
to serve this country. They are the bedrock of our national
security.
Thank you for your continued support of our servicemembers,
their families, and we look forward to your questions.
Joint Prepared Statement by The Honorable Gilbert R. Cisneros, Jr., The
Honorable Lester Martinez Lopez, The Honorable Shawn Skelly, Mr. Thomas
Constable, and Ms. Beth Foster
Chairwoman Warren, Ranking Member Scott, and Members of the
Personnel Subcommittee, thank you for the opportunity to testify before
you, along with the other leaders of the Office of the Under Secretary
of Defense for Personnel & Readiness (OUSD(P&R)), to discuss the
Department of Defense's greatest strength and achievement--our people.
We are proud to represent the 2.3 million Active and Reserve component
servicemembers and over 900,000 DOD civilians who defend our Nation
every day, and the families, caregivers, and survivors who serve
alongside them. And 2023 is a very significant year for the Department
of Defense as we celebrate the 75th anniversary of President Truman's
order to racially desegregate and congressional action to allow women
to serve in the Armed Forces as well as the 50th anniversary of the
All-Volunteer Force. These significant events were directly responsible
for creating the most unrivaled fighting force in history.
In order for us to succeed in an ever changing landscape of threats
and challenges, both international and domestic, Secretary Austin laid
out three priorities for the Department--Defend the Nation, Take Care
of Our People, and Succeed Through Teamwork. Understanding that our
people are at the core of Secretary Austin's priorities, P&R
established four overarching priorities that are foundational to P&R's
efforts: Change the Culture; Promote the Health, Well-being, and Safety
of the Force and Families; Cultivate Talent Management; and Advance
Strategic Readiness.
change the culture
Trust in the military is crucial to preserving the legacy and
effectiveness of our All-Volunteer Force. In order to gain the trust of
servicemembers, their families, civilian employees, and the public, the
Department focuses on supporting our forces' ability to accomplish
their mission by decreasing the prevalence of sexual assault, sexual
harassment and other destructive behavior, inculcating diversity,
equity, inclusion, and accessibility (DEIA) principles across all
Department efforts, and ensuring servicemembers and families, and
civilian employees are protected against bias and discrimination.
Addressing these issues is critical to our values, maintaining cohesive
and strong units, and ensuring our overall military readiness and
leadership on the global stage.
Countering Sexual Assault and Sexual Harassment
Sexual assault and sexual harassment are not only a threat to our
readiness, but contrary to everything we stand for. It has a
devastating impact on the whole military community and erodes the trust
of our All-Volunteer Force. In order to bring about change, the
Department is making significant investments to properly and
effectively counter sexual assault and sexual harassment in the
military.
Secretary Austin made countering sexual assault a priority on his
first day on the job as it is one of the most challenging issues we
face. The entire Department continues to work collaboratively--across
Office of the Secretary of Defense (OSD) Components, Military
Departments, and the National Guard Bureau to operationalize the
Secretary's implementation guidance for recommendations from the
Independent Review Commission on Sexual Assault in the Military (IRC).
We are making progress toward implementation of all approved IRC
recommendations. This past year, we began implementing the most
significant changes to the military justice system in decades when the
Army, Navy, Marine Corps, and the Department of the Air Force achieved
initial operational capability in standing up their respective Offices
of Special Trial Counsel (OSTC). Each OSTC is led by a Senate-confirmed
one-star Lead Special Trial Counsel supervised directly by the Military
Department's Secretary, without intervening authority. The OSTCs are on
track to reach full operational capability by December 2023. These
changes place prosecution decisions for sexual assault, domestic
violence, and other named offenses in the hands of trained,
experienced, and independent military attorneys who report outside the
command structure, and only to the civilian Secretaries of the Military
Departments. Implementation also includes building a career track for
military justice for judge advocates in each of the Services, to enable
the development of a sustained cadre of these specialized prosecutors
across the Force. In 2025, these Special Trial Counsel will importantly
also assume jurisdiction over sexual harassment.
We are also making progress in fielding a new full-time and
specialized prevention workforce to avert these crimes before they
occur. We have established guidance and infrastructure, and hiring for
the 2,000-plus workforce continues, prioritizing on the highest risk
locations and positions that will establish policy and processes for
the workforce. Additionally, we have trained 1,200 collateral-duty
prevention personnel. The Department is also working to professionalize
the sexual assault response workforce to provide them with enhanced
skills and the independence required to better assist victim recovery.
We are revising policy and training to provide Sexual Assault Response
Coordinators and Sexual Assault Prevention Response Victim Advocates
with greater independence and expertise to foster support and provide
victim care. We are also working to identify supportive services and
victim advocacy for victims of sexual harassment, as the IRC also
recommended, recognizing the corrosive impacts of sexual harassment on
unit climate, cohesion and morale in addition to the harms experienced
by individual victims, including the significant increased risk for
sexual assault within units that have high rates of sexual harassment.
Further, we are working to strengthen accountability, prevention and
victim support for cyberharassment across the force.
We continue to use On-Site Installation Evaluations (OSIEs) to
support leaders in improving their command climate through data-driven
changes that help eliminate harmful behaviors in the military, protect
our people, and support readiness. Locations for the 2023 OSIEs were
selected using a multi-pronged risk index, including data from the
Defense Organizational Climate Survey and other data involving risk for
harmful behaviors. OSIEs expand the Department's efforts on integrated
prevention of harmful behaviors and heighten the visibility of risk and
protective factors impacting our installations and improve our chances
of detecting and correcting harmful behaviors before tragic incidents
occur.
Although we are making progress with the IRC recommendations, we
know there is still much work to be done. We believe our efforts will
restore the trust and faith of people, assist victims with recovery,
and hold offenders appropriately accountable. We owe nothing less to
our servicemembers. We thank Congress for authorizing and appropriating
the full amount of the Department's fiscal year 2023 request in support
of the IRC recommendations. Your support of the fiscal year 2024 DOD
budget request would ensure we have the continued resources to
aggressively combat this issue, and complete the historic changes to
reform military justice, field the specialized prevention workforce,
train and equip response personnel, and empower survivors. These
efforts not only reflect our values, but they have a direct impact on
ensuring the unit cohesion necessary for success on the battlefield.
Diversity, Equity, Inclusion, and Accessibility
Our diversity, equity, inclusion, and accessibility (DEIA) efforts
recognize that even one instance of inappropriate discrimination or
other problematic behaviors can destroy unit cohesion and trust, which
are necessary for the good order and discipline that underpins our
Armed Forces and our ability to deter and defeat adversaries.
Additionally, our approach to DEIA recognizes that we must do more to
draw upon the varied backgrounds, skills, talents, and unique strengths
from all members of our Total Force. Taking these actions helps support
all of our people, and ensures we maintain our readiness and unique
strategic advantages as a diverse nation.
Enhancing DEIA across our Department also maximizes our ability to
recruit and retain top talent, and DOD strives to ensure that the wide-
ranging benefits of DEIA also helps drive every aspect of our approach
to talent management. Inculcating DEIA principles ensures we are
leveraging the strengths of all our people, advancing opportunity,
addressing potential barriers and discrepancies, and fundamentally
ensuring people are treated with dignity and respect--all of which
directly enhance our ability to accomplish the Department's mission to
provide the military forces needed to deter war and ensure the Nation's
security.
DOD continues to take steps to improve and increase DEIA, and the
Department is working to further understand root causes in areas where
we lack diversity, develop initiatives that have measurable outcome
metrics, maintain appropriate data to inform and target efforts, ensure
environments are inclusive of all who serve, and foster a strong
governance structure to oversee these efforts.
This past year, the Department published its 2022--2023 DEIA
Strategic Plan. To advance progress on DEIA issues, we continue to
aggressively address a broad range of topics, including the need for
additional efforts to more fully capitalize on the significant benefits
that DEIA brings to the Department's mission. With partners across the
Department, we continue to address efforts to increase diversity within
talent pathways; expand DEIA data collection, analysis, and management;
and integrate diversity and inclusion curriculum into leadership
development training.
The DOD is focused on creating long-term changes by supporting
racial, ethnic, and gender diversity and inclusion in the military--as
well as diversity and inclusion for varied backgrounds, strengths,
skills, and talents--and eliminating any causal factors that prevent
diversity or lead to discriminatory practices. We are taking steps to
ensure our servicemembers and DOD civilian employees have opportunities
to achieve their professional goals based on merit, remove any barriers
that prevent equal opportunity, and ensure a cohesive and ready force
that reflects the diversity of our Nation. Doing so will help the
Department attract and retain the best talent for our wide-ranging
needs, while supporting strong and resilient teams.
Junior Reserve Officers' Training Corps (JROTC) Program
Proper oversight of the operation, administration, and
effectiveness of the overall JROTC program is paramount as a program to
highlight the importance and merits of public service, and bridge the
ever widening civil-military divide in our country. Following
allegations of JROTC instructor misconduct, P&R has taken action to
address concerns. P&R issued a memorandum to the Military Departments
on March 10, detailing the continued collaboration in developing and
codifying policy to ensure we have effective oversight and
administration of the JROTC program. P&R is working on an expedited
Department of Defense Instruction (DODI) that will direct the Military
Departments to implement seven policy directives: 1) Standardize
background investigations--Tier 1 with Child Care Investigation for
Non-Sensitive Positions; 2) Achieve a maximum headquarter to school
oversight ratio of 1:30; 3) Standardize Memorandums of Agreement; 4)
Implement JROTC Instructor Prohibited Activities Acknowledgement; 5)
Implement Student and Instructor Responsibilities Acknowledgement; 6)
Title IX Compliance Course for all JROTC instructors; and 7)
Notification of Allegations Against a JROTC Instructor.
The fiscal year 2024 Defense budget requests $12.98 million to
support increased oversight and evaluation of the operation,
administration, and effectiveness of the overall JROTC program.
Congress' support for these funds would allow the Department to achieve
a 1:30 oversight ratio, directly support annual, in-person program
evaluations, and expand the capacity for processing Tier 1 with Child
Care Investigation for Non-Sensitive Positions which would contribute
to the safety of all program participants.
promote the health, well-being, and safety of the force and families
Our people are the foundation of our military readiness and
national security and it is not just the servicemembers who serve, but
their entire family. Current events--recovery from a global pandemic,
economic pressures such as inflation, declining trust in institutions,
and two decades of accelerated operational tempo--make it more
important than ever to focus the Department's policies and resources on
taking care of our people.
Safety and Occupational Health
To preserve our enduring advantages, we must ensure the safety and
health of our greatest asset, the Department's military and civilian
personnel, and protect our resources and capabilities. We are elevating
safety governance through the Department's senior safety governance
forum, the Defense Safety Oversight Council (DSOC), as well as the
congressionally mandated, operationally focused Joint Safety Council.
We are undergoing a Department-wide effort to establish, implement,
validate, and analyze consistent safety data collection standards and
processes, based on the 2020 National Commission on Military Aviation
Safety recommendations. Standardized safety data will be integrated and
analyzed with readiness, training, maintenance, medical, and other
information to identify risk mitigations and support resource
decisions. Our governance guides DOD-wide cross-cutting efforts to
achieve and promote a safety culture, reduce mishaps, manage safety
hazards, and ensure actionable enterprise safety data is accessible to
support DOD's business processes for managing safety and minimizing
risk in the workplace.
Economic Security
Ensuring that we are appropriately compensating our workforce and
increasing the overall economic security of servicemembers and military
families is integral to the competition for talent that supports
mission readiness. While we believe the current military compensation
package is fair, in order to remain competitive, we must keep pace with
private-sector wage growth and inflation to ensure we can recruit and
retain the force we need. Due to Congress' support, on January 1, 2023,
servicemembers and civilian employees received a 4.6 percent basic pay
raise, the largest since 2003. This was coupled with an average 12.1
percent increase in the basic allowance for housing and an 11.2 percent
increase in the basic allowance for subsistence. The President's Fiscal
Year 2024 Budget request provides a 5.2 percent pay raise for military
and civilian personnel in Calendar Year 2024 assuring fair and
equitable compensation needed for recruitment and retention of skilled
talent. These have been impactful increases, we recognize there is
still work to be done and will continue to implement change as we
evaluate the effectiveness of these increases.
Food insecurity is also a complex issue that requires collaboration
across the Department, as well as with other Federal agencies,
community partners, and military service organizations. Through a
coordinated effort, the DOD is working to ensure military families have
the resources, support, and knowledge necessary to address and avoid
food insecurity, especially when they are most vulnerable. In addition
to executing the Department's Strengthening Food Security in the Force:
Strategy and Roadmap, the DOD also implemented a Basic Needs Allowance
in January 2023 to ensure servicemembers' household income is at least
130 percent of the Federal poverty guideline. The fiscal year 2023 NDAA
increases this level from 130 percent to 150 percent by January 2024.
These increases in pay and allowances will have a real, positive
impact on the economic well-being of the Force and our families. The
14th Quadrennial Review of Military Compensation (QRMC) has begun its
work, and we 8look forward to reviewing its progress. As directed by
President Biden, the QRMC will thoroughly look at the military
compensation system and how it can ensure economic security and better
attract and retain servicemembers and their families, including through
a first-ever review of childcare access and cost, and consideration of
additional factors such as the challenge of military spouse
unemployment, frequent military moves, periods of geographic separation
between servicemembers and their spouses (including dual military
couples).
Taking Care of Our People
To advance Taking Care of People as one of his three priorities,
Secretary Austin issued a memorandum on November 17, 2021,
``Strengthening Economic Security in the Force,'' which directed 12
specific initiatives in three categories: Provide Immediate Relief;
Increase Stability for servicemembers and families; and Expand
Financial Readiness Resources. Less than 1 year later, on September 22,
2022, the Secretary issued a second memorandum: ``Taking Care of Our
Servicemembers and Families.'' It directed 13 specific initiatives in
four categories: Securing Affordable Basic Needs; Making Moves Easier;
Further Strengthening our Support to Families; and Expanding Spousal
Employment. These initiatives took measurable action to tackle pressing
problems facing servicemembers and their families such as economic pain
occasioned by this inflationary period, a persistent unemployment rate
of 21 percent for military spouses, difficulty finding child care, and
mitigating the hardships military families face due to frequent moves.
Moving forward, the Department will leverage previous actions and
continue to aggressively pursue programs and initiatives to make sure
we are taking care of our people.
Military Spouse Employment
No spouse should be forced to choose between supporting their
servicemember and pursuing their own meaningful career. On January 5,
2023, the President signed into law Congress' amendment to the
Servicemembers Civil Relief Act to require portability of most
professional licenses for servicemembers and their spouses. This law is
intended to ease the ability of military spouses to find meaningful
employment as they advance their careers while relocating alongside
their servicemember. The Defense State Liaison Office will continue its
work with State legislators in all 50 states to improve and enhance
State laws governing occupational license portability and reciprocity
to reduce barriers to portable, sustainable careers.
The Department also continues to increase employment opportunities
through the broadening of the Military Spouse Employment Partnership
(MSEP), with a focus on critical employment sectors such as information
technology, education, and small businesses. This past October, the
MSEP welcomed 70 new employer partners, bringing the total number of
MSEP partners to more than 600. Since its inception in 2011, the MSEP
employer partners have hired more than 250,000 spouses.
The Department has also launched a 12-week paid fellowship program
to expand employment opportunities for eligible military spouses and
connect employers with a diverse, highly skilled, and educated
workforce. The Military Spouse Career Accelerator Pilot (MSCAP) program
provides spouses of currently serving members of the U.S. Army, Navy,
Marine Corps, Air Force and Space Force, to include Active, Reserve and
National Guard components, with paid fellowships at civilian employers
across various industries and locations. This is being done in
partnership with best-in-class non-profit programming that has a proven
record of military spouse employment and empowerment.
Understanding that military spouses are usually transitory based on
their servicemember's duty location, we are addressing the ongoing
challenge of ensuring they are aware of available resources and support
to assist them. Ensuring awareness and increasing utilization of
resources across the force, and across the spectrum of service, is
crucial to retaining our servicemembers and their families.
Military Parental Leave Program
At the beginning of this year, the Department published its
expanded parental leave policy that builds on the Department's support
of military families by streamlining and enhancing leave for
servicemembers who become parents of a new child. The fiscal year 2022
NDAA expanded parental leave to 12 weeks for eligible birth and non-
birth parents. This includes adoptive parents and foster parents in
cases of long-term foster placements. For birth mothers, the 12 weeks
of parental leave is in addition to and following authorized medical
convalescent leave necessary to recover from childbirth. The expanded
parental leave policy is competitive with the parental leave offered by
Federal agencies and other leading employers. By strengthening military
families, we strengthen our force and our Nation.
Child Care
Child care is a workforce enabler and a critical component of the
readiness, efficiency, and retention of the Total Force. Affordable,
quality child care continues to be a challenge facing many DOD families
and the Nation in general. Child care is among the lowest paid
occupations in the Nation, and child care professionals with a similar
education earn less than those working in different fields, which
contributes to the persistent challenge of recruiting and retaining the
workforce needed to meet the child care needs of our families.
To best support the child care needs of our servicemembers and
civilian workforce, the Department will continue to work in
collaboration with the Military Services on the development and
implementation of initiatives aimed at improving child care
availability, addressing child care staffing challenges, and expanding
access to community-based fee assistance programs.
In October 2022, the Department increased the fee assistance
provider rate cap from $1,500 to $1,700 per child, per month, providing
more fee assistance to families. The DOD will also continue its pilot
program of providing servicemembers financial assistance to offset the
cost of in-home child care, and expand The Military Child Care in Your
Neighborhood PLUS program which utilizes the States Quality Rating and
Improvement Systems as an indicator of provider quality, in lieu of
national accreditation, broadening the pool of providers eligible to
receive fee assistance on behalf of military families. The Department
is in the process of establishing a pilot program to contract non-
profit child development centers in areas of high cost, low
availability, and high need through non-profit organizations.
We have expanded Military OneSource offerings for no-cost access to
a web-based subscription service of providers offering child care
services. The DOD has also established a DOD Child Care Compensation
Task Force that is currently conducting a bottom-up review of child
care compensation, recruitment, and retention.
Addressing child care access is another critical element to
building an enduring advantage, and the right thing to do to take care
of our people.
Commissaries
Access to grocery products worldwide remains a top-priority of the
Defense Commissary Agency (DeCA). Understanding that Defense
Commissaries are DOD's first line of defense for families in need, we
were able to achieve an average of 23 percent savings at our
Commissaries by the end of fiscal year 2022, even with historic
inflation. More recently, in the last quarter, those savings increased
to 25.3 percent, exceeding the goal set out by Secretary Austin.
Additionally, online shopping is available at all commissaries. DeCA's
primary purpose is to provide a benefit that enhances quality of life
and readiness for military servicemembers, their families, retirees,
Medal of Honor recipients, their authorized family members, all
veterans with a service-connected disability, and individuals approved
and designated as the primary family caregivers of eligible veterans.
Reproductive Health Care
In the wake of the Dobbs Supreme Court decision last spring, it is
estimated that 40 percent of Active Duty servicewomen have no or
severely restricted access to abortion services where they are
stationed. Additionally, 39 percent of the U.S. population has no or
limited nearby access to Assisted Reproductive Technology services such
as invitro fertilization or IVF. The Department has heard directly from
our servicemembers who have expressed their concerns about access to
reproductive health care for themselves and their family members, and
the impacts on readiness, retention and recruitment were verified by
independent experts.
In October 2022, Secretary Austin issued his ``Ensuring Access to
Reproductive Health'' memorandum to ensure that servicemembers and
their dependents can access the non-covered reproductive health care
they need, regardless of where they are stationed. On February 16, the
Department published three important new policies to help
servicemembers access essential reproductive health care, and on
February 27, the Military Departments published guidance to implement
the policies.
The first policy establishes a standard timeline for command
notification of pregnancy. Under this new policy, servicemembers are
allowed up to 20 weeks of gestation to notify their commanders of
pregnancy with a few exceptions. This policy is intended to allow the
servicemember time to make private, personal health care and family
decisions while accounting for commanders' responsibilities to meet
operational requirements and protect the well-being of servicemembers
in their command. The policy includes limited exceptions for requiring
notification before 20 weeks such as specific military duties,
occupational health hazards, and medical conditions. servicemembers are
also encouraged to access prenatal care as soon as they learn of their
pregnancy to promote the health and well-being of themselves and their
pregnancy. When a servicemember chooses to delay command notification,
a DOD health care provider will place the pregnant servicemember in a
medical temporary non-deployable status and limited-duty or light-duty
status without reference to the servicemember's pregnancy status.
The second policy allows for administrative absence for non-covered
reproductive health care. Military medical providers may perform--and
TRICARE pays for--abortions in limited circumstances: when the life of
the mother would be endangered if the fetus is carried to term, or when
the pregnancy is the result of rape or incest. Other abortions are not
covered and are paid for by the individual. Also, except in very
limited circumstances, TRICARE does not pay for Assisted Reproductive
Technology. In limited circumstances, severely ill or injured
servicemembers may receive Assisted Reproductive Technology through the
Supplemental Health Care Program, however, most beneficiaries seeking
such services do so at their own expense.
The new policy grants servicemembers an administrative absence,
with approval, from their normal duty station to access non-covered
reproductive health care, including non-covered abortion and Assisted
Reproductive Technology, without loss of pay or being charged leave.
Servicemembers may also be granted an administrative absence to
accompany a dual-military spouse or dependent to access non-covered
reproductive health care.
The third policy authorizes travel allowances for non-covered
reproductive health care when timely access to such care is not
available within the local area of the duty station. These are standard
allowances under the Department of Defense Joint Travel Regulation.
Travel allowances--which include transportation, lodging, and meals--
will be available for servicemembers or an eligible dependent, and for
an attendant or escort if the individual is not capable of traveling
alone. As before, the non-covered reproductive health care procedure
itself is at the expense of the patient.
In addition to these policies, the Department standardized walk-in
contraception services at military medical treatment facilities to
promote easy, timely access to care, and support the family planning
goals of servicemembers and their families. One hundred and thirty
facilities now offer same-day access to comprehensive contraceptive
counseling, including the full scope of non-surgical contraceptive
methods, without a need for a referral or appointment.
Nothing is more important than taking care of our people, and these
policies are necessary to ensure the health and well-being of our force
and families, and create a diverse and inclusive force. Beyond being
the right thing to do, the policies promote recruitment and retention
of servicemembers when our personnel and their families may have
serious concerns about whether they will effectively lose access to
reproductive health services if they are required to move to a
jurisdiction where this essential health care is not available.
Deterrence of Drug Use
The use of illicit drugs and misuse of prescription drugs are
inconsistent with DOD policy and the Uniform Code of Military Justice,
and have a substantial negative impact on performance in the inherently
hazardous conditions of combat, and degrade safety and security for all
personnel within the Department. To deter the use of illicit drugs, the
Department is implementing an outreach strategy to inform
servicemembers and their families on the facts and risks related to
drug use including the impact on career and overall well-being, and
promote and destigmatize substance use disorder. This initiative will
utilize multiple communication touchpoints, including digital media, to
amplify messaging and augment current service-level prevention,
education, and outreach initiatives. This effort will establish
communication platforms that can widely disseminate information about
drugs to include new and emerging drug threats, with the goal of
reaching servicemembers across multiple social and digital media
platforms.
Suicide Prevention
Every death by suicide is a tragedy and weighs heavily on the
military community. The Department is steadfast in its commitment to
suicide prevention, and the overall well-being of our servicemembers,
their families, caregivers, and survivors. Suicide results from a
complex interaction of psychological, biological, and environmental
factors that vary among individuals. Because no two individuals are
identical, our suicide-prevention efforts seek to enhance protective
factors and address a range of risk factors.
We have a responsibility to care for our people and are committed
to addressing this issue not only because of its impacts to those who
serve our Nation, but also because it affects our missions. Our public
health approach focuses on reducing suicide risk for all servicemembers
and their families by targeting the various underlying risk factors
(such as relationship, financial, and behavioral health stressors),
recognizing the heightened risk for suicide among servicemembers who
experience sexual assault and sexual harassment, while also enhancing
protective factors (such as social connections, coping skills, and
safety in one's environment).
We are working to enhance holistic, data-driven suicide prevention;
non-clinical policy and programming, oversight, and engagement that
address prevention across populations; and also clinical suicide
prevention efforts with behavioral health services. The Department's
approach to suicide prevention is focused on four key areas: fostering
quality of life for servicemembers and their families; addressing
stigma as a barrier to seeking help; improving clinical services; and
promoting a culture of lethal-means safety.
Pursuant to the FY2022 NDAA, Secretary Austin directed the creation
of the Suicide Prevention and Response Independent Review Committee
(SPRIRC) on March 22, 2022, and he further directed the committee to
develop recommendations that could be implemented enterprise-wide. The
SPRIRC conducted a comprehensive review of suicide prevention and
response programs, visiting 11 installations both in and out of the
continental U.S. and meeting with over 2,000 servicemembers and 600
civilians. In late February, it released its report to the public.
The report revealed four key themes to effectively reduce military
suicide. First, restructuring suicide prevention training is required
to standardize content and better resonate with servicemembers, in line
with principles of Integrated Primary Prevention. Second, additional
resources are needed to help servicemembers navigate and effectively
access existing behavioral health and other support services. Third, we
must ensure that servicemembers are safely storing personally owned
firearms through focused training and accessible storage options. Last,
we must emphasize leader stewardship through taking care of people and
addressing servicemember needs before problems become crises.
The SPRIRC report contains 127 recommendations with the vast
majority aligning with the four pillars of the National Strategy for
Suicide Prevention, and a small number reflecting the unique needs of
military environments. The Department is diligently reviewing and
preparing to implement applicable recommendations of the SPRIRC to
enhance suicide prevention response efforts of the Department; to
include efforts that can be taken swiftly and those that will require
more persistent efforts to implement.
The Department has the responsibility to support and protect those
who defend the United States and their families, and we must do
everything possible to prevent suicide in our military community.
Toward this goal, we seek to encourage help-seeking behaviors,
eliminate stigma, and enable access to behavioral health clinical
services for our servicemembers and their families.
Military Health System
The fiscal year 2017 NDAA enacted sweeping reforms to the
organization and management of military medicine. The expanded
responsibilities of the Defense Health Agency (DHA) are now largely
complete. The DHA exercises authority, direction, and control over all
Military Treatment Facilities (MTF) worldwide. The fiscal year 2017
NDAA also directed DOD to restructure or realign MTFs to support the
Department's readiness requirements. However, the fiscal year 2023 NDAA
placed a 1-year moratorium on any changes to the configuration of our
MTFs. As requested, we are preparing an update to Congress on our way
forward in the coming month.
The fiscal year 2023 NDAA also included a 5-year moratorium on
further military medical personnel reductions. Together with the Joint
Staff, we are updating our medical requirements as combatant command
operational plans are also updated. We are also conducting a
comprehensive, internal review--with our OSD colleagues and the
Military Departments--on the best configuration of medical
infrastructure and personnel for the long-term. We are resolute in our
commitment to ensure combatant commanders have the medical resources
necessary to protect, treat and provide long-term medical services to
our men and women in uniform.
We are also committing resources and attention to the ongoing
challenge of suicide, to include addressing the shortage of mental
health providers for both uniformed servicemembers and family members.
We recently received the recommendations from the Suicide Prevention
and Response Independent Review Committee, and are continuing to
implement strategies that can help reverse the heart-breaking trends we
have witnessed--both in DOD and in the Nation.
The Department remains grateful for the long-term support from this
Committee for our military medical research program. In those areas of
most pressing need and relevance to today's emerging threats that
include infectious disease, combat casualty care and other areas of
critical importance to our warfighters, Congress' support is critical
to our success.
In 2022 and into 2023, the DHA has been able to focus its resources
to supporting operational requirements of the Department, while
continuing to manage the COVID-19 pandemic. There were a number of
important milestones achieved by the DHA in the past year that will
continue to influence operations in 2023 and into 2024. One of DHA's
achievements was migrating 75 percent of MTFs to the new Electronic
Health Record (EHR), known as MHS GENESIS. In a few weeks, we will
deploy this system in the National Capital Region. This modern EHR
platform will provide the Department with a powerful tool to support
our readiness mission, improve interoperability and record sharing with
care delivered in the private sector, and allow our patients to engage
more directly with their providers in managing their care.
Another major milestone is the use of virtual health. The COVID-19
pandemic accelerated the Department's use of virtual health, and for
the coming year, we will build on what we have learned and how our
providers and patients effectively used technology throughout this
public health emergency. DHA is creating a new digital health strategy
that will expand our use of technology in ways that improve our
training, preparedness, access, and quality of care. We intend to work
with our military medical leaders and industry partners to focus on
what can be achieved now, and build on our successes over time.
In late 2022, after a multi-year process, the DHA awarded the next
generation of TRICARE contracts at a value of over $135 billion over
the next 8 years. These contracts will deliver high-value, patient-
centric care that integrates military and private sector care. In
January, protests were filed that will slightly delay this transition.
We are working closely with GAO and will ensure this process is carried
out in a fair and timely way.
For the current fiscal year, our mid-year review is underway. As in
past years, the Military Health System continues its sustained decade-
long track record in responsibly managing health care costs--which
remain below the National Health Expenditures per capita rate. Our
fiscal year 2024 budget request presents a balanced, comprehensive
strategy that aligns with the Secretary's priorities. We look forward
to working with you over the coming months to further refine and
articulate our requirements.
Transition from the Military
We must provide the best support possible to our servicemembers who
defend our country and keep it secure, especially as they prepare to
transition into civilian life. In exchange for their dedicated service
to our Nation, servicemembers should return to civilian life at the end
of their commitment more competitive in the labor marketplace. This is
the social contract that the Department makes with our servicemembers.
When the DOD lives up to it, through programs like tuition assistance,
credentialing, and Skillbridge, American society reaps the benefits.
About 200,000 servicemembers transition out of the military each year.
The transition from military to civilian life--especially the 365 days
prior to and the 365 days post separation--is widely recognized as a
challenging and stressful time for servicemembers and their families.
To assist in the transition, the DOD partners with agencies across the
Federal Government and with the private sector to ensure our
servicemembers thrive once they leave military service.
Tuition Assistance, SkillBridge, and Credentialing
DOD's Tuition Assistance (TA) program provides servicemembers with
financial assistance to enhance their academic achievement (for
example, earn a degree or certificate) during their off-duty time,
which in turn improves job performance, promotion potential, self-
development, personal quality of life, and overall readiness. While TA
is not specifically designed in support of the servicemembers'
transition out of the military, it also provides an ancillary benefit
as an effective retention tool and supports their potential career
after their service.
DOD's Credentialing, Apprenticeships (the United Services Military
Apprenticeship Program--USMAP) and SkillBridge Employment Training
programs exist on the spectrum of how military training, experience,
and skills relate to increased mission readiness and ultimately result
in successful post Active Duty careers. The demand for credentialing
from servicemembers and industry continues to grow. Professional
credentialing is an integral key of the Services' recruiting, in-
service development, promotion, retention, and transition strategies.
SkillBridge allows servicemembers to deepen, broaden, and tailor the
competencies that they developed through their military service to
increase their compatibility and competitiveness in the civilian labor
market starting up to 6 months before separation.
Transition Assistance Program
Transition Assistance Program (TAP) delivery is a collaborative
effort between DOD, Department of Labor, Department of Veterans Affairs
(VA), and the Small Business Administration; each with a primary area
of responsibility and focus. However, the program succeeds due to a
robust interagency collaboration and communications strategy that
encompasses these four agencies, and three additional agencies--
Department of Homeland Security, Department of Education, and the U.S.
Office of Personnel Management. Working together, these seven agencies
and the Services provide consistent messaging and ensure collaboration
and synchronization in the delivery of the program.
During TAP, all transitioning servicemembers complete a Military
Occupational Code (MOC) crosswalk. They compare their military skills
to civilian career opportunities and identify any gaps in education and
training that they can address to enhance civilian employability and
marketability. The MOC crosswalk is set up to help all transitioning
servicemembers refine their goals. TAP also addresses transition-
related risks and barriers as part of the initial counseling with a
personal self-assessment administered by the Services. The self-
assessment provides Commanders, TAP Counselors, and servicemembers with
insights to and information about potential risks and levels of support
required. This information facilitates development of the
servicemember's individual transition plan and steps to meet the
servicemember's individual transition goals. At the end of TAP, during
the CAPSTONE event, Commanders and TAP Counselors review the efficacy
of each servicemember's individual transition plan. If the CAPSTONE
review indicates a need or desire for follow on support, the
servicemember is connected via a warm handover to the appropriate
agency or support organization for specialized assistance targeted to
the servicemember's specific needs.
DOD-VA Collaboration
The DOD continues to strengthen collaboration and coordination with
our partners at the Department of Veterans Affairs (VA). With new
authorities provided recently by Congress (NDAA Fiscal Year 21 and the
PACT Act), both Departments are further leveraging shared resources and
interconnected processes, programs, and initiatives to support
servicemembers, veterans, their families, caregivers, and survivors.
For fiscal year 2023, VA and DOD renewed our shared commitment to
support health care collaboration, benefits and service delivery, and
to enhance the transition process and post-separation experience,
modernize shared business operations, and strengthen our
interoperability.
VA and DOD senior leaders are now more interconnected and aware of
how their decisions impact one another. As such, the VA-DOD Joint
Executive Committee uses an intentional decisionmaking process that is
servicemember-and-veteran centric, results-driven, and forward-looking
throughout a servicemember's career and transition to a veteran.
Last year, DOD and VA signed the Joint Data and Analytics Strategy
in an effort to optimize data, and to coordinate and share analytics.
This is particularly important as we support the VA with the
implementation of The Sergeant First Class Heath Robinson Honoring our
Promise to Address Comprehensive Toxics Act of 2022, or PACT Act. DOD
and VA are working to ensure the needed exchange of data to provide
health care and benefits to veterans exposed to burn pits and other
toxic substances, and to empower both agencies to make better decisions
directly impacting servicemembers and veterans health care.
One such example is the creation of a single, common VA-DOD
Separation Health Assessment (SHA). Both Departments have worked
closely to coalesce terminology, definitions and develop joint
questions. The new common form reduces redundancies, saves time, allows
for comparative analysis between Departments on health effect outcomes,
and provides servicemembers more flexibility on where they can complete
their separation health assessment. VA will begin using the OneSHA in
the third quarter of fiscal year 2023, and the DOD will implement the
common form in the fourth quarter of fiscal year 2023. Both VA and DOD
are simultaneously making technological changes to their systems for
employment of the new form.
cultivate talent management
The Department will maintain its high standards and is committed to
helping those who desire to serve meet their goals and ambitions. We
will continue to invest in recruiting and retaining the talented men
and women who make up our All-Volunteer Force and the civilians who
support them. With emerging practices and standards in the current
labor market, the Department must reimagine the DOD workforce to
recruit, retain, and develop the talent it needs.
Military Recruiting and Retention
Steady recruit flows are critical to the All-Volunteer Force. Given
the tight labor market exacerbated by the residual effects of the
COVID-19 pandemic and an increasing lack of familiarity with military
service among young people, the Services continue to face a challenging
recruiting environment. The Services are balancing declining end-
strength with high retention, but the impact of repeatedly missing
recruitment goals can create long-term challenges. Reinvigorating the
recruiting pipeline requires senior DOD leader engagement, robust
solutions to barriers to service, a concerted effort to rebuild public
trust and inspire service, innovative approaches to messaging, and a
commitment to consistent and substantial resource investments.
Recruiting challenges in fiscal year 2022 foreshadowed the
increasing recruiting challenges faced in fiscal year 2023. Near
historic lows at the beginning of fiscal year 2023 in the Services'
Delayed Entry Programs contributed to the ongoing challenges. Market
conditions continue to impact our recruiting efforts as we are in a
fierce competition with the private sector for skilled and innovative
talent. The propensity to serve in the military continues to be an
issue with our youth as many do not believe military service is
compatible with aspirational education and career goals. Nearly 50
percent of youth never considered joining the military, and 58 percent
believe individuals leaving the military will have difficulty
readjusting to everyday life.
It is likely that recruiting challenges will continue to persist
for the foreseeable future, and there is no one silver bullet or
specific action that the Department or the Services can quickly take to
resolve the current recruiting challenges. However, we are looking for
ways to get to the heart of our citizens and youth, and galvanize our
future servicemembers on the merit and value of contributing to the
country's well-being through military service.
To this end, the Department is designing and implementing a
comprehensive, broad outreach strategy that tells the DOD story and
presents the vast opportunities military service brings. This multi-
pronged effort includes campaigning through an interagency partnership
with Peace Corps, AmeriCorps, and Selective Service that touts the
personal benefits and the positive outcomes public service has on our
country and our communities. In addition to cultivating a culture of
service, a standing interagency collaboration offers a framework for
prioritizing and coordinating service across Presidential
administrations.
A large-scale, sustained National Military Advertising campaign is
also needed to dispel inaccuracies and educate both youth and their
influencers about the opportunities in the military. To support this
initiative, the Department is requesting $40 million in the fiscal year
2024 Defense Budget for a joint marketing campaign that focuses on
youth and influencers. This campaign is critical to addressing
misperceptions and garnering increased support of influencers who may
help or support a young person's decision to join the military.
The outreach strategy also includes celebration of the 50th
Anniversary of the All-Volunteer Force, the 75th Anniversary of
President Truman's order to racially desegregate the Force and
congressional action to allow women to serve, and a robust strategic
messaging campaign through senior leader engagements and community
outreach initiatives that focus on reconnecting the military with
America. P&R and the Military Services also continue to partner with
the Department of Education on efforts to expand access of military
recruiters to high school students through engagements with Chief State
School officers, continued advancement of the Armed Services Vocational
Aptitude Battery (ASVAB), promotion of the Purple Star Program, and the
expansion of the ASVAB Career Exploration program. Each of these
efforts expand awareness of our military and the many benefits and
opportunities that come with military service.
We would appreciate your support for the Department's fiscal year
2024 budget request, which will help address some of the recruiting
issues. The Department is committed to overcoming recruiting challenges
through strong collaboration and innovative ideas. We will leverage
every competitive advantage we have in an already crowded labor market.
Ensuring we have the right number of people--with the right skills and
talent--has the highest attention of the Department's senior
leadership. We are committed to not only meeting our military
recruiting targets, but also finding the most qualified and mission-
ready talent our Nation has to offer.
DOD Civilian Workforce
The DOD civilian workforce possesses capabilities, expertise, and
skills that directly impact DOD's worldwide military operational
capabilities. As critical enablers of our warfighters, DOD civilians
perform functions in intelligence, research and development, equipment
maintenance, health care, family support, base operating services, and
other activities that directly support the military forces and
readiness. The Department continuously strives to improve its ability
to recruit, retain, develop, and reward the civilian workforce to
support the warfighter and encourage innovative best practices
throughout the armed forces.
Competition for talent in innovation and cutting-edge fields such
as science, technology, engineering, and mathematics (STEM), cyber, and
health care that are in high demand across the public and private
sectors continues to be one of the biggest challenges for hiring
civilian talent. Largely due to Congress' support, the Department
continues to utilize a variety of human capital solutions to better
compete in the current labor market, including expanded use of direct
hire authorities, incentives, and special pay where authorized. These
hiring tools are critical to compete against the private sector by
reducing our time-to-hire and allowing us to target the talent needed
in key areas.
Following last summer's public release of the Defense Business
Board's report on Civilian Talent Management, the Department took
immediate action launching the Talent Management Executive Council that
includes all Functional Community Managers and elevated its talent
management framework to the highest levels of DOD, aligning talent
management under the USD P&R with the Deputy Secretary of Defense
exercising decision authority and oversight. We are also increasing
outreach and marketing efforts to highlight opportunities through our
DOD civilian careers web site, social media content, and live in-person
and virtual events. The Department is also expanding our development
and use of work roles to better identify what skills we need versus
what skills we have. These insights will be critical to upskilling and
reskilling our current workforce and to best address shortfalls in
critical and high-demand skills.
Over the past several months, the Department has been researching
and collecting talent management best practices and developing a Talent
Management Best Practices Playbook. The playbook shares insights on
talent management approaches from some of America's most successful
companies, as well as successful practices from other Federal agencies.
We have also established a working group to look at designing a hiring
model that will reduce the time of ``contact to contract.'' The
Department is in a fierce competition for talent and a critical
component of this competition is the ability to hire talented people in
a timely manner.
Additionally, we are in the process of hiring our inaugural Chief
Talent Management Officer who will lead the development of DOD's talent
management strategy. The CTMO will report directly to the USD P&R and
will orchestrate the numerous talent management efforts across the DOD
to include areas such as recruitment and outreach, and learning and
development opportunities. These actions, and the many other strategic
workforce planning and human capital management activities, support the
Department's need to shape a professional, agile, and ready civilian
workforce.
advance strategic readiness
Building and maintaining our strategic advantage, as underscored by
the National Defense Strategy, requires that we remain prepared to
confront near term challenges while taking steps necessary to be ready
in the future. Advancing strategic readiness means ensuring our ability
to build, maintain, and balance warfighting capabilities and
competitive advantages to achieve strategic objectives across threat
and time horizons.
Strategic Readiness Framework
The Deputy Secretary of Defense directed P&R to lead the
establishment of the strategic readiness framework emphasized in the
2022 National Defense Strategy. Since then, P&R has convened the
resources and stakeholder support necessary to integrate the concept of
strategic readiness throughout the Department to inform a broader
understanding of the impacts of decisions on readiness. We are
developing an analytic framework that integrates models across the
Department to provide greater visibility on the readiness tradeoffs
incurred by today's decisions and assessments that capture the
quantifiable, cumulative, and cascading impacts of strategic readiness
in DOD programs, policies, and strategies. This holistic view of
readiness is designed to drive decision advantage by integrating
processes to provide leaders with comprehensive, objective assessments
of the strategic readiness-related risks and tradeoffs associated with
our decisions.
A notable example of the strategic readiness framework is the P&R-
led process to assess the potential strategic readiness impacts of
providing security assistance to Ukraine. We assess these potential
impacts against our other known requirements--such as training--and
account for defense industrial base information, so that we have a
clear picture of our own supply timeline. This assessment process then
identifies what actions the Department can take to mitigate readiness
impacts. The support Congress has provided to the Department through
supplemental appropriations is critical in allowing us to add
resilience to our industrial base and replenish our own stocks. In some
scenarios, we have even been able to accelerate modernization plans as
a by-product of our support to Ukraine and the data-driven mitigation
process we have in place. We are already taking the lessons learned
through the Ukraine security assistance process to inform and refine
the strategic readiness framework and how we assess, quantify, and
mitigate potential strategic readiness impacts across our processes.
Professional Military Education (PME)
The Department is updating PME to make it more effective and
relevant to the National Defense Strategy (NDS). Our War Colleges and
Command and Staff Colleges have adjusted the framing of appropriate
aspects of their core curricula to address the challenges of strategic
competition with China and Russia. The fiscal year 2024 budget request
supports the strengthening of the national security workforce,
consistent with the President's National Security Memorandum (NSM-3),
Revitalizing America's Foreign Policy and National Security Workforce,
Institutions, and Partnerships. The PME enterprise, and Joint PME in
particular, have set a high bar for developing the knowledge and habits
of mind for the U.S. profession of arms.
The NDS states that PME will ``foster critical thinking and
analytical skills, fluency in critical languages, and integration of
insights from the social and behavioral science.'' P&R is overseeing
the implementation of these efforts through policy, governance, and
talent management levers. DODI 1322.35, Volume 1, ``Military Education:
Program Management and Administration,'' directs the military education
institutions to design, develop, and deliver outcomes-based military
education (OBME) programs. Program outcomes form a critical bridge
between PME and operational performance. The Department is implementing
this first-ever DOD policy on PME, synchronizing educational and
operational requirements, and assessing outcomes in order to improve
talent management and strengthen educational impact.
We are also adapting manpower and personnel systems to collect and
utilize performance information to improve talent management. This
data-informed talent management approach is most evident in our efforts
to improve management of critical language skills to address
longstanding issues with the recruitment, training, utilization, and
retention of cryptologic language analysts and to meet National
Security Agency and Service requirements for professional level
proficiency. Language, Regional Expertise, and Culture (LREC) skills
are critical to the DOD mission and must be managed to optimize their
accession, development, sustainment, enhancement, and employment. LREC
skills improve the effectiveness of the total force by enhancing
linkages with allies and partners, as well as providing direct and
often immediate insight into potential adversary capability, intention,
and activity, which is essential for the challenges of near-peer,
strategic competition.
We also oversee discrete programs such as the Secretary of Defense
Strategic Thinkers Program, a highly competitive 10-month master's
degree program, enrolling a select cohort of Active Duty military
officers from across the Services in a specialized track within John
Hopkins University's School of Advanced International Studies (SAIS).
The Department has also increased the number of international officers
participating in the U.S. PME system. Relationships built in the
classroom undergird the hard power of coalition interoperability with
Allies and partners on the battlefield.
Developing servicemembers who understand the evolving nature of the
security environment and how it potentially affects American interests,
warfare, and the dimensions of strategic competition requires a PME
system that keeps pace. Strategic readiness involves not only having
the necessary equipment and technology, but also servicemembers who
have the training and education to compete in a new era of competition.
Preparing for the Pacing Challenge
Training is critical to preparing the Joint Force to meet the
pacing challenge. Rapid technological advancement and threat evolution
continue to outpace training modernization, widening the gap between
how the Joint Force trains and how it will conduct multi-domain
operations in a contested environment. To win the joint, multi-domain
battles of today and the future, combat forces must have joint
interoperable training environments robust enough to support large
numbers of joint and coalition warfighters simultaneously, and advanced
enough to simulate high-end combat in the all-domain battlespace.
To answer this foundational challenge, we have chartered a new
governance body with the Joint Staff, Military Services and Combatant
Commands to accelerate the pace of change in the training community and
quickly develop and execute realistic, joint, interoperable, and multi-
domain training capabilities to meet the threats from peer adversaries
in a contested environment. We are driving pacing threat training into
the synthetic world, while also increasing the capabilities of large-
scale training areas, to replicate the complex, joint, multi-domain
fight. Given the key role of Allies and partners in the NDS, we are
also breaking down barriers in our training programs, exercises, and
security policies to enable greater ally and partner participation.
conclusion
As we look to the future, it is imperative that we do not take for
granted what makes our U.S. Military unparalleled and unmatched. It is
our people--the Active, Reserve, National Guard, DOD Civilians and all
of their families, caregivers, and survivors who are willing to serve
this country. They are the bedrock of our national security.
Thank you for your continued support of our servicemembers and
their families, we look forward to your questions.
Senator Warren. Thank you very much. I appreciate it,
Secretary Cisneros. I would like to start. I recognize myself
for opening questions. All across this country, families need
high quality, affordable childcare in order to show up at their
jobs or go to school. Military families are no exception on
this.
In fact, because of nonstandard work hours, sudden changes,
significant deployments, the need for childcare among our
military families can be even greater. That is why our military
has long recognized that childcare is essential to supporting
servicemembers' ability to protect our country.
DOD runs the largest employer sponsored childcare program
in the United States. Military and nonmilitary families should
all have access to high quality, reliable care, which is why I
based my bill for a universal childcare system on the DOD
model. But the DOD childcare system still faces its own
challenges, a top one being finding enough workers to care for
eligible children.
Secretary Cisneros, workforce shortages have been a major
problem in the childcare industry for years now, and of course,
it has been made even worse since the pandemic. Are military
child development centers facing this issue as well?
Mr. Cisneros. Well, thank you for that question, Senator,
and really thank you for your support on the childcare efforts,
not only in the military but throughout the Nation. You are
correct in stating that there is a national childcare provider
shortage in the country and we are feeling that as well.
Since the pandemic we have had trouble, difficulties trying
to hire more childcare workers to work in our child development
centers. Last year we were able to raise the salary, the
minimum wage for workers----
Senator Warren. We are going to talk about the money in
just a minute, but you do have a problem. Let's start there,
and I just want to make sure I get this on the record, what it
means for military families when they don't have access to the
childcare that they need. Can you just say a word about that?
Mr. Cisneros. Well, ma'am, it does create difficulties. We,
as you stated, see childcare as part of our readiness. We want
our servicemembers to be able not to really have to kind of
think or worry.
To be able to have the ability to drop their child off at--
for childcare at a child development center or using one of the
other options that we have available to them. It really kind of
relieves some stress from them and it allows them to focus on
their mission and performing their task.
Senator Warren. So, it is a part of performing your mission
and being able to concentrate on your tasks. Now, it takes a
lot to recruit and retain staff for anything. But one
significant issue is pay, which is where you started a minute
ago. When was the last time you updated your pay scale for
childcare workers?
Mr. Cisneros. Well, last year, ma'am, we were able to
raise----
Senator Warren. I am not asking you that. I am saying when
did you last update the pay scale for childcare workers?
Mr. Cisneros. Well, raising the salaries of our child
development workers last year when we raised the minimum wage
was when we were able to do that, ma'am.
Senator Warren. You got the minimum up, but I am talking
about the scale overall. Not everybody is down at minimum. I
understand that the last time was 30 years ago. Does that sound
about right?
Mr. Cisneros. It has probably been a while since we looked
at it, ma'am.
Senator Warren. What is the highest level of pay a
childcare worker in the military system can receive under your
30-year-old scale?
Mr. Cisneros. From what I have been told, ma'am, it is--
allow Mr. Constable to answer this question.
Senator Warren. Mr. Constable, do you want to answer that
one? I think that was known as a lateral pass.
Mr. Constable. Chairwoman, thank you very much. The top of
the skills is approximately $55,000 a year.
Senator Warren. Yes, $55,000. That is, it. That is the top.
So, DOD runs a school system for military families called DODEA
[Department of Defense Education Activity], right? How does the
pay scale for DODEA teacher compare with DOD childcare pay
scales for people with similar credentials? Secretary Cisneros.
Unless you want to call on Mr. Constable.
Mr. Cisneros. Well, ma'am, they don't really have similar
credentials.
Senator Warren. Well, that is--the question I am asking is
when you have got people with similar credentials--maybe I
should ask it this way, what is the top pay for DODEA workers?
Mr. Cisneros. I will allow Mr. Constable to answer that.
Senator Warren. Mr. Constable?
Mr. Constable. The top pays approximately $110,000 per
year.
Senator Warren. So approximately $110,000. I think we
understand the difference here, $55,000, $110,000 for the very
top.
So, if we had two workers with the same credentials, same
education, same experience, and one was teaching 4-year-olds at
a DOD child development center, they would earn only about half
as much as one teaching 6-year-olds at a DODEA center.
So, I just have to ask, do you think that makes any sense?
Are you surprised to find out that you are having trouble
filling these spots?
Mr. Cisneros. Ma'am we know that, as you stated, right, we
are having difficulty hiring these spots. It is a national
problem. I think being able to pay a competitive salary is part
of that. That has to be there to get in the solution to
resolving this problem.
Senator Warren. So that is why we are here today, to talk
about this. Look, childcare is infrastructure. We need roads.
We need bridges to get to work. In the case of our military,
sometimes you need an aircraft carrier or a cargo jet, but you
also need a functioning childcare center.
If the Federal Government is serious about military
readiness and national security, if it is serious about
retaining families, then we need to invest more in childcare
workers, and that means within DOD. It is put money into these
workers.
We need to start by updating these pay scales and doing it
now. Thirty years is too long to go between, and it is a
statement that we don't care about those people. If we care
about this system, we will update those pay scales.
Thank you, and I now call on Senator Scott.
Senator Scott. Thank you, Chairwoman. All right, Secretary
Cisneros, you know that we talked about recruiting is not
hitting the numbers. Tell me what you think of your marketing
plan and your advertising program, and is it very effective?
What should you do differently? Is it properly funded?
Mr. Cisneros. Thank you for that question, Senator. I will
admit we need to do a better job of telling our story, the
benefits of military service, what it could provide. Just last
month I went out to go talk to a group of college students as
well as a group of high school students about the benefits of
service and really how it changed my life. Like yourself, sir,
I joined the military, 18 years old.
It put me on a different trajectory that I couldn't even
imagine--that I never would have imagined for myself that I
would be sitting here. So, there are benefits of that, and I
think as our Senior Enlisted who were here on the Hill a couple
of weeks ago testifying is that we do, we agree that we need to
do a better job of telling our story and marketing ourselves.
We are working with our public affairs Department to do
that right now. But, as I said in my opening statement, for OSD
and the services have their own budget and they can talk about
that in the next panel.
But for OSD, we are requesting $40 million, that is in the
budget, to really help us with a joint marketing campaign that
will allow us to go out and do the research with JAMRS [Joint
Advertising Market Research Students] that we have, as well as
to kind of go out and market to the influencers, whether it be
teachers, grandparents, parents, to let them know about the
benefits of military service.
Senator Scott. So, I am a business, I have spent a lot of
money on marketing in my companies, and so, we test everything.
We test all of our marketing plans. We tested what worked, what
didn't work, and so, talk about how you do that with regard to
your advertising and how you market the military.
Mr. Cisneros. Well, we do have a firm, we do have JAMRS, as
we call it, that we work with to go and to prepare, help us
prepare the marketing campaign that does the research for it.
With that, I can turn over to Mr. Constable and go into more
depth about JAMRS and what it does for us.
Mr. Constable. Thanks very much, sir. Senator, thanks for
your question. JAMRS is the Joint Advertising Marketing
Research Group that does our work. It is very similar to what
you would find in industry and works closely in fact with
industry.
As you probably are aware, is a highly fragmented
marketplace, so really testing and piloting is key, just as you
have said. So, to that end, the additional funds requested in
the President's Budget Request for fiscal year 2024 will not be
focused on closing deals with servicemembers, the contact to
contract as the services can speak about.
What it is really focused on is building the brand, making
sure there is more public awareness and making sure that when
the time for a decision comes for a young person to join or to
not join, they are at least aware that military service or
public service even is an option to them.
Then the services can speak about what is in their budget
separately for then going in and building on that baseline that
we will provide through JAMRS to actually close the sales with
each of the contractees.
Senator Scott. So, first off, if you could send us a copy
of your research, I would like to see it. Second, if it is not
successful using the same people, have you changed firms? Are
you using the same people that got you where you are you are
way behind?
Mr. Constable. I would have to get you along with the other
information, the background on who--with whom we have worked
over the different iterations of this effort.
Senator Scott. Has anything changed?
Mr. Constable. Significantly. Again, what you are going to
see in the fiscal year 2024-hour request is one of the biggest
increases that we have put into this because we have our
investment in that baseline awareness, the marketing targeted
toward those influencers has waned over the years.
We saw the need to again, not leave it all to the service
ads or the service online spots or whatever medium they choose
do the whole job. Again, what you are seeing now is based on
the data and understanding that rebuilding the brand and
getting awareness to all of our target populations is where we
are going.
Senator Scott. If you are asking for $40 million, I mean,
do you have research to suggest that if you got there and if
you start trying something and it doesn't work, are you going
to stop?
Mr. Constable. I think we will have to, you know, see how
the market responds to the investment like everything else. But
the intent is to sustain over time that baseline marketing, to
keep the brand out there, to keep the awareness of public
service, military service out there.
I suspect that as the service numbers ebb and flow over
years and years, they will make larger, smaller investments as
they need to, to keep their ranks at the right end strengths.
Senator Scott. Okay. Thank you.
Senator Warren. Senator Hirono.
Senator Hirono. Thank you, Madam Chair. Secretary Cisneros,
and probably for Mr. Constable too, my office has heard from
our servicemembers in Hawaii that they are deeply concerned
about imminent cuts to their cost-of-living allowance by around
50 percent. That is a big potential cut.
Certainly, I share their concerns. Hawaii has the most
expensive cost of living of any State in the country. Today,
the cost of a gallon of gas in Hawaii is $4.85, more than $1.00
above the national average of $3.46. A gallon of milk in Hawaii
is about $7.25 compared to the national average of $4.41. The
cost of housing in Hawaii is higher than any other State. I
could go on.
As we continue to combat inflation, the thought of slashing
the cost-of-living allowance for servicemembers in Hawaii is
absurd. Secretary Cisneros, does the Department of Defense have
information suggesting the cost of living has fallen by 50
percent in Hawaii?
If not, how does DOD justify cutting the cost-of-living
allowance for our soldiers, sailors, airmen, guardians, and
marines in Hawaii? How do you justify this kind of potential
cuts?
Mr. Cisneros. Ma'am, the cost-of-living allowance that you
are referring to is the--well over in Hawaii, they get what we
call OCOLA, overseas cost of living allowance. It really is
about trying to bring it in line with what the--to make sure
that their dollars goes just as far as it does here in the
United States, in the Continental United States, I should say.
Senator Hirono. I am glad you know the Continental U.S.
because Hawaii is a State. Go on.
Mr. Cisneros. Yes. But the, what we are seeing here, right,
is that the struggles have really kind of, with inflation--and
inflation doesn't really play into the COLA analysis and how we
come up with that. But in order to kind of make it--well, what
happens as it is evening, things here in the Continental United
States have grown as well and have gotten more expensive. But I
will turn it over to Mr. Constable again to kind of go into
detail on how the formula is figured out there.
Mr. Constable. Thank you, sir. Thank you, Senator.
Senator Hirono. Well, first of all, let me just get to,
because I am running out of time. So, you believe this kind of
a huge cut for servicemembers in Hawaii is justified? If so,
could you send me the justification or send this Committee the
justification?
Mr. Cisneros. We could provide you with the information,
ma'am.
Senator Hirono. Do you consider this kind of cut to be
justified?
Mr. Cisneros. I think, the way the COLA is figured out, and
the system that it is, and the way it is, and it is not just I
will say, ma'am, it is not just Hawaii, but it is all around
the----
Senator Hirono. Alaska? Well, wherever you are making these
kinds of----
Mr. Cisneros. Germany, Japan, all these areas are facing
the same cut because, again, the COLA is meant to bring the pay
scale or pay in alignment with what it would be here to make
sure that the dollar, if they were here in the States, that the
dollar would stretch just as far as they are overseas.
But as we struggle here, or people are struggling here in
the Continental United States, it has kind of even the playing
field out. So, but we can provide you with that information. I
will turn it over to Mr. Constable.
Senator Hirono. Well, clearly, I don't think that these
kinds of cuts are justified for servicemembers in Hawaii. They
are already having a pretty hard time. I was glad to see the
President's Budget included multiple investments in our
servicemembers, like $90 million to expand full day pre-K, $209
million for suicide prevention efforts, and $637 million for
continued investment in sexual assault prevention and response.
Although we have made some changes over time in how the
military would deal with sexual assault cases, it is still an
issue. It still continues to be a scourge. So, I am glad that
this kind of investment is being made to continue to fight the
scourge. I appreciate the Department of Defense's commitment to
taking care of its people, but I think there is more to do,
especially for servicemembers considering their family planning
options.
Mr. Secretary Cisneros, what is the importance of the
Department of Defense's new policies to ensure access to
reproductive health care for our servicemembers? Also,
cryopreservation is a fertility tool that servicemembers, men
and women, could use if they wish to have children of the
future.
This is something that the British armed services provides.
So, could you give me your views on what the cost of
cryopreservation under TRICARE would be? Could this not be an
important recruiting and retention tool for the military? All
of the services are facing those issues.
Mr. Cisneros. You know, as you stated, Senator, I believe
family planning is very important and we have done a lot, I
believe, to kind of help the servicemembers with that. We have
walk-in hours for contraceptives for our servicemembers at our
Military Treatment Facilities (MTFs).
Now that they can go and make sure that they are on a plan
there. We initiated the policies there to help support
reproductive health care for our servicemembers as well. Where
they are denied access to certain types of health care in
certain states, where we will be able to ensure that they will
be able to be--travel in order to get that health care. As far
as what you are asking for, I can turn it over to----
Senator Hirono. Cryopreservation----
Mr. Cisneros. Cryopreservation--I can turn over to Dr.
Martinez. He can go into depth with that.
Mr. Martinez-Lopez. Senator, thank you for the question. We
do provide the services to servicemembers that may have had
trauma or are facing cancer. So, it is very limited and only
for servicemembers. We are not providing the care for all the
beneficiaries in the TRICARE system. So--and I don't know why.
Senator Hirono. You are saying that you provide
cryopreservation options?
Mr. Martinez-Lopez. We may provide that in the case of
trauma or in the case of----
Senator Hirono. Okay. That is a very limited kind of set of
circumstances. So, I would ask that you look at what the
British armed forces is doing in this area and let us know if
this is something that we should contemplate.
Mr. Martinez-Lopez. I will do, ma'am.
Senator Hirono. Obviously, I support going forward with it.
Thank you, Madam Chair
Senator Warren. Thank you. Senator Budd.
Senator Budd. Thank you, Madam Chair, so honored to be on
the Subcommittee with you. It is good to be with a Member, a
former Member of the U.S. House, and we served together for a
few years.
A couple of questions. I want to draw your attention, and
this is on the heels of the recruiting conversation, I want to
draw your attention to an incredible organization called Our
Community Salutes. It recognizes and honors high school seniors
who plan to enlist in the military following their graduation.
They also recognize, the group also recognizes their parents
and other members of their family.
Now, this is an incredible way to build and maintain
support for our military within communities across America.
Despite senior military leaders speaking at these events, I am
told that military lawyers have taken issue with official
communications to inform recruiters and senior leaders of
opportunities to engage or support Our Community Salutes.
Mr. Secretary, will you commit to look into this and find
ways to partner with OCS, Our Community Salutes, and other
organizations like it. The bottom line is we need all the
support we can get to get close to our recruiting gap. So, will
you look into this?
Mr. Cisneros. Yes, Senator. We could take that for the
record, and I am not familiar with the organization or as to
why certain members, senior members have been told possibly not
to participate. But that is something we could take for the
record and supply you with an answer.
Senator Budd. Glad to submit that and look forward to your
response. Speaking of responses, thank you for getting back on
my letter I recently submitted. I received this yesterday.
This is a letter my colleagues and I sent regarding the
Administration's decision to permit taxpayer funding for and
authorization of travel to acquire abortions. The bottom line
is, I just don't think this is an acceptable response.
Once again, the Department failed to answer the Committee's
repeated requests for information, and instead we got what
amounts to a form letter just repeating the new policies. We
knew the policy, that is why I asked the questions.
So here is a few of the questions I would like for you to
answer for the record. First, how many women or military
families have refused to be stationed in Germany, South Korea,
or any other country because of those nations' abortion laws?
Mr. Cisneros. I don't have that information for you,
Senator.
Senator Budd. Okay. Well, if it is zero--if it is non-zero,
would you please send information on that? Would you commit to
sending information on that?
Mr. Cisneros. I will commit to looking into that and seeing
what the information is, if that is available. But that is not
typically a question----
Senator Budd. Just please let us know if there is zero
information, or if there is information, let us know what that
is. Does the Department have any data on women who felt
deterred from joining the military for fear of being stationed
at an installation or base in a State or nation that has
restricted or restrictive abortion laws?
Mr. Cisneros. We have had discussions, listening sessions
with servicemembers who have let everybody know----
Senator Budd. Secretary, any data on that?
Mr. Cisneros. We also have a RAND report that they
published and that the facts that they believe would happen
from--well, the effects that the Dobbs decision would have on
recruiting and retention.
Senator Budd. If you would send that to us, because we have
repeatedly requested it. It would seem like that would be a
good report to have.
Mr. Cisneros. We can share the RAND report.
Senator Budd. Thank you very much. I appreciate that. What
actions, if any, would the DOD take against a Commander that
refused to facilitate the abortion of an unborn child in
keeping with their sincerely held religious beliefs?
Mr. Cisneros. Well, Senator, the Commander doesn't really
know. When the servicemember is making a request, they are
asking for reproductive health care. Now, reproductive health
care, that can come in different forms. The Commander should
not be digging into what the specific reason is why they are
seeking reproductive health care.
Senator Budd. The assumption was that it was known and it
was against their sincerely held religious beliefs. Would the
DOD take action against such a Commander?
Mr. Cisneros. Well, again, the Commander should not know.
They shouldn't be digging into that.
Senator Budd. In the case that it was.
Mr. Cisneros. But you now, to the--I would say if the
Commander feels uncomfortable with kind of approving such a
request, he can move it up the chain of command. But it is not
the responsibility of the Commander to put their religious
beliefs onto servicemembers.
Senator Budd. Yes, that really wasn't the question. But,
you know, millions of Americans, myself included, are
rightfully against the use of taxpayer funds to facilitate
abortions. So, we will submit some more questions for the
records. But in our final time here, what is being done to
ensure that those kicked out of the military due to the vaccine
mandate are able to rejoin, should they want to continue their
service?
Mr. Cisneros. Senator, there--that would be a question that
could be better answered by the services. They are the ones
carrying out those tasks.
But the secretary made it clear in his memorandum that
servicemembers that put in a request for accommodation, whether
it be administrative, religious, or medical reasons, that
those, if a decision had been made, those requests would be
pulled if it was purely for COVID 19, and that if other members
that were separated request there is a process for them to
apply to the board.
Well, to apply for one of the boards that the services have
to ask to come back into the service or to have their DD214
adjusted, their--whether it be their status adjusted as far as
their discharge status.
Senator Budd. Okay. Thank you for being here, and I thank
the panel. Chair Warren, I yield back.
Senator Warren. Thank you. Senator Duckworth.
Senator Duckworth. Thank you, Madam Chairman, and good
afternoon to our witnesses. Two years ago, gentlemen, I
introduced legislation that ensured Guard and Reserve members
receive the same monthly incentive, pay for maintaining the
same critical skills and taking on the same hazardous duties as
their counterparts in the Active component.
Reservists who qualify for these incentive pays work hard
to maintain the same skills through the same standards as their
Active Duty counterparts, often on time when they are not
technically drilling. Yet, they are only currently paid 1/30th
of the incentive pay that their Active Duty counterparts
receive.
So, the situation is, for example, jump pay. You have to do
three jumps a month as a paratrooper. A reservist goes out, he
does three jumps in 1 day. An Active Duty troop goes out and
does three jumps in 1 day. The Active Duty troops get $150. The
reservist gets $5 bucks for the same three jumps.
This is an equity issue, and one that I am glad that my
colleagues in this Committee voted in an overwhelmingly
bipartisan way to address by including my bill in the Fiscal
Year 2022 NDAA. Before implementing this section of the NDAA
though, DOD must submit to Congress a report on its plan for
providing equal incentive pays along with the certification
that it will not negatively impact force structure.
This report was due 6 months ago, in September 30th of last
year, yet Congress is still waiting for this report. Last
October, after the deadline passed, I led a bipartisan and
bicameral letter to Secretary Austin urging the Department to
expeditiously issue its report and certification to Congress as
required by law.
We are still waiting to hear from DOD on this. We are still
waiting to pay our Reservists equitably for the critical skills
and risks that they take to contribute to our military.
Undersecretary Cisneros, how close is the Department to
completing the report?
More importantly, how much longer would you like our
Nation's Reserve component to wait before it is afforded
incentive pay parity with their counterparts on Active Duty?
Mr. Cisneros. Senator, thank you for the question there,
and I know, I was a former tower officer, and then later they
changed the name to full time support in the United States
Navy, working with our reservists.
I know how hard they work and how dedicated they are to
defending the Nation. You know, for that--but for that, I am
going to turn over to Mr. Constable, who can----
Senator Duckworth. Why are you 6 months late?
Mr. Constable. Senator, this is a conversation that has
started many, many working groups, really, so we are very much
aware of the requirement and apologies for the late report. We
do anticipate meeting with the staff soon to talk through some
of the impasses that we have reached based primarily on the
realization in all camps that not all special skills, not all
special pays are created equally or should be treated the same.
We just have to find the right mix of places where and we
seek equal dollars versus equal consideration, and of course,
all cognizant of creating incentives to draw people from one
force to the other as one report has warned.
But we do owe you a report, and we do believe we are
nearing a solution to propose.
Senator Duckworth. Can you tell that in ordinary people
speak as opposed to DOD speak? How--what is nearing, 6 more
months, a year? I think you guys are slow rolling this because
you don't want to implement it.
Mr. Constable. I think--not years, not months, Senator. I
think the answer is weeks. Obviously faster when I go back than
before I left the----
Senator Duckworth. Less than 2 months?
Mr. Constable. I am going to have to return back----
Senator Duckworth. I want to know.
Mr. Constable. Yes----
Senator Duckworth. All right.
Mr. Constable. Yes, Senator, we are certainly getting with
the staff----
Senator Duckworth. Will you call me back within a week to
tell me when the report will come?
Mr. Constable. I think it is ready for staff. I don't
believe, Senator, it is ready for the Members quite yet.
Senator Duckworth. When will it be ready for the members?
When can you commit to?
Mr. Constable. I can commit to meeting with the staffs in
weeks or less.
Senator Duckworth. I will give you 4 weeks.
Mr. Constable. Senator.
Senator Duckworth. Well, you need to do this. This idea
that you can slow roll this, and that you are going to--that
Active Duty troops is going to leave the Active Duty to go to
the Reserves because he is going to get $150 bucks extra a
month for three jobs is an insult to the troops who are on
Active Duty, and it is still an insult to the troops who do
those same three jobs every single month in order to make--to
meet those standards. I am going to move on to my next
question.
The military service has faced challenges in meeting their
recruiting goals, in part due to a historically small pool of
eligible recruits. This year I am introducing the ENLIST Act.
This legislation enables the Department of Defense to expand
its recruiting pool to include individuals like DACA [Deferred
Action for Childhood Arrivals] recipients and other longtime
residents of this country who can pass a DOD background check
and meet the service's high standards for enlistment while
maintaining the Department's security standards.
The ENLIST Act will aid the service's recruitment efforts
by allowing highly skilled and motivate individuals to succeed
in the military. Undersecretary Cisneros, Mr. Constable, I
would like to hear from each of you whether you think the
ENLIST Act's expansion of the pool of possible recruits would
benefit military recruitment efforts.
As a follow up for either of you, what other actions has
the Department undertaken to bolster efforts to recruit diverse
talents from across the Nation?
Mr. Cisneros. Ma'am, Senator, we have tried this before, to
try, so we are in support of trying to diversify our enlistment
pool in order.
I know there are a number of kids, young students that have
grown up here in the United States that consider themselves
American citizens, that have really done nothing wrong, have
good lives and have--want to serve.
So, you know, this is something that we have looked at in
the past, that we tried to move through in the past, and we
will continue to try and do it again.
Senator Duckworth. You didn't answer my question. How about
Mr. Constable?
Mr. Constable. Senator, the Department would support any
effort to expand the recruiting pool, so we look forward to
reading the details within your bill. In the $40 million that
we spoke of earlier that is contained in the President's Budget
Request for JAMRS, in one part is really geared toward getting
at some--more diverse populations.
We don't like leaving any money on the table or any
population unchecked, especially with all the skills that they
bring us or the opportunity to better reflect the American
public. So, to that end, you should expect to see and demand to
see more marketing, more advertising geared toward a broader
population, and we look forward to your bill. Thank you.
Senator Duckworth. Okay, Thank you. I am over time.
Senator Warren. That is fine. Thank you. Senator Sullivan.
Senator Sullivan. Thank you, Madam Chair. Good to be on the
committee. I want to thank the witnesses. I am going to follow
up on Senator Duckworth's line of questioning for Mr. Cisneros,
Ms. Skelly, and Mr. Constable, and if this has already been
talked about, I apologize for getting in here late.
But we have this recruiting problem right now, and I don't
have to tell you, but the Army's 2022 recruiting goal was
missed by 25 percent. So far this year, the Army, Navy, and Air
Force are projected to miss their 2023 targets. I am really
interested in what you think is going on.
There are different theories. It is the economy. There is,
you know, I think there is cultural issues, right. If you tell
everybody every day in The Washington Post and The New York
Times that the military is full of extremists, which oh, by the
way, it isn't, let's just get that one right, you are going to
have people go, well, geez, I don't want to send my young son
and daughter there, right.
The Army deserves some credit developing its soldier prep
course, which I think has been successful. The Navy seems to be
taking a different approach, which is dropping its standards to
as low as they can go. Not really wise, in my view. The Marine
Corps hasn't missed its recruiting goals, but I don't think
they are out of the woods yet. So, what do you think is
happening and how do we need to get on it?
I do think that the average man and woman, young man or
woman in America who wants to serve, they want to deploy, they
want to defend their country, they want to fight, right. So, I
think we can't lose that aspect of trying to recruit for the
men and women who want to do it.
We don't have to go too far afield to say, oh, we are going
to do all these other appeals. We should appeal to the
patriotism and desire that has been in this country for 200
plus years to deploy and fight for their country. I think that
is how you get good recruiting numbers. But what do you guys
think?
Mr. Cisneros. Senator, thanks for the question and again
for the opportunity to kind of talk about recruiting. We know
there are some challenges out there right now.
One of the things that we are seeing in the research that
we have is that there is definitely a military civilian divide,
you know, as Senator Duckworth said, right. That the recruiting
pool is getting less and less, smaller and smaller of those who
are qualified.
Senator Sullivan. So, they are not qualified because they
are overweight. They have a low ASVAB [Armed Service Vocational
Aptitude Battery] score. What is it?
Mr. Cisneros. That--well, those are two things right there,
sir. Right there. It is the--they are not meeting the academic
standards. They are not meeting the physical fitness standards.
But then we are also seeing that, you know, 30 years ago, 40
percent of people between the ages of 16 to 24 knew somebody
who had served in the military.
That is only 15 percent right now. They don't know what the
military is. They don't understand what it is about. That was
why earlier we talked about, you know, we have got to do a
better job of going out and telling our story and the benefits
of military service.
Senator Sullivan. Yes. Great story.
Mr. Cisneros. It changed my life. It put me on a different
trajectory, and I know it has done that for thousands of
people.
Senator Sullivan. So, are you viewing the soldier prep
course as an answer that other services can maybe emulate?
Mr. Cisneros. I think the--well, the Army would probably
better talk about that later on, but that is one of the things
that they saw. They saw there was a need to help students
academically, to help them get in better shape in order so they
can meet those standards. From what I understand is the Navy is
talking about emulating that program as well.
Senator Sullivan. So, any other thoughts, Mr. Constable and
Ms. Skelly?
Mr. Constable. Senator, I want to point out one specific
initiative we have had, and that is the Medical Assistance
Review Pilot.
This is where we are questioning the conventions that have
constrained us over the years just simply because we know more
than we used to, especially with electronic health records.
That is where we used to say, if you have had asthma at any
point, you are not eligible.
So, we questioned all of those, working closely, of course,
with the medical team to define where we can assume a little
less, looking at the data to where these people would qualify,
and that has brought thousands more in.
Senator Sullivan. Good. What about, this is a topic I have
been--on that topic, on mental health, right. Right now, I know
for a fact that certain services, and I have been asking this
question through the Armed Services Committee, but we
disqualify young men and women, some services, if they have
seen a psychiatrist or if they have been on medicine for mental
health.
Yet we want them to try to improve their mental health,
right. How are we thinking about that in a way that would not
just say, oh, you were on medicine for 6 months, you saw a
psychiatrist, young high school kid, you are disqualified.
Because then, that is just the wrong message. They are either
going to lie or they are going to not seek help.
Mr. Cisneros. There is, as Mr. Constable said, there are a
lot of things that we have looked to reevaluate that we are
trying to work with the services to expand that.
Senator Sullivan. Is that one?
Mr. Cisneros. I believe it is one. One of the things that
we are trying to do within the military is destigmatize mental
health. The Secretary says all the time, mental health is
health. We want people to come forward when they need--they
feel they need to talk to somebody or they need to see a
professional.
We don't want them to--you know, used to always be if you
said you had a problem, they would just automatically take your
security clearance away or ground you from flying the aircraft.
We don't want that to be the case anymore. We have been
working hard to change that and to make it so that people will
come forward and deal with their health issues.
Senator Warren. Good. Thank you. Senator Blumenthal.
Senator Blumenthal. Yes. Thank you very much, Madam Chair.
I want to follow up on exactly that question because frankly, I
can well envision you would rather have someone who sought help
than someone who denied the need for it. Said, I am fine, but I
want to shoot up a classroom or whatever and is not going to
talk about that when they come to a recruiter.
So, you say you are working hard. What are you doing and
what is your timetable for specific steps? I am not here to
sort of put you on the spot, but I would like a written
response with specifics as to what you were doing to change
those qualifications and on what basis for mental health.
Because I think the question raised by Senator Sullivan is
absolutely critical.
Mr. Cisneros. Yes, Senator, we can provide you with that.
But you know, there are some great programs that the service
has had, that they implemented. One I always like to talk about
is the Air Force's True North, where they put in counselors
within their squadrons to provide individuals to talk to when
they need the counseling or just to talk about their issues.
Senator Blumenthal. That is for Active Duty members.
Mr. Cisneros. Yes.
Senator Blumenthal. But what about the recruit who will
come to see the Marine Corps recruiting officer or the Navy
recruiting officer and say, yes, I had--I went for help. What
happens to that person?
Mr. Cisneros. Well, Senator, like I said, we can provide
you with a written response. I can turn over to Dr. Martinez
Lopez, who might be able to comment on that. But we are working
with the services. We are working with them to try and expand.
We were able to come to agreement on 38 different issues,
whether it be asthma or whether it be ADHD [Attention Deficit
Hyperactivity Disorder].
Senator Blumenthal. Okay. I don't have time in to hear
about all of that. I want to focus on mental health, because
mental health, as the Secretary has said, is--should be
regarded the same as physical health.
So, if somebody broke a leg and they said, yes, I broke a
leg, I played football, you know, I was out for 6 months. I am
fine now. You would take them. If someone says, yes, I had a
problem, I went to see--I went to see a shrink, and it really
helped. That is the kind of story that should be regarded in
the same way.
But I want to relate this issue to a very specific one, and
that is the suicides of sailors on the USS George Washington.
Three sailors died by suicide while that ship was undergoing
maintenance and repairs. One of them was Xavier Sandor from
Connecticut.
His dad has been pummeling the Department of Defense for
information about what is being done to better the conditions
of sailors when their ship is not at sea, when it is being
repaired. He was forced to live on this ship while it was being
repaired. Like living in an apartment that is being renovated.
He couldn't sleep. He was in bad shape and he didn't get
help. The Department of Defense is doing an investigation or an
inquiry. Do you have the results?
Mr. Cisneros. Senator, we don't have the results to the
inquiry or the investigation that the Navy is doing. I believe
that is still ongoing. I believe that would be a better
question for the Navy and the second panel as to what they are
doing and the improvements that they are trying to make for
those----
Senator Blumenthal. My understanding is that the work has
been finished, and that it is under review. Can you tell me why
it hasn't been made available to the father of the young man
who lost his life?
Mr. Cisneros. Senator, I can't do that right now. I don't--
I haven't seen the report myself.
Senator Blumenthal. Can you look into it?
Mr. Cisneros. We can see what we can do. We can take that
for the record. But I believe, again, that would be a better
question for the Navy as to where they are with that report and
what are they looking into.
Senator Blumenthal. They say it is under review. We are
coming up on the 1-year anniversary of his death, April 15, and
for all you have said about your paying attention to this issue
of mental health--by the way, these three sailors are not the
only ones.
There have been other suicides on other ships similarly
situated in home ports for repair or maintenance. This is a
specific kind of circumstance where you are losing life in real
time. So, to wait a year for a report makes no sense.
Mr. Cisneros. Senator, look, any loss of life through
suicide or any--through any means is a terrible tragedy, and it
does weigh heavily on our military family. But I am sorry that
I don't have the answers for you why that report is still under
review. Again, we can take that for the record and try and get
you a better answer.
Senator Blumenthal. Well, my time is over and I just want
to ask you to commit that you will provide someone to meet with
John Sander, who lost his son to suicide on the USS Washington
when he comes down because I am going to invite him down and I
want him to be able to meet someone from the Department of
Defense. Will you make someone available?
Mr. Cisneros. Senator, we will try and see what we can do
to make some available to meet the individual.
Senator Blumenthal. Ok. Thank you.
Senator Warren. Thank you. Senator Kelly.
Senator Kelly. Thank you, Madam Chair. Secretary Cisneros,
good to see you. Thank you for being here. Last year, we
discussed the implementation of section 704 of the NDAA we
passed in 2021, otherwise known as the Brandon Act, which
improves the ability of servicemembers to quickly obtain mental
health care.
It also reduces stigma and provides needed training. The
Brandon Act is named for fallen United States Navy Petty
Officer Third Class Brandon Caserta, of Peoria, Arizona. He was
a dedicated young sailor. He did all the right things as he was
trying to deal with his mental health issues.
He suffered some significant mental health problems. He was
discouraged and ridiculed, and then tragically took his own
life. Now, I have been working closely with Brandon's parents,
Terry and Patrick, on this issue. They were in my office just
about a week ago, and we share serious concerns about the
suicide epidemic, as does Senator Blumenthal and Senator
Sullivan, and I am sure everybody on this Committee.
We need to use every tool that we have to fight this
challenge, and one of those tools is the Brandon Act that was
in the defense bill last year. So now I know we have spoken
about this before, but I am concerned there haven't been
visible signs of progress on implementing the Brandon Act.
I have raised this with you and Service Secretaries in the
past. Last year I added to the defense bill a requirement for a
formal progress report on DOD's implementation efforts. That
was due on March 1st. I think today is the 15th. So, Secretary
Cisneros, why has the Committee not yet received your
implementation report as required by the defense bill? Are
there any updates that you can provide to me today about what
actions the Department is taking to implement the requirements
of the Brandon Act?
Senator Warren. Senator, thank you for that question, and
as, you know, we stated earlier, any death by suicide is
definitely a tragedy and it really does weigh heavily on our
military family. We are trying to make improvements.
Congress is really kind of given the stability with the
Suicide Prevention and Independent Review Commission that we
were able to complete at the end of last year. We can have Ms.
Foster kind of talk about that a little bit, if you would like,
but we are making progress on the Brandon Act.
To do that, and to talk about it I will turn over to Dr.
Martinez Lopez who can kind of give you an update on that, sir.
Mr. Martinez-Lopez. Senator, thank you for the question. We
need to honor Brandon Caserta. There is no question about that,
and the best way to honor is through you putting into effect
the law.
I am new at the job, been there for 3 weeks, but I can tell
you that the long pole on the tent was the issue of the law
brought everybody, including the individual ready reserve, that
have no command and control, so we were trying to figure out
how to implement the law, including all the servicemembers.
What I recommended, and I think we are moving forward, what
we are going to do first is going to break the Active Duty and
let's go. We move in that axis right away. Then as we come out
with a solution set for the Reserve components, those have a
command structure next, and then the IRR [Individual Ready
Reserve], because there are issues of care and there is a lot
of--so we are moving, and I guess----
Senator Kelly. Mr. Secretary, you are talking about how the
Brandon Act will be implemented.
Mr. Martinez-Lopez. Yes, sir.
Senator Kelly. But my first question was, we were supposed
to get a progress report on the implementation. That certainly
could be what you said here, could have been in the progress
report. We were supposed to receive that on March 1st. We are
now 2 weeks past that. We have not received it. So, when could
we expect the report on the progress of the implementation?
Mr. Martinez-Lopez. Senator, we talked--we started talking
to the staff. Hopefully very soon, in the next month or so you
are going to see the report coming to you of how we--hopefully
before that, of how we are implementing the Act. But I just
gave you the kind of the scope of how we are approaching it.
Senator Kelly. So, in a month or two, we could expect the
progress report on the implementation.
Mr. Martinez-Lopez. Yes, sir.
Senator Kelly. All right. You talked a little bit about the
implementation. So, I am interested in seeing that and in
detail, about what are we doing to make sure that what we
passed in legislation, how it is going to be implemented.
Anything else you might need from us, you could add that as
well.
Because this is such a serious issue. I mean, it is not
only in the Navy. I mean in DOD, this is a major problem. It is
affecting readiness, but that is not the reason to do it. I
mean, the reason to implement this is it is the right thing to
do and it will save people's lives. So, thank you.
Senator Warren. Thank you. Senator Kaine.
Senator Kaine. Thank you, Madam Chair, Ranking Member
Scott, and to the witnesses for being here. I just want to pick
up on Senator Kelly's on the Brandon Act, because this occurred
in Virginia.
I have also met with the Casertas, and just, you know, to
put a really fine point on this. They have lost their child
under unimaginably horrific circumstances. They are turning
that grief into an effort to try to do something to help
others. If we pass a law but do not implement it, it is a
revictimization of a family that doesn't deserve to be
revictimized.
They will view that as yet another pain that they are
suffering at the hands of the United States military. So, this
needs to be done because we have a significant challenge, and I
am going to get into another dimension of this. But it also
needs to be done so that a family that has already suffered
doesn't suffer more.
I just echo what Senator Kelly said. We need to see that
report about implementation. We need to see it soon. We need to
understand that this is not some box checking thing that people
are doing just to appease us, but you are doing it to meet a
need that is a very significant one.
I have recently had two strings of really difficult
suicides within the Navy in Hampton Roads, Virginia. So just in
one community. Sailors aboard the George Washington who trained
for an MOS [Military Occupational Specialty] and thought they
would be doing something, but instead because the George
Washington has been in this limited duty status for so long,
many of them are there and will have their whole career while
the ship is getting refurbished, not doing what they thought
they might do.
A sense of purposelessness can grow. That can exacerbate
other challenges. The living situations for folks when their
ships are in dry dock getting refurb aren't necessarily the
best. Then we had 4 suicides within a space of 5 weeks, with
sailors who had been assigned to the Mid-Atlantic Regional
Maintenance Center in Norfolk.
This is a center, one of seven or eight in the United
States that they are kind of like MacGyver. It is a really
great mission where they take things, off ships and subs that
are busted. Instead of paying millions to do something new,
they can figure out a way to fix it and get it back on.
It is an important mission, but it is very unusual in the
way it has been composed. Of the 2,500 people who work at MARMC
[Mid Atlantic Regional Maintenance Center], half are civilians
who are under contract. They know how long they are going to be
there. Half are sailors. Of the sailors, half have been
assigned to the mission, but half were assigned there under a
limited duty status.
Maybe they were pregnant, maybe they broke a bone, maybe
they had a disciplinary issue, and so, they were pulled out of
the fleet and assigned there. Most of that, nearly 600 people
in the limited duty status at MARMC, they have no idea when
they are going back to the fleet. They may be in a med board
process that is completely opaque and they don't have a sense
of when it will be over.
That then builds up some sense of purposelessness when you
don't know what your next step is and you don't know when you
will know, you are not only don't know, but you don't know when
you will know, then that can also contribute to significant
mental health challenges. That is why, no surprise, those four
suicides in this workforce of 2,500. It wasn't civilians.
It wasn't the sailors that were assigned there for a
traditional tour. It was all people within this limited duty
population who were living in a world of kind of big question
mark about what would happen to them.
So, I guess I would like to ask particularly to being with
the Navy, when we have members of the armed services who were
assigned into limited duty status, what can we do to make sure
that they have the support they need while they are in that
status?
Because there were no embedded mental health professionals
in this workforce of 2,500, even though 600 of them were on a
limited duty status, each one different from the next, each one
with a lot of questions about their future. What can we do with
our limited duty to provide them the services they need?
Mr. Cisneros. Senator, thank you for that, and again, as
the Secretary says all the time, mental health is health, and
we want to ensure that we are taking care of our servicemembers
that have needs.
I will turn it over to Dr. Martinez Lopez here. But, any
servicemember that needs to see a physician can always go and
talk. It is not just whether it is the people that need to seek
mental health, right.
We have counselors for people who are having financial
problems, if they are having relationship problem, the
individuals are there for them to go in to talk to. But I will
turn it over to Dr. Martinez Lopez specifically to talk about
the mental health and what individuals need to do in order to
seek help.
Mr. Martinez-Lopez. Senator, very good question. I think we
are taking the approach of the public health approach, and you
are right on target, which is it is not a medical issue, it is
a poly health. We all play. The Commander plays. There are
financial issues, social issues. There are medical issues.
We need to address all of those. Think about it like a
rucksack that has a lot of stuff that is heavy and we need to
figure out how to level that rucksack. So, if there is a
financial thing that we can do to help that sailor, that is one
thing. If there is a social, family issue that we can help them
with, let's go and relieve that.
If it is a legal issue that they are dealing with, let's go
and try to--and by doing that, we decrease the risk, you know,
of that sailors, soldiers--sailor, airmen, marine or guardian,
from--that is part of the equation to this conundrum.
So, I think we are on the right track in that respect. A
lot of work to be done, a lot of education. It is a never-
ending process. But I am confident that we need to keep sailing
in that direction and trying to make head ways.
Senator Warren. Right. Thank you.
Senator Kaine. Thank you. Thank you, Madam Chair.
Senator Warren. Thank you. I think our ranking member has a
comment.
Senator Scott. Well, first off, I want to--Senator
Duckworth. Senator Budd, and I think Senator Kelly, I mean,
they all asked things--they would like to be more responsive,
so I hope you guys will do your best to be more responsive. The
other thing is, we go through the National Defense
Authorization Act.
We are just trying to get stuff in there every year, and
some of it are reports. If you are not going to get a report on
time, I mean, I think the first thing you probably ought to do
is tell us, and tell us why. Because we are not doing it
because we don't care. We are doing it because we care.
So, I think if you are not going get a report, I would
like--I mean, I think all of us would like to know it. I think
this Committee is going to actually work to try to figure out
how we have--people want to serve. So, and I let me--I went
through what Senator Kaine was talking about in dry dock.
I was in dry dock. My ship was in dry dock, and it is
boring. It is really boring and it seems like there ought to be
a way to send people to training and do things like that rather
than just--we just sat around and did nothing. It wasn't like
the ship was at risk. I mean, we are in a dry dock area.
Nobody could get there. So, they didn't need us to show up
and hold a gun every so often. So, but thanks, everybody for--
--
Senator Warren. So, I agree. I really want to associate
myself with the remarks. It is very frustrating when we get
things into NDAA that is something we have all worked on to
make it happen, and then we don't get answers, that is a real
problem for all of us.
So, the commitment specifically that Senator Duckworth has
extracted and that others have asked for, regard that as
something the whole Committee is behind and we expect her to
get her answers in a timely fashion.
We are going to do a second round with this panel, for
those of us who want to do a second round of questions, I want
to do a second round. Are you good?
Senator Scott. I am good.
Senator Warren. You are good, you are good, and I think,
Senator Duckworth. So, we have got two more rounds and then we
will go to the second panel that we have got here. So, the U.S.
military should have the best doctors in the entire world.
In a crisis, these are the medical professionals who are on
the front lines. But unlike doctors who are at a really busy
place like Mass General or Boston Medical Center, military
doctors don't have a constant stream of servicemembers with
serious injuries coming in the front door.
Now, it is a good thing that fewer servicemembers are
suffering serious injury, but it is also a problem for the
doctors because it means they get less practice stitching
people up or setting broken bones or doing emergency surgery to
repair gunshot wounds.
One of the keyways that military doctors and surgeons
maintain their skills is by treating civilians at military
treatment facilities, or MTFs. Now, Dr. Martinez Lopez, how
does DOD benefit from treating civilian patients?
Mr. Martinez-Lopez. Thank you very much, Senator. That is
extremely important to us. A way--you know, from the standpoint
of readiness, we need to keep all the docs and all nurses. It
is not just the docs.
It is a whole team that has to be sharp. By taking care of
civilians, we do two things. One is the readiness piece, but
also the good neighbor piece. I mean, like in San Antonio, if
there is an emergency and they show up in our doorsteps, we
have the good neighbor responsibility to provide good care to
them too.
But so, we need to, as you said, we need to bring about
more patients, especially trauma patients. San Antonio is a
perfect place where we do world class burn care and also trauma
care, and hopefully we never have to use those abroad, but if
we do, our team will be ready to deploy and do that, right.
So----
Senator Warren. Good. So, we want you to be sharp, and we
want to have the chance to train as a team on an ongoing basis.
We want you to be able to be designated as trauma centers
because your level is that high in terms of your practice.
In other words, treating civilians, for the military to
treat civilians is supposed to be a win-win. The civilian
patient gets world class care and military doctors stay up to
date on their skills. It is not working out so well for
patients.
Most of them are dropped off at the MTF in an ambulance
because they need emergency treatment, and the MTF is the best
closest option. Two-thirds of civilians who end up at an MTF
care do not have any insurance. The military treatment facility
sticks these patients with massive bills.
If the cost isn't waived, Federal law requires aggressive
debt collection, including garnishing patients' wages or
seizing tax refunds, or even taking 15 percent of their Social
Security checks before it even reaches their pockets. Now, the
good news is the DOD now has authority to waive these debts.
Dr. Martinez Lopez, over the last 5 years, military
treatment facilities treated almost 30,000 civilian emergency
patients. For how many of those 30,000 patients did DOD
exercise its authority to waive civilian medical debt, keeping
in mind two-thirds of these folks do not have insurance.
Mr. Martinez-Lopez. Ma'am, a very small number. I think 57.
Senator Warren. Fifty-seven. That is exactly right, 57
times DOD waived medical debt out of 30,000 people who came in
and incurred these debts. You know, so DOD is actually waiving
debt, I tried to work this out, in about 0.2 percent of the
cases.
Now, DOD claimed that their number is low because waiver
authority was too narrow. That the debt could only be waived if
there was, ``direct and compelling relationship to a priority
DOD objective,'' not just that someone can't pay. So, to
address this problem, Representative Castro and I got an
amendment into the 2021 NDAA, some of you remember this, to
expand DOD's authority to waive medical bills.
Our changes clarified that if medical treatment for
civilians will enhance military medical readiness overall, and
if the patient is unable to pay, DOD has legal authority just
to tear up the bill. Dr. Martinez Lopez, how often has DOD
exercised this expanded authority to waive costs for civilians
when the treatment will enhance readiness and the patient is
unable to pay?
Mr. Martinez-Lopez. Ma'am, I don't know for sure, but I
don't think we have done many, if any.
Senator Warren. Yes, so it kind of looks like it is zero
right now. Look, DOD is dragging its feet on--while these
patients are toppling into financial ruin. The GAO [Government
Accountability Office] also found that DOD wasn't telling
patients that they had an option for relief, as required by
DOD's own regulations, and they weren't properly tracking
people when they had or had not paid their bills.
So, Dr. Martinez Lopez, on this new notion that we are
really going to start holding people accountable in this
Committee, can I have your commitment that you are going to
clean this up, start wiping out medical debts for civilians who
shouldn't have been hit with those devastating bills to begin
with, and you are going to get back to me on this?
Mr. Martinez-Lopez. Senator, I don't want to put more
burden, and my colleagues are in the same boat, on patients
that already have been traumatized. That is not what we are in.
I mean--and worse, they cannot even pay. So why do we want to
keep adding insult to many of those? So, we thank you for this
waiver.
As I understand right now, we are talking to a rulemaking.
I will try to figure out how can I expedite that rulemaking to
give the solution set that you want and we want. So, I commit
that I will work hard to get through the process in DOD and
start affecting in a nice way the patients that we care for.
Senator Warren. I understand your heart is in the right
place. I am not quarreling with your heart. I got to have your
actions in the right place. So, I am going to ask for the same
thing that Senator Duckworth asked for.
Can you get back to me in 4 weeks and at least lay out what
the plan is to make certain that patients are fully informed
about the opportunity to have their debts wiped out, and what
DOD's plan is to implement what we all work to put into the law
in 2021?
Mr. Martinez-Lopez. I will get back to you, ma'am.
Senator Warren. Four weeks, just to tell me what the plan
is. I am not even asking you for the final report. I am--just
tell me what the plan is.
Mr. Martinez-Lopez. I will be glad to talk to your staff or
yourself in 4 weeks.
Senator Warren. Okay, we got it. Secretary Duckworth. I am
sorry, Senator Duckworth.
[Laughter.]
Senator Duckworth. Old job, Assistant Secretary of the VA--
old job.
[Laughter.]
Senator Duckworth. Thank you, Madam Chair. Gentlemen,
servicemembers commit their lives to defend our country, and
they should not struggle to feed their families. Yet in July
2022, the DOD released an updated report that found that 24
percent of all Active Duty servicemembers experienced some
level of food insecurity in 2020 and 2021, with our junior
enlisted facing the highest risk.
That is why I introduced a bipartisan Military Family
Nutrition Access Act last month. This bill eliminates basic
allowance for housing from income calculations under the SNAP
program.
So right now, if you apply for SNAP, they count your BAH
[Basic Allowance for Housing] as income, even though other
programs like Medicaid and the IRS [Internal Revenue Service]
doesn't consider your BAH to be income. By using an already
established nutrition assistance program and simply updating
the treatment of BAH so it is in line with other Federal
assistance programs, we will expand nutrition access to more
military families so that they can qualify for SNAP benefits.
Undersecretary Cisneros, Assistant Secretary Skelly, do you
consider food insecurity and a lack of access to nutrition
among a significant percentage of military families to be a
readiness issue? Remember, your own report is at 24 percent.
Mr. Cisneros. Secretary, I think food insecurity is
definitely an issue, and it is something that we are working
hard to help resolve them. You know, the Secretary put out a
series of memos kind of addressing different things about
taking care of our people. One of them was around food
insecurity, and it was about kind of really trying to provide.
You know, while the research that we have kind of shows
that where a lot of those happens is when PCS happens,
servicemembers are--their families that have to move. The
spouse usually has to give up a job.
That puts a burden or puts a financial strain on the
families and kind of makes the food insecurity--or maybe they
are not getting good quality, healthy food all the time there
until they are able to get new employment. But this is
something that we are working on.
We are working to try and ensure that spouses have access
to employment, whether it be through just being able to
transfer, if they have a job within DOD, or other Federal
Government agencies and being able to remote work or telework
or partnering with over 600 companies that have made a
commitment to hiring spouses as well to relieve some of the
strain.
But, we definitely see it as an impact and as an issue,
when families do have struggle to help provide their families
with healthy meals.
Senator Duckworth. Would you support increasing greater
access to SNAP benefits for military families, as would be
granted by my Act? Basically, that says for when you apply for
SNAP, SNAP should not consider BAH as income because no other
part of Federal Government does either.
Mr. Cisneros. Ma'am, it sounds very interesting, but I
would have to look at the legislation in your proposal before
we make any commitment to that.
Senator Duckworth. Okay. Well, we will get you to that in
less than 6 months. My next question, Assistant Secretary
Martinez Lopez, I know that you have only been in your seat for
a short time. Welcome. I led a CODEL [Congressional Delegation]
to Japan and Indonesia last month to discuss a wide range of
issues with our partners, including energy security, economic
engagement, and people to people academic exchanges. However,
while I was in Japan, I heard from DOD civilians about the
struggles that they are now facing accessing health care due to
a rules change at their local military treatment facilities.
What is being done by your office to resolve these issues in
Japan?
Mr. Martinez-Lopez. Senator, thank you very much. I think
the health care of not only the servicemembers and their
families is important, also the civilians that help us is a
team. I think we have grown that piece of the team larger and
larger not only overseas but giving more opportunities to
civilians to help us.
We have been compensated along. The MTFs are just--the
force structure is just to take care of the Active dUty and the
family members. So, what we do is we increase efficiencies of
those clinics to see--create space available to then see the
civilians. We haven't changed the policy.
It is the same policy that has been standing for many
years. So, what we have done is we increased it--we are working
hard to increase the efficiency of those clinics, so more space
available will be for the civilian. But that is just a Band-
Aid.
Senator Duckworth. Well, but what I heard from them is
actually the opposite, that they have recently--that they were
being seen at the facilities and the facilities that actually
turn around and said, no, we are not going to see you anymore,
you go on into the economy in Tokyo and find your own doctors.
Not that they are not great doctors in Tokyo, but frankly,
with language and capacities, they are now no longer being able
to access health care.
Mr. Cisneros. Ma'am, Senator, if I may, I went to Japan
recently. I did five town halls. I heard both in mainland Japan
and Okinawa talking about this issue. As Dr. Martinez has
stated, right, that our policy hasn't changed.
The civilians and the contractors have always been seen on
a space available basis. What we had done was we had sent out a
message through the DHA, the Defense Health Agency, is because
we were hearing that from our servicemembers and from their
families is that they were having trouble getting appointments
and they are our top priority there.
But what we have done, as Dr. Martinez stated, is we have
asked the MTFs there in Japan to maximize their efficiencies,
to open up, make more appointments available so that those that
are seen on a space available will have more of a chance to go
and to get that access and to get that health care as well.
Senator Duckworth. Will you be doing this around the world
for all of our duty civilians?
Mr. Cisneros. It is--we are looking at--I think Japan is,
what we learned, is very unique. The cultural differences there
is, the way they provide health care as to what we are used for
is definitely different. The language barrier creates a big--it
is a big challenge there.
But it is something that we are looking at. My deputy was
just recently in Germany, kind of looking at some of the same
issues. But the space available is everywhere throughout, you
know--that is everywhere throughout the Department of Defense.
It is not just specific to Japan.
But we are working to go and increase, and to see what we
can do to provide other opportunities, whether it is providing
like a clinic through AVs that could see patients, or
partnering with an organization like we do with our defense,
with our servicemembers.
Make an organization available that will help them seek the
health care that they need out in their community like we do
for our servicemembers when we don't have access to that type
of health care, and they need a certain type of health care and
we just can't provide it at that location.
Senator Duckworth. Could you have your point----
Senator Warren. We need to wrap this up, if we can. Okay,
thank you. Thank you. I appreciate all of you being here, Ms.
Foster, Secretary Skelly, appreciate your being here even
though any questions didn't come to you. The first panel is
excused, and we would like to bring up the second panel,
please.
Everybody ready? Good. Thank you all for being here. So,
our second panel consists of Assistant Secretaries of the
military departments for Manpower and Reserve Affairs. Each of
our witnesses is going to do a brief opening statement, I
believe.
Can I start with you, Ms. Schaefer, Assistant Secretary of
the Army. Are you ready?
Dr. Schaefer. I am.
Senator Warren. Good.
STATEMENT OF THE HONORABLE AGNES G. SCHAEFER, ASSISTANT
SECRETARY OF THE ARMY FOR MANPOWER AND RESERVE AFFAIRS
Dr. Schaefer. Chairwoman Warren, Ranking Member Scott,
Distinguished Members of this Subcommittee, thank you for the
opportunity to appear before you on behalf of the men and women
of the United States Army.
At the end of the summer of 2022, the Senate confirmed me
to be the Assistant Secretary of the Army for Manpower and
Reserve Affairs, and I joined an amazing Army team that works
tirelessly every day to improve the lives of our soldiers,
civilians, and families.
I bring both deep and broad expertise to my current
position, as well as a renewed emphasis on leveraging data and
analysis to assess the effectiveness of our policies and
programs, to better target our resources in alignment with the
Secretary of the Army's main six objectives.
Between my previous position as a Senior Advisor to the
current Deputy Secretary of Defense, and my 16 years at RAND
supporting the Department of Defense through research and
analysis, my focus every day for years has been on improving
our Army'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.
In my current role, these continue to be my focus in the
service of our soldiers, civilians, and their families. My
three priorities are readiness, including quality of life and
prevention of harmful behaviors, manning the Army of 2030, and
the strategic modernization of our personnel, policies,
processes, and systems across the entire spectrum of our Army
people strategy.
Readiness ensures that we have the ability to project
combat power whenever, wherever it is required. Manning the
Army of 2030 requires not only the new weapons systems and
doctrines to succeed in the future of warfare, but also the
people who have the appropriate skills and competencies for
tomorrow, not just today.
Strategic modernization includes how we recruit and hire,
how we grow, employ, and manage talent, and how we create a
workplace culture that enables people to thrive and want to
expand their careers in the Army. The Army's mission remains
unchanged, to fight and win our Nation's wars.
We are building the Army of 2030, and in doing so, taking
care of our people because they are the foundation of our great
Army and our No. 1 priority. The future of multi-domain
operations requires highly trained, agile, and resilient
personnel across the total force.
Active guard, Reserve, and civilians, people perform the
best when they are part of cohesive teams founded on treating
everyone with dignity and respect.
All of the Army's personnel programs and initiatives are
focused on this because we lead with our values, and in doing
so is essential to the readiness required to accomplish our
mission.
Chairwoman, Ranking Member, and Members of the
Subcommittee, thank you for your unwavering bipartisan support
of our outstanding soldiers, civilians, and their families. I
look forward to our discussion on our questions today, as well
as continuing this conversation in the future.
[The prepared statement of Dr. Schaefer follows:]
Prepared Statement by Dr. Agnes Gereben Schaefer
Chairwoman Warren, Ranking Member Scott, Distinguished Members of
this Subcommittee, thank you for the opportunity to appear before you
on behalf of the men and women of the United States Army.
At the end of December 2022, the Senate confirmed me to be the
Assistant Secretary of the Army for Manpower & Reserve Affairs and I
joined an amazing Army team that works tirelessly every day to improve
the lives of our Army soldiers, civilians, and their families. I bring
both deep and broad expertise to my current position, as well as a
renewed emphasis on leveraging data and analysis to assess the
effectiveness of our policies and programs to better target our
resources, in alignment with the Secretary's second objective. Between
my positions in the Deputy Secretary of Defense office, my research at
RAND, my focus every day for years 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.
In my current role, these continue to be my focus in service of our
soldiers, civilians, and their families. In addition, my overarching
priority is the strategic modernization of our personnel policies,
processes and systems. This includes the modernization of policies,
processes and systems across the entire spectrum of our Army People
Strategy (Acquire, Develop, Employ and Retain), including how we
recruit and hire; how we grow, employ and manage talent; and how we
create a workplace culture that allows people to thrive and want to
expand their careers in the Army. It also includes prioritizing cross-
cutting issues such as increased permeability across the Total Force;
increased flexibility in talent management and career opportunities;
and better matching of individuals' competencies with civilian and
military career fields.
While we undoubtedly need to maintain our focus on some immediate
issues and concerns, we cannot afford to lose sight of longer-term
strategic policies, processes, and systems that will enable us to
recruit the competencies and skill sets necessary to build the future
Army, maintain healthy career pipelines over the long-term, and ensure
both immediate and longer-term readiness in the face of increasingly
varied and complex challenges.
The Army's mission remains unchanged, to fight and win our Nation's
wars. We are building the Army of 2030 and in doing so, taking care of
our people because they are the foundation. The Army of 2030 requires
highly trained, resilient, and healthy teammates across the Total
Force--Active, Guard, Reserve, and Civilians. People perform their best
when they are part of cohesive teams founded on treating others with
dignity and respect. Therefore, the Army's No. 1 priority is our
people--our soldiers, Army civilians, families, and veteran soldiers
for life. All the Army's personnel programs and initiatives are focused
on taking care of our people, because we lead with our values, and
doing so is essential to the readiness required to accomplish our
mission.
building the army of 2030
The Army of 2030 will provide the Joint Force with trained and
ready forces capable of combined arms maneuver in a multi-domain
operating environment. Building the Army of 2030 while maintaining
readiness, depends on a quality all-volunteer force. The Army is taking
active measures to overcome unprecedented recruiting challenges without
compromising standards. We will continue to develop and implement
innovative ideas to identify high quality recruits and investing in the
youth of America.
Military Accessions
Investing in the Army of 2030 requires investing in our youth and
helping them realize their full potential. In fiscal year 2022, the
Army enlisted 44,901 recruits in the Active Component (AC), 24,829
recruits in the Army National Guard (ARNG), and 9,095 recruits in the
United States Army Reserve (USAR). As of February 27, 2023, the AC
achieved more than 25 percent of its fiscal year 2023 recruiting
mission of 65,500. The ARNG achieved more than 38 percent of its fiscal
year 2023 recruiting mission of 30,880. The USAR achieved more than 23
percent of its recruiting mission of 14,650.
The recruiting challenges facing the Army are not new, and are not
based on a single cause. Several of the trends we are observing and
responding to are years in the making. We are in an intense competition
for talent. Some of the benefits that long set the Army apart from the
private sector, are becoming more common. Pandemic-specific challenges
also changed the recruiting environment, and young Americans'
perception of work. The Army is addressing each of these challenges
head-on.
For instance, the Future Soldier Preparatory Course (FSPC) is an
investment in America's youth. FSPC is a holistic program that assists
potential recruits meet either the physical or academic aptitude
standards to fully qualify for Army service. In fiscal year 2023, as of
the 8 March, 6,883 trainees have enrolled in both the academic and
fitness components of FSPC. Of those, 4,784 graduated and moved on to
Basic Combat Training (BCT) with an average Armed Forces Qualification
Test score improvement of 19.4 points. Within the fitness component of
FSPC, the average weekly body fat loss is 1.5 percent. Across both the
physical and academic components, 130 soldiers graduated Advanced
Individual Training as of 8 March 2023.
We are also investing in our recruiters by selecting recruiters
differently, improving their training, increasing their resources, and
educating their families on those resources available to them. Other
initiatives to improve our recruiting efforts include the development
of the Soldier Referral Program to provide an opportunity for soldiers
in the Active Army, USAR, and ARNG to connect with youth where they
are, share their Army story, and be rewarded when referred recruit join
the Army. In January 2023, the Army began the Recruiter Production
Incentive--Assignment Incentive Pay to incentivize recruiters to exceed
their quarterly recruiting mission. This new program earns the
recruiter financial incentive for different categories of recruits
brought in above the mission.
The Army is also carefully monitoring, and, adjusting incentives to
position itself as a highly desirable employer of choice. We are
adjusting enlistment bonuses to help recruit into critical skills
specialties. Recruits can combine multiple enlistment bonuses and can
combine up to four different incentives. Training of choice and station
of choice remain the most popular incentives.
Civilian Workforce Recruiting
Our civilian workforce is a force multiplier across the Total Army
and our investments into its capabilities are crucial for meeting the
needs of the Army of 2030. The Army has implemented several initiatives
to reduce civilian time-to-hire in support of the former Secretary of
Defense's fiscal year 2025 hiring goal of 45 days. The Civilian
Implementation Plan within the Army People Strategy places specific
emphasis and focus on reducing time-to-hire to ensure the Army is
competitive for top talent with other employers. A multi-year strategy
to execute tasks supporting the Civilian Implementation Plan is in
progress. These efforts will assess hiring quality, leverage Office of
Personnel Management resources, and optimize Civilian Human Resources
Agency and Command civilian hiring operations. As our multi-year
strategy to reduce the time to hire matures, we expect to achieve
consistent reductions in the time it takes to hire civilian personnel.
Marketing
The Army is about possibilities and investing in oneself for a
better life. The Army offers 178 career fields as options for recruits,
and Army Marketing is laser-focused on re-introducing the Army to
America's youth. Our research informs us that potential recruits have
gaps in knowledge about what Army service can offer, trouble
identifying with service culture and lifestyle, and diminished trust
that they will be treated fairly. However, the top concerns amongst the
audience of potential recruits continue to be that serving in the Army
will either delay or put them off-track from their life goals, and that
they will be separated from friends and family.
The Secretary of the Army and the Chief of Staff of the Army have
just announced the Army's first new brand refresh effort since ``Army
Strong'' nearly 20 years ago. This new effort was the culmination of 2
years of research and preparation to bring the Army back to relevancy
in the minds of Generation Z and others. The Army conducted extensive
research among prospects and our important stakeholder audiences and
influencers before deciding on the elements of this brand refresh,
which include a modernized logo and the tagline ``Be All You Can Be.''
While this tagline is very popular amongst our veterans, it was not
chosen for the sake of nostalgia; it was chosen because testing amongst
our target audience and others revealed it to be the most favored and
best suited for communicating the possibilities available with service
in the Army and the purpose and passions of our potential recruits.
This concept of possibilities addresses one of the highest barriers to
entry of putting life on hold. Elements of this campaign are now in
market and events like the Men's and Women's NCAA Basketball
tournaments, with more planned this fiscal year.
taking care of our people
For the Army, ``People First'' means we develop and implement
programs designed to keep our people safe and provide them with the
quality of life they deserve. It also means we foster positive command
and organizational climates and culture which enables the formation of
cohesive teams. Positive climate and culture, plus cohesive teams,
reduce harmful behaviors, and allows our men and women to focus on
training to achieve their assigned missions. This equation achieves
readiness.
Quality of Life
Investments in our people are directly correlated to the quality of
life that we provide for them. Quality of life remains a cornerstone of
the Army's People Strategy. These programs support and enhance
readiness, recruitment, and retention by providing a positive
experience for soldiers and families, including, well-maintained
barracks and housing; quality, affordable childcare, and youth services
programs; and meaningful employment and educational opportunities for
spouses.
Barracks and Housing
Improving barracks and housing for our soldiers and families is a
top priority for all Army senior leaders. The Tenant Bill of Rights
helps us rebuild trust, ensure a positive living experience for
military members and their families and increase their negotiating
power with the Military Housing Privatization Initiative companies. We
have fully implemented all 18 tenant rights at our 44 Army
installations with privatized housing. We are committed to improving
through the annual Tenant Satisfaction Surveys, which have enhanced our
communication with residents, helped us create and prioritize action
plans, and corrected deficiencies. We are improving other systems and
processes including completing third-party inspections of privatized
family homes; implementing a Housing Environmental Hazard Response
Registry for those living in privatized or government-owned/leased
housing; hiring engineer technicians to provide quality assurance and
implementing a Housing Certificate Program to build a skilled
workforce.
Childcare
Childcare is a readiness issue. Our soldiers and their families
must have peace of mind as they start and end the day in service to our
Nation. We appreciate Congress funding seven of the Army's priority
childcare centers in beginning in fiscal year 2021 (Hawai'i and
Alaska), then again in fiscal year 2022 (Kansas and Kentucky) and
recently in fiscal year 2023 (Georgia and Louisiana). These investments
were crucial in bringing down the wait-list times for our families. We
are also making significant investment in facilities sustainment,
restoration, and modernization to ensure that child development centers
are free of hazards and maintain continuity of service. To recruit and
retain quality staff, we increased the salary of entry-level direct
care staff; instituted recruitment bonuses; reduced childcare staff
fees; and authorized commissary access for staff at 17 pilot locations.
We also increased the provider rate cap for families who use community-
based childcare when installation care is not available and applied the
same concept to on-post family childcare (FCC) providers to increase
the number of FCC homes.
Spouse Employment and Educational Opportunities
With frequent relocations and soldier deployments, Army spouses
face distinct challenges in gaining and retaining employment compared
to their civilian counterparts. We continue to reimburse up to $1,000
for professional licensing and certification in a new State after a
Permanent Change of Station move. We appreciate Congress' action taken
in the fiscal year 2023 National Defense Authorization Act to extend
the authority for reimbursement. More than 617 reimbursements have been
paid since the inception of the program in May 2019, totaling more than
$272,000. We continually promote the Office of the Secretary of Defense
Spouse Education and Career Opportunities Program's My Career
Advancement Account scholarship program. The program provides eligible
spouses with up to $4,000 to pursuit of a license, certification or
associate degree in any career field to attain the education,
certifications, or licenses they need to find employment. Finally, we
are investing in the Employment Readiness Program to help spouses find
and maintain employment by hiring additional staff across Army
installations.
reducing harmful behaviors
Our leaders are the first line of defense to combat harmful
behaviors and care for our soldiers in our formations. Nothing corrodes
team cohesion and reduces its effectiveness faster and more completely
than the scourges of sexual harassment and sexual assault, prohibited
discrimination, harassment, hazing, bullying, domestic violence, or
suicide. The Army is focused not only on responding to these harmful
events and providing care and support to victims, but also preventing
them. To do this, we rely on leaders at all levels to create and
sustain healthy command climates.
Prevention
The Integrated Prevention Advisory Group (I-PAG) is a dedicated
capability for Senior Commanders designed to implement and evaluate
evidence-based primary prevention activities across the individual,
relationship, organizational, community, and societal levels. The I-PAG
consists of individuals with specialized training and experience
focused on engaging the community; empowering leaders with data and
research; implementing comprehensive, community-based integrated
prevention activities; and sustaining progress over time. These
individuals are responsible for assessing holistic data sets,
evaluating local policies, planning multiple reinforcing prevention
activities, and evaluating outcomes. The I-PAG will provide the
technical expertise necessary to connect the science of prevention and
the art of command within an optimized prevention system.
Sexual Harassment/Assault Response and Prevention Program (SHARP)
The harmful behaviors of sexual assault and sexual harassment are
detrimental to readiness and have no place in our Army. The Army
continues to take action to reduce harmful behaviors within its ranks,
with an emphasis on integrated prevention to produce demonstrated
results.
Through the Sexual Harassment/Assault Response and Prevention
(SHARP) program, the Army is committed to enhancing readiness by
preventing sexual harassment, sexual assault, and associated
retaliatory behaviors and providing comprehensive victim advocacy and
response capabilities when such incidents occur.
All 70 of the Fort Hood Independent Review Committee (FHIRC)
recommendations have been addressed, and of these, 56 recommendations
have been implemented Army-wide. An additional 10 recommendations have
been transferred in support of the Department of Defense's (DoD)
deliberate and phased implementation of the recommendations of the
Independent Review Commission on Sexual Assault in the Military (IRC)
as approved of the Secretary of Defense, and four have been superseded
by IRC recommendations. We have modified our policies, making it
mandatory for commanders to initiate separation proceedings for any
soldier with a substantiated complaint of sexual harassment. The Army
is also adding 348 full-time SHARP professionals trained and
experienced to support victims effectively.
Suicide Prevention Program
Taking care of our people is about building soldiers whose
commitment to duty is underpinned by strong family relationships, peer
support and leadership teams. Suicides affect unit cohesion and
readiness and have no place in our Army. We must find ways to prevent
harmful behaviors instead of responding to them after they occur.
Individual soldiers, units and installations are all unique, with their
own challenges. Suicide prevention programs are, therefore, not one-
size-fits-all. We are working to pair the right resources for the right
issue to support our soldiers and their families best.
We resolutely continue our efforts to: enhance leader engagement;
strengthen individual, unit, and community resilience and
connectedness; and mitigate stressors that may lead someone to suicide.
This comprehensive approach focuses on the integration of a variety of
primary prevention and intervention strategies and activities.
]personnel modernization
The foundation of Army Readiness is personnel readiness. Programs,
policies, innovations, and management models are transforming the
Army's manpower and personnel systems to meet future needs. These
changes will give our soldiers and civilians more opportunities to
excel; give our Army the enduring advantage of a transparent, data-rich
personnel environment; and improve our ability to compete for and
retain talent.
Talent Management
The Army must prioritize managing its talent by capturing its
soldiers' critical talent data (Knowledge, Skills, and Behaviors),
balanced with the needs of the Army, which is at risk of losing its
overmatch capabilities to potential adversaries.
The Command Assessment Program (CAP) improves the Army's ability to
select the best leaders at the battalion and brigade levels. In
November 2022, the Army completed the fourth iteration of CAP. Over the
past 3 years, over 5,000 leaders at lieutenant colonel, colonel, GS-14,
GS-15, and E-9 levels have assessed through this program. To date, CAP
has screened out 168 leaders who would have been selected using only
the pre-2020 system. When compared to the legacy Centralized Selection
List system, CAP assesses and identifies leaders who are more
cognitively capable, better written, and verbal communicators, more
physically fit, more self-aware, and less likely to exhibit
counterproductive or ineffective leadership traits. The DOD IRC
recognized CAP as a promising practice for identifying leaders who are
committed to the well-being of those under their command, and screening
for leaders who do not show similar commitment.
The Army Talent Alignment Process (ATAP) is a decentralized,
regulated market-style hiring system that aligns officers with jobs
based on preferences shaped by the unique knowledge, skills, and
behaviors of each officer, and the talents desired by commanders for
their available positions. To date, 60,000 officers and warrant
officers have been assigned using the Talent Marketplace. During the
most recent marketplace cycle (fiscal year 2023) with reportable data,
69 percent of officers participating in the market obtained a Top 3
preference while 80 percent of officers obtained a Top 10 preference.
Talent markets also enable the Army to experiment with monetary and
non-monetary incentives to fill critical positions and retain talent.
Monetary incentives have included Selective Retention Bonuses,
Assignment Incentive Pay, and Special Duty Assignment Pay so the Army
remains highly competitive with other governmental agencies and private
industry. Non-monetary incentives such as advanced specialty training,
stabilization, credentialing, and broadening assignments are also
available.
Similar to ATAP, we have begun to implement the Assignment
Satisfaction Key-Enlisted Module (ASK-EM) to support Active-Duty
Noncommissioned Officers (NCOs) being considered for Staff Sergeant
through Master Sergeant (MSG) assignments. On average, 7,000 to 9,000
NCOs participate in the market each cycle with approximately 30,000
NCOs receiving their assignments through this process each year. Unlike
Assignment Incentive Marketplace 2.0, ASK-EM does not allow the unit to
preference NCOs. In conjunction with Human Resources Command, we are
working to implement a two-sided market for the MSG population through
the Integrated Personnel and Pay System--Army (IPPS-A) platform. A
pilot of this capability is expected by the end of fiscal year 2023.
The Integrated Personnel and Pay System--Army (IPPS-A)
IPPS-A is the critical enabler for The Army People Strategy. IPPS-A
is embracing emerging technologies, integrating modern personnel
management and data analytics capabilities, and aligning with the
Army's efforts to build a more effective and efficient force. It
delivers the Total Force a secure, comprehensive, and data-rich human
resource (HR) talent management system.
IPPS-A automates H.R. processes and interfaces with 200+ legacy
H.R. and Pay systems. With the deployment of Release 3, 12 of these
systems are sunsetting while an additional 11 are partially subsumed.
Upon full implementation, IPPS-A will fully subsume 32 legacy systems.
What began nearly 3 years ago when the ARNG became the first component
to implement IPPS-A is complete with the deployment of Release 3. All
three components are executing personnel, limited pay, and basic talent
management functions in IPPS-A seamlessly across the Total Force.
Work will continue to expand IPPS-A functionality and add
additional capability through a series of improvements out 2030 and
beyond. Our H.R. information technology modernization efforts support
the talent management system we are designing to recruit better,
retain, and reward the very best personnel essential to sustaining the
all-volunteer Force. IPPS-A will integrate the new Army global payroll
system, providing a congressionally mandated fiscal audit capability
and improved talent management functionality.
conclusion
The men and women in our United States Army serving our Nation,
both in and out of uniform, along with their families, are our strength
and legacy. Their talents, courage, and commitment make our Army the
greatest in the world. To keep our Army strong, we must build our Force
with individuals who embody the best of America, and offer them
opportunities that allow their careers and families to flourish. A
diverse, talented, strong, healthy, and resilient force is the most
important indicator of our readiness.
Thank you for your generous and unwavering support of our
outstanding soldiers, civilians, and their families.
Senator Warren. Thank you very much. Secretary Parker,
representing the Navy.
Senator Scott. Go Navy.
Senator Warren. That Navy--stop that.
[Laughter.]
Senator Warren. I just want to point out, my brothers, Air
Force, Army, so. We are trying to do the best we can--
[technical problems.] Secretary Parker.
STATEMENT OF THE HONORABLE FRANKLIN R. PARKER, ASSISTANT
SECRETARY OF THE NAVY FOR MANPOWER AND RESERVE AFFAIRS
Mr. Parker. Thank you. Chairwoman Warren, Ranking Member
Scott, and Distinguished Members of the Subcommittee, thank you
for allowing me to join you here today. I am honored by this
opportunity to appear before you to talk about our Department
of the Navy, sailors, marines, civilians, and their families.
As the 2022 National Security Strategy makes clear, we face
unpredictable threats and global challenges. Our Nation needs a
strong, well-trained, well-equipped Navy and Marine Corps to
address the wide array of challenges and threats, and we must
leverage our talent to retain both our competitive edge and our
multi-domain dominance.
The changing strategic landscape demands we maintain and
strengthen our Nation's maritime dominance so our forces can
deter, fight, and win against potential adversaries. As an
integrated team demonstrating talent, capabilities, and
dedication second to none, together, our sailors, marines, and
civilians can overcome any challenges they face.
Our people are our greatest strength and the core to our
success, both as a military and as a Nation. I am incredibly
proud of their performance, commitment, and unparalleled
resilience in the face of the dynamic global challenges that
have become our present operating environment.
Our Nation needs a strong, well-trained, well-equipped Navy
and Marine Corps to address the wide array of challenges and
threats facing our Nation. To be a combat ready force, we must
leverage the strengths of all our people.
Further, because we have an All-Volunteer Force, we must
ensure that also means our society see value in serving and are
treated with respect when doing so. In our constantly evolving
environment, we must continue to invest in mechanisms that
ensure the services are positioned to meet their recruitment
goals. However, we do have some challenges.
The general decrease in propensity to serve and several
years of the COVID-19 pandemic limited both student attendance
and recruiter access to schools, making it difficult for our
recruiters to make and maintain contact with potential
recruits.
The Secretary of the Navy is personally involved in
addressing these challenges. As part of these efforts, we have
engaged with leadership from the Department of Education for
support with school access.
We also contact the principals that have restricted
recruiters access to their schools. Through these and other
efforts, we seek to ensure our services have what they need to
meet their recruiting goals. In addition to recruiting, the
Navy and Marine Corps team remains committed to retaining the
right talent and experience, which also complements our
recruiting efforts.
We will explore every lever within our authority to
maximize retention, and we are already seeing positive trends
in retention rates across both services. Over the course of the
last year, the Department of the Navy has made significant
strides to assess how education is delivered to the force and
modernize our educational objectives.
Today's Navy and Marine Corps team is one of the most
technologically advanced ever conceived, able to dominate in
the air, sea, and undersea. As we become a more technologically
advanced force, education will be a crucial warfighting
enabler.
Through our naval university system, we are creating a
continuum of learning that develops leaders to serve at every
level and equips them with skills to maintain and operate
increasingly complex systems in an ever-changing warfighting
environment.
We are well aware of the fundamental link between mental
health resiliency and the readiness of our force. To that end,
we are committed to supporting and ensuring the mental health,
safety, and well-being of all sailors, marines, and Department
of Navy civilians. Suicide is a national issue to which the
military services are not immune.
Given the complexity of this challenge, our Office of Force
Resiliency has taken a comprehensive approach to holistic, data
driven suicide prevention efforts that harmonize with the
defense strategy for suicide prevention.
We have also taken note of the recently released report
from the Suicide Prevention Response Independent Review
Committee and will work within the DOD's coordination framework
to implement key recommendations. The Department of the Navy is
committed to eliminating sexual assault within the Navy and
Marine Corps at every level.
In addition to the toll brought on individual victims,
sexual assault directly impacts our cohesion, our unit
cohesion, and ultimately undercuts our readiness. Sexual
assault is a persistent challenge that requires a multi-pronged
approach that leverages a wide range of initiatives, not only
to address sexual assault but also to prevent it before it
occurs.
Secretary Del Toro directed the establishment of an
implementation advisory panel last spring, bringing the leaders
of all Department of Navy principal officers to the table to
implement the recommendations of the Secretary of Defense's
Independent Review Commission on Sexual Assault.
Through this effort, the Department of the Navy has made
significant strides to implement the IRC recommendations,
though we fully recognize additional work remains. Further, to
those efforts, we are investing significant resources to fuel
the necessary changes, and we have made substantial progress in
standing up a dedicated workforce to prevent harmful behaviors,
professionalized the response to sexual assault, and best
support survivor recovery.
Quality of life issues are critical to our servicemembers
and their families. The stresses on our spouses and children
weigh on the minds of our servicemembers, especially when they
are deployed. By caring for our families, we enable our
servicemembers to continue their focus on the warfighting
mission.
To this end, we have taken action to implement increases in
parental leave, support spousal licensing and career
advancement, and expand dependent care support in early
childhood access.
Additionally, we are pushing to end food insecurity among
our most junior sailors and Marines through access to financial
literacy tools and other forms of support. Regardless of the
challenge, the Department of the Navy, sailors, marines, and
civilians consistently answer the call. They step forward and
perform superbly in our country's times of greatest need.
Time and again, our Navy and Marine Corps team has
invariably risen to meet all challenges and defend our Nation,
bonded together by almost 250 years of tradition and an
unwavering, deep seated sense of duty to our country.
I look forward to working with you to ensure our efforts
meaningfully and effectively support the well-being of our
sailors, marines, civilians, and their families, and that we
always best position them to fulfill their vital roles for our
Nation. Thank you for the opportunity to be here today, and I
stand ready to answer your questions.
[The prepared statement of The Honorable Franklin R. Parker
follows:]
Prepared Statement by The Honorable Franklin R. Parker
introduction
Chairwoman Warren, Ranking Member Scott, and Distinguished Members
of the subcommittee, thank you for allowing me to join you here today.
I am honored by this opportunity to appear before you to talk about our
sailors, marines, (Active Duty and reservists) as well as their
families and our Department of the Navy civilian workforce.
As the 2022 National Security Strategy and National Military make
clear, today we face a wide range of threats and global challenges.
Coupled with complex systems and advancing technology, our Nation needs
a strong, well-trained, well-equipped Navy and Marine Corps. We must
leverage our talent to retain our competitive edge and multi-domain
dominance.
The changing strategic landscape demands we maintain and strengthen
the Nation's maritime dominance, so our forces can deter, and prevail
against potential adversaries. Our Navy/Marine Corps Team must foster a
culture of warfighting excellence, while treating each other with
dignity and respect. As an integrated team, collectively demonstrating
talent, capabilities, and dedication second to none, our people can
overcome any challenge they face.
Our workforce comprised of . . . servicemembers and civilians . . .
are at the core of our success--both as a military and a nation. I am
incredibly proud of their performance, commitment, and unparalleled
resilience in the face of the dynamic global challenges that have
become our present operating environment.
covid-19
In January, the Secretary of Defense rescinded his direction that
all servicemembers receive the COVID-19 vaccine, as directed by the
Fiscal Year 2023 National Defense Authorization Act (NDAA), Section
525. Like many in leadership, I am proud of the commitment shown by
members of our team during the Department's years-long effort to reduce
risk to the force and preserve combat effectiveness. Our sailors and
marines received the vaccine, helping to reduce the threat of COVID-19
to the force, their families, and our country. Notwithstanding the
rescission of the vaccine mandate, we remain committed to protecting
the force from COVID-19 and other diseases and will continue
encouraging our sailors, marines, and civilians to vaccinate against
them. We also have standing procedures for bringing members, separated
under the prior policy, back into service, ensuring that such sailors
and marines who wish to return may re-apply.
recruitment & retention
Right now, we enjoy a total force of unprecedented quality.
Achieving maritime dominance demands an agile force of undisputed
lethality, resiliency and capacity. In our new environment, we must
continue to ensure the Services are positioned to meet their
recruitment and end-strength goals. We have some challenges.
A general decrease in propensity to serve and several years of the
COVID-19 pandemic limited both student attendance and recruiter access
to schools, making it difficult for our recruiters to make and maintain
contact with potential recruits. The Secretary of the Navy is
personally involved in addressing those challenges and we are working
with both internal and external partners to foster success. As part of
that effort we have reached out to the highest levels of the Department
of Education, seeking to address school access issues, and have also
reached out to the school principals who restricted recruiter access.
Through these and other efforts, we seek to ensure our Services have
what they need to meet recruiting goals and achieve force readiness.
While a picture of the current recruiting environment is
complicated, the Navy and Marine Corps are actively committed to
overcoming recruiting challenges through strong collaboration and
innovative thought. In addition to recruiting, the Navy/Marine Corps
Team remains committed to retaining the right talent and experience.
This complements our efforts with recruiting. We will explore every
lever within our authority to maximize retention and we already are
seeing positive trends in retention rates across both services.
education
Over the course of the last year, the Department of the Navy has
made significant strides to assess how education is delivered to the
force, and modernize our educational objectives. Today's Navy and
Marine Corps Team is a forward deployed, highly sophisticated network,
one of the most technologically advanced networks ever conceived, and
one that operates either in concert with other combat units or fully
self-sustained, able to dominate the air, sea, and undersea. This
network has but one purpose--to focus the capability of the American
sailor and marine, assisted by technology, to serve the national
interests of the United States and her allies and partners across the
spectrum of engagement, whether for humanitarian purposes, to maintain
freedoms in the global commons, or in combat.
As we become a more technologically advanced force, education will
be a crucial warfighting enabler to maintaining America's might upon
the sea. Our naval education enterprise is working together to develop
leaders with warfighting knowledge, intellectual dynamism, and
creativity to maintain a strategic advantage against competitors and
global adversaries. Through our Naval University system, we are
creating a continuum of learning that develops such leaders to serve at
every level and equips them with skills to maintain and operate
increasingly complex systems in an ever-changing warfighting
environment.
resiliency & readiness
Mental health concerns and rising suicide rates are national issues
to which the Services have not been immune. We are well aware of the
inextricable link between mental health, resiliency and the readiness
of our force. To that end, we are committed to supporting and ensuring
the mental health, safety, and well-being of all sailors, marines, and
Department of the Navy civilians. We must do everything we can to
foster the well-being of our people and prevent suicide. No one
solution applies to every sailor, marine, or civilian.
Given the complexity of this challenge, our Office of Force
Resiliency has taken a comprehensive approach to enhance holistic,
data-driven suicide prevention efforts that draw from and harmonize
with the Defense Strategy for Suicide Prevention. We have also taken
note of the recently released report from the Suicide Prevention and
Response Independent Review Committee (SPRIRC), and will work within
DOD's coordination framework to implement key recommendations that will
further our prevention effort.
The Department of the Navy (DON) is laser focused on countering
sexual assault within the Navy and Marine Corps at every level. In
addition to the toll on victim, sexual assault directly impacts unit
cohesion and ultimately undercuts our readiness. We must maintain
environments that foster respect, strengthen the dignity of military
service, and increase our warfighting readiness. Sexual assault is a
persistent challenge that requires a multi-pronged approach leveraging
a wide range of initiatives, not only to address sexual assault, but
also to prevent it before it occurs.
Secretary Del Toro directed the establishment of an Implementation
Advisory Panel (IAP) for the Department of the Navy last spring,
bringing the leaders of all principal offices to the table to pinpoint
strategies for the Navy and Marine Corps to implement the
recommendations of the Independent Review Commission on Sexual Assault
in the Military (IRC), as approved by the Secretary of Defense. Through
the IAP, the DON has already made significant strides to implement the
IRC recommendations, focusing first on the highest priority efforts. We
fully recognize that we need to continue to confront and prevent these
destructive behaviors. We are investing significant resources to fuel
the needed changes and we have made substantial progress in standing up
a dedicated prevention workforce, professionalizing the sexual assault
response workforce to better provide victim care and support, and
establishing Offices of Special Trial Counsel.
Additionally, our Office of Force Resiliency actively synchronizes
the DON's sexual assault awareness and training, prevention, victim
response, and accountability initiatives with the DOD Office of Force
Resiliency. Sexual assault is more than just a crime. It undermines the
trust and commitment that is foundational to our forces and erodes
faith in our leaders, institutions, shipmates, and marines. This is a
leadership issue, and you have my commitment to clearly and actively
support these efforts and to demonstrate that sexual assault and sexual
harassment will not be tolerated in any way, shape, or form.
Our Nation needs a strong, well-trained, and well-equipped Navy and
Marine Corps to address the wide array of challenges and threats facing
our Nation. To be a combat-ready force, we must leverage the strengths
of all our people. Further, because we are an all-volunteer force, we
must ensure that all segments of our society see value in serving and
are treated with dignity and respect when doing so.
As Secretary Del Toro stated in his posture testimony last year,
``We draw talent from all of America to building our warfighting
advantage. We need a diverse force, so every child in America can see
themselves wearing the uniform or working in our civilian ranks
tomorrow, and every viewpoint is represented in our operations today.''
Thanks to the leadership of Secretary Del Toro, Admiral Gilday and
General Berger, our force is more potent today because we do just
that--we draw from all of America. Yet, there is still more work to be
done.
All Americans qualified to serve in the Navy and Marine Corps
should have the opportunity to serve if they can meet the appropriate
standards. Anything less would not allow the Navy and Marine Corps to
avail ourselves of the best possible talent in America, and would
render us less fit as a total force.
We are working to reduce barrier to accession, promotion, and
retention, in recognition of the value of the service rendered by all
of our sailors, marines, and civilians.
support for military families
Quality of life issues are critical to our servicemembers and their
families. The stresses on our spouses and children weigh on the minds
of our servicemembers, especially when they are deployed. By caring for
our families, we enable our servicemembers to continue their focus on
the warfighting mission.
In January, the Department of the Navy implemented increases in the
entitlement to parental leave as required by NDAA. Such measures not
only are the right thing to do for our sailors and marines, but they
also are crucial for recruitment and retention by providing necessary
flexibilities for families to care for their children.
In addition, last fall, the Department of Defense directed services
to make Permanent Change of Station (PCS) moves easier, strengthen
support to our military families, expand spousal employment, and ensure
affordable basic needs. We have since taken action to support spousal
licensing and career advancement, expanding dependent care support and
early childhood access. Additionally, we are pushing to end food
insecurity among our youngest Sailors and Marines through access to
financial literacy tools, spousal employment programs and other forms
of support.
conclusion
Regardless of the challenge, The Department of the Navy's sailors,
marines, and civilians consistently answer the call. They step forward,
raise their right hand, and perform superbly in our country's times of
greatest need. Our Navy and Marine Corps Team has invariably risen to
the meet all challenges and defend our Nation, bonded together by
almost 250 years of tradition and an unwavering, deep-seeded sense of
duty to our country.
I look forward to working with you to ensure our efforts
meaningfully and effectively support the well-being of our sailors,
marines, civilians, and their families and that we always best position
them to fulfill their vital roles in support of our national security
interests. Thank you for the opportunity to be here today, and I stand
ready to answer your questions.
Senator Warren. Thank you. Thank you, Secretary Parker.
Secretary Wagner, representing the Air Force.
STATEMENT OF ALEX WAGNER, ASSISTANT SECRETARY OF THE AIR FORCE
FOR MANPOWER AND RESERVE AFFAIRS
Mr. Wagner. Chairman Warren, Ranking Member Scott,
Distinguished Members of the Committee, thank you for the
opportunity to appear before you today and thank you for your
continued support for our airmen, our guardians, and their
families.
I am looking forward to working with both of you and
continue the work with your terrific staff. I am proud not only
of the adaptability, but also the tenacity of our force as
current world events such as pandemic recovery, inflation, and
a return to great power competition pose ever evolving
challenges for our Nation.
In order to recruit and retain a lethal, expert, and
resilient force, the DAF [Department of the Air Force] needs
our partners on the Hill to help us tell our story to the
American people, and showcase both the unique missions of
military service, but also the unique value of military life.
We are implementing the vision of the Secretary of Defense
outlined in his Taking Care of People Initiative but have also
gone further in important areas like childcare and spouse
unemployment.
Our members need to know that we are doing everything we
can to take care of and support their loved ones. That also
means providing a competitive compensation package, housing,
and education benefits, and quality health care.
I believe we have made progress in this respect as
validated by our 90 percent retention rate, but I acknowledge
we must do more to promote resilience and prevent those harmful
behaviors that are counter to our values, undermine our team,
and diminish our readiness.
In particular, sexual violence will not be tolerated,
condoned, or ignored within our ranks, and those that breach,
that trust will be held accountable. Finally, I want to talk
about the recruiting challenge that the DAF and the other
services have been facing.
The Air Force is currently projected to miss its enlisted
Active component recruiting goals for the first time since
1999. There are multiple factors that have made recruiting
challenging, including historically low unemployment, strong
private sector wage growth, and a lack of access to high
schools exacerbated by the COVID-19 pandemic.
However, the most important factor, propensity to serve, is
the lowest we have seen in decades. But what does that really
mean? It starts with a lack of familiarity. Secretary Cisneros
said in an earlier panel, in 1995, 40 percent of Americans had
a parent who served. But today, that number is less than 13
percent.
After 9/11, military installations became more hardened and
more secure, but it also further separated those who serve from
those whom they protect. That lack of familiarity has been
filled in by a public narrative that emphasizes the risks of
service while missing the benefits.
The DAF is taking steps to address this issue by opening up
opportunities for communities to visit our bases, sharing
inspiring and authentic stories of servicemembers, and
highlighting the stakes of our high-tech mission to deter near-
peer competitors. But the Department can't do this alone, and
we need your help.
Congress has a critical oversight function of the military,
but we also need to enhance our partnership to increase
propensity to serve. You are an important voice to your
constituents, to the young people, to the parents, and to the
influencers that can help shape the next generation of service
by elevating opportunities and highlighting the benefits of our
values and our team.
Now, 50 years into an All-Volunteer Force, we must be able
to reach all communities of America, geographic and
demographic, to ensure we recruit the brightest and the best.
You can't be it if you can't see it.
Every person in America's Air and Space Forces play a
critical role in ensuring that this organization is prepared to
meet the challenges of today and tomorrow, and in particular,
our pacing challenge.
We are excited to partner with you and to rebuild this
relationship with the American people together. With that, I
look forward to your questions.
[The prepared statement of The Honorable Alex Wagner
follows:]
Prepared Statement by The Honorable Alex Wagner
introduction
Chairwoman Warren, Ranking Member Scott, Distinguished Members of
this Committee, thank you for your continued support of our airmen,
guardians, and their families. A cornerstone of the National Defense
Strategy is building a resilient joint force. Since the beginning of
this administration, the Secretary of Defense has prioritized taking
care of the people of the Department of Defense: those who wear the
uniform, the civilians who support them, and the dependents who rely on
them. The human capital portfolio is integral to this strategic
priority, and it is reflected in the Department of Defense's Fiscal
Year 2024 budget request. I am proud of not only the adaptability, but
the tenacity of our force as current world events such as pandemic
recovery, inflation, and a return to great power competition pose ever
evolving challenges to our Nation.
The Department of the Air Force (DAF) is not just a collection of
aircraft, munitions, and computers. The platforms are animated by a
highly skilled, cohesive, and expertly trained group of individuals who
work together as a team--within our force, across the military
services, and with allies and partners--toward a common goal. Our
people are the backbone of the Department's readiness, and their
contributions are fundamental to the success of the mission. From
pilots and mechanics to intelligence analysts, medics, and security
forces, every person in America's Air and Space Forces plays a critical
role in ensuring that the organization is prepared to meet the
challenges of today and tomorrow--and in particular, our pacing
challenge, the People's Republic of China (PRC). As the PRC seeks to
increasingly compete with us in the air and space domains, maintaining
our competitive edge requires that we fully leverage the talents,
diversity, creativity of the DAF's Total Force. I am confident that the
quality of our people is critical to deterring aggression; but if
deterrence fails, they are essential to providing a decisive edge in
denial and defeat of our competitors.
empowering airmen and guardians
End Strength
Air Force. The United States Air Force's end strength is tied to
specific weapons systems and our ability to rapidly transition to a
wartime posture against a peer competitor. Our Total Force end strength
target of about 503,000 reflects the critical balance of readiness,
modernization, and the ability to resource future capabilities to
compete and win in the high-end fight.
This requires the Air Force to divest legacy force structure to
fund modernization for the capabilities the Air Force needs in 2030 and
beyond. Our military end strength reductions in fiscal year 2024 are
commensurate with proposed force structure and divestitures. The fiscal
year 2024 end strength reduction is 1,044 Total Air Force Airmen.
Reductions were taken in multiple weapons systems to include
Airborne Warning and Control System E-3, A-10, Joint Surveillance and
Target Attack Radar System (JSTARS), C-130, F-15, F-16, and Tactical
Air Control Parties. Moving away from these platforms and missions
redirects manpower to our newest aircraft, such as the B-21, E-11, and
F15-EX, many of which require both experienced maintainers and pilots
to assure our competitive edge.
Space Force. As we all know, space is increasingly contested,
congested, and competitive. Securing space is getting harder, driving
the need to increase inventory of space-focused military and civilian
personnel beyond what was previously required. Military end strength
growth of 800 in fiscal year 2024 is a result of intra- and inter-
service transfers from the Air Force and Army.
The Space Force's 9,400 guardians will support integrated
deterrence required by the National Defense Strategy, and ensure our
total workforce possesses the competencies to address the actions of
our adversaries.
We thank you for your continued favorable congressional support of
the Fiscal Year 202024 President's Budget request to ensure the Air
Force and Space Force can access the talent we need to compete in a
world defined by ambiguity, rapid change, and near peer competition.
Recruiting Talent
The DAF is acutely aware of the requirements of our technologically
dependent force and the challenges of competing for top talent,
particularly given historically low unemployment. As a result, we
anticipate a challenging recruiting environment moving forward. More
concerning, the youth market is increasingly disconnected and
unfamiliar with today's military, resulting in fewer youth interested
in or planning to join the military. Today, 50 percent of youth have
never considered serving in the Armed Forces. Additionally, 23 percent
of 17- to 24-year-old men and women in the United States are eligible
to serve in the military without a waiver, and only one in 11 have the
propensity to serve. The Air Force is currently trending to miss goals
across all three components: Regular Air Force by about 13 percent,
over three thousand individuals, while the Air Guard and Reserve
components are projected to miss their goals by even higher margins.
While the Space Force will meet its recruiting goal, we must be
prepared if recruiting declines. We believe that the proposal for a
Space Force single military personnel system offers a new model of
service that will attract a broader range of candidates with essential
skill sets. Additionally, the Space Force is investing in a ``brand''
recognition marketing campaign to increase awareness across the
American public of this new service, its unique mission and the talent
required to achieve it, and the impacts we have both to the Nations'
defense and our modern way of life.
The DAF has a series of initiatives underway that I believe will
tangibly impact our ability to recruit and meet near-term needs. This
includes expanding the aperture of who can meet our high standards by
addressing key areas that have led to disqualification from service
such as tattoo locations and weight restrictions. Additionally, we
revised our enlistment drug screening physicals to allow for a re-test
if an enlistee tests positive for THC, which aligns with the increasing
number of states legalizing marijuana use. We are also looking at
increasing the recruiting force, modernizing the underlying technology
systems they use, and creating a centralized e-recruiting cell to
virtually recruit and increase national lead conversions. We are also
expanding our influencer program to include airmen and guardian
referral incentives for new recruits. We plan to meet new airmen where
they are with our Directed Recruiting Assistance Program which brings
recent recruits back to their hometowns to assist in outreach. Finally,
we are also bolstering incentives, including initial enlistment bonuses
to attract high quality talent needed to address peer competitor
challenges.
Significant focus is also on increasing our national and local
marketing efforts to create broader brand awareness. While we believe
any short-term efforts will allow us to access a high-quality force
consistent with our standards, our long-term challenge requires us to
grow rather than stifle propensity to serve.
Talent Management
The DAF is aggressively defining future competencies and skills
required for 2030 and beyond with force management that can adapt to an
evolving and uncertain future. This demands digitally savvy and multi-
capable airmen and guardians. The DAF is moving to evolve talent
management processes and systems that create a competitive advantage in
shaping, developing, and employing the future force we need.
Modernizing talent management processes and systems is critical to
increasing agility, flexibility, and data access needed to meet future
force structure and skill requirements. To do this, the DAF is
undertaking a five-to-seven-year overhaul to update talent management
architecture. We are replacing ?111 H.R. IT systems, moving into six
modern platforms. These new systems will enable us to make data driven
talent management decisions while significantly reducing administrative
burden.
The Air Force is committed to transforming how we develop, promote,
and retain our force to execute the National Defense Strategy. Our work
centers on two distinct lines of effort to prepare for the high-end
fight. First, we are aggressively defining future competencies and
skills required for 2030 and beyond. These include an increased focus
on digital and Multi-Capable Airmen. Second, we are modernizing talent
management processes and systems to create a competitive advantage in
shaping, developing, and employing the future force.
One example of how the Air Force is modernizing talent management
processes includes our recently launched new performance evaluation
system and transition to how we evaluate airmen, using the Airman
Leadership Qualities. The new performance evaluation process sets clear
expectations about what we value as a Service, measures how an airman's
performance and behaviors embody those values and incentivize them to
continue their development through meaningful feedback.
Additionally, the DAF implemented a dual track ``Civilians We
Need'' career model that recognizes the need for both functional
experts and enterprise leaders in our civilian corps. This model allows
our civilian airmen and guardians to plan their job experiences,
education, training, and leadership opportunities to meet their
professional goals. This dual-track civilian career model also offers
greater diversity benefits while and enhancing retention.
supporting readiness
Taking Care of People
While our servicemembers are compensated competitively, the unique
complications of military life, like frequent moves and unanticipated
expenses demand an ever-vigilant focus on expanding initiatives that
enhance and increase stability for servicemembers and their families.
Thanks to the support of Congress, the DAF offers each of our
servicemembers a competitive compensation package. We are grateful for
the recent increases in Basic Pay, Basic Allowance for Housing, and
Basic Allowance for Subsistence that constitute the core of our members
compensation. The DAF acknowledges the current economic environment
poses a challenge to our airmen, guardians, and their dependents,
particularly as inflation and the associated housing and rental markets
increased. Economic conditions were also exacerbated by the COVID-19
pandemic and Russia's invasion of Ukraine. We know that to build a
resilient force, we must provide our servicemembers and their families
stability with reliable access to safe, affordable housing and
appropriate tools to ensure financial readiness. As a result, we are
committed to providing additional support to families through a
comprehensive network of resources focused on financial literacy
education, improving military spouse employment, and expanding access
to quality and affordable childcare on and off the installation. We
further sought to enhance economic security by expediting Temporary
Lodging Expense extension requests, promoting the DOD's Military
Leader's Economic Security Toolkit, and implementing the Basic Needs
Allowance.
We knew the stressors of moving can reduce a sense of financial
stability, particularly when unexpected expenses are incurred. As a
result, the DAF has sought to increase geographic stability for
servicemembers and their families by implementing 36-month tour lengths
for Unaccompanied First Permanent Assignments in certain overseas
locations. Currently, 76,821 airmen and guardians have more than 36-
months' time-on-station; of those the vast majority, 68,578, are CONUS.
The DAF has also created a Food Service Working Group to review all
our dining facilities consistent with the Office of the Secretary of
Defense's Strategy and Roadmap to Strengthen Food Security Within the
Force. Today, our members are saving money at the register, with cost
of goods in commissaries on average 25 percent lower than at local
marketplaces. Our future efforts to increase access to healthy food
center on four key pillars: expanding dining facility hours, enhanced
access to healthy options, effectiveness of the meal card program, and
the insights into the installation-wide food landscape. These insights
will shape the multiple lines of effort the DAF will undertake in 2023
to improve access to healthy food options across the DAF enterprise.
Child Care
Accessible, affordable, and high-quality childcare is a critical
enabler of the Department's mission. This is a readiness issue, as our
airmen and guardians rely on us to focus on the mission while knowing
their youngest family members are being cared for at our Child
Development Centers (CDCs). I believe that the DAF's Child and Youth
Programs are the gold standard and as a result, they are in high
demand. Currently, the DAF has 15,828 children enrolled in military
child development centers across 74 installations and 1,682 children
enrolled in 381 Family Child Care (FCC) homes (2,286 spaces) at 57
locations. As of 1 January 2023, 4,630 children have not been placed in
an installation CDC/FCC program on the date care was needed with an
average wait time of 143 days.
Those numbers are not acceptable, and here is what we are doing
about it. The DAF's fiscal year 2024 budget seeks to improve access to,
and reduce wait lists for, childcare includes leveraging staffing
initiatives, adding FCC providers, increasing community-based fee
assistance, and targeted construction investments.
The DAF has employed various incentives to recruit and retain our
CDC providers. We are leveraging new direct hiring authorities, while
executing $2 million in incentive bonuses for sign-on, employee
referrals, meeting training targets, and longevity. We continue to
implement the $15 per hour minimum rate and increased compensation to
remain competitive with employers outside the gate. With these efforts,
we saw staffing level increased through 2022 Permanent Change of
Station (PCS) season from 65 percent on July 1, 2022 to 72 percent on
October 1, 2022.
Recently, the Secretary of Defense instructed military departments
to provide a minimum 50 percent childcare fee discount for the first
child direct care of providers in our CDCs. Recognizing that this
incentive could substantially help with staffing shortages, the DAF
went further and directed additional policy changes to include a 100
percent discount for direct care staff and established new discounts
for the additional children of those providers as well as other
personnel within the Child Development Program.
So far, the results are promising: 23 percent of providers have
children and are receiving childcare fee discounts. The incentive is
attractive to applicants with children who may not have otherwise
applied. Preliminary data suggest that DAF direct care staffing levels
have increased since implementing the enhanced discount. We continue to
look at compensation and incentives to recruit and retain direct care
workers in highly competitive national childcare labor market.
While we improve our staffing, we continue to prioritize
infrastructure requirements to support the childcare need. The Child
and Youth Facility Master Plan identifies 31 new CDC requirements, nine
are funded for construction, and 12 are funded for planning and design.
In fiscal year 2024, we are expanding compensation for servicemembers
during PCS moves to assist with childcare when services are not readily
available upon arrival at new installation. The proposed budget also
sets aside $50 million in Facility Sustainment, Restoration, and
Modernization (FSRM) funds for focused investment in CDCs.
Additionally, installations receive discretionary sustainment funding
for routine preventative maintenance and repair for facility projects
with costs below the thresholds for centralized funding.
Exceptional Family Member Program (EFMP)
EFMP is a vital component of taking care of our DAF families.
Navigating military and community resources during major life events
can be challenging as a military family. EFMP is included in the DAF
PCS process to ensure required specialty medical and/or educational
care is available for dependents at the gaining duty location. This
comprehensive, coordinated, multi-agency program is integral to serving
our 36,000 servicemembers and 55,000 family members who are enrolled in
EFMP across the DAF.
Over the last 2 years, the DAF has made significant improvements to
EFMP, as required by the Fiscal Year 2021 NDAA, including
centralization of DAF EFMP as well as leveraging technology and data to
improve consistency of decisions. With the launch of an automated
system and implementation of centralized medical screening, the DAF
effectively removed the extensive administrative burden on our
families. We have completed approximately 70 percent of the
transformation and remain on track to complete these improvements.
To ensure we are doing everything to provide members with the
necessary support and services their families need, the Air Force Audit
Agency is currently evaluating the EFMP enterprise. Their report will
include a full assessment of metrics being used to measure performance
and satisfaction, remaining manning gaps, appropriate alignment of
roles and responsibilities between the medical and personnel staff, and
policy considerations for overall program efficiency and effectiveness.
Resilience, Prevention, and Accountability
Prevention and response efforts against harmful behaviors such as
sexual assault, suicide, and domestic violence are critical to building
a resilient force. We recognize that one servicemember experiencing any
of these issues is one too many and overall, we need to do more to
prevent and reduce these incidents that are counter to our values and
undercut the lethality and efficacy of our force.
Sexual Assault. The Independent Review Commission (IRC) on Sexual
Assault in the Military recommended improvements to accountability,
prevention, culture and climate, and victim care and support. The DAF
is on track to complete implementation of the recommendations as
approved by the Secretary of Defense. We are increasing the response
workforce, developing an independent reporting structure outside the
chain of command for our Sexual Assault and Response Coordinators
(SARCs) and enabling sexual harassment complainants to access victim
advocacy support from a SARC or Sexual Assault Prevention and Response
(SAPR) Victim Advocates. In accordance with the Fiscal Year 2022 NDAA,
the DAF implemented the requirement for an independent Office of
Special Trial Counsel, with exclusive prosecution authority over
certain categories of UCMJ offenses, to include sexual assault and
domestic violence committed on or after December 28, 2023. The DAF's
Office of Special Trial Counsel reached initial operational capacity in
June 2022 and is poised to continue the effort to promote a culture
which reduces instances of sexual assault and domestic violence by
holding offenders accountable.
Additionally, we have implemented a Safe-to-Report policy that
encourages victims to report sexual assault by withholding punishment
for minor collateral misconduct related to the sexual assault incident
or report, like underage drinking or fraternization. These improvements
are aimed at empowering survivors and ensuring they receive critical
support and care.
Last year, we launched an Integrated Response Co-Location Pilot
Program where we tested a more holistic approach to responding and
assisting survivors of sexual assault, sexual harassment, domestic
violence, stalking and cyber harassment across seven CONUS/OCONUS
installations. The 6-month pilot program centralized five key support
service entities including SARC, SAPR Victim Advocate, Domestic Abuse
Victim Advocate, Victims Counsel, and the Religious Support Team to
simplify access and advocacy processes for Airmen and Guardians. We
also comprehensively surveyed providers, commanders, and survivors to
assess program benefits as well as areas for modification. Initial
feedback demonstrated that co-locating response services increased
support, access, and awareness for survivors. We intend to use this
feedback to consider how and where to inform decisions on further co-
location of these essential services.
Suicide. The DAF recognizes that suicide is a complex issue with no
single cause or solution but is committed to reducing the numbers of
suicides within our ranks. While we are making strides to increase help
seeking behavior, one suicide is too many and we continue to enhance
our prevention approach to align with empirically based best practices,
including ``warm hand-off'' policies, time-based prevention campaigns,
and encouraging lethal means safety measures.
As compared to DOD-wide trends, DAF Active Duty suicides showed the
greatest reduction of all the Services since 2019; Active Duty suicides
decreased by 38 percent over the period 2019-2021. Those who died by
suicide were largely enlisted, male, and under the age of 30, across
all three components, with firearms being the leading method of
suicide.
On February 24th, the Suicide Prevention and Response Independent
Review Committee (SPRIRC) published its findings and recommendations.
The SPRIRC report focuses on four main areas, including restructuring
suicide prevention training, providing additional resources to help
servicemembers access existing support services, promoting lethal means
safety, and emphasizing leader stewardship in addressing servicemember
needs.
The Secretary of Defense has reviewed the report from the Suicide
Prevention & Response Independent Review Committee. The DAF will work
diligently to ensure processes can continue to make progress toward
meaningful, long-term reductions in Total Force suicides. We are
positioned to develop plans to implement the recommendations he
accepts.
Domestic Violence. While we have taken important steps to better
support domestic violence survivors, we must do more to establish a
foundation of trust, integrity, and respect that encourages reporting
and engenders confidence in our enterprise.
Most recently, the Secretary of the Air Force directed a 90-day
cross-functional review to comprehensively look at how we investigate
and respond to domestic violence cases, increase survivor confidence in
leadership, and enhance our survivor support capabilities.
Specifically, this includes identification of leader actions that
undermine trust and to better connect all of those involved or affected
by domestic violence to services and support; and where an
investigation does not result in criminal prosecution, identification,
and analysis for the role of any available command administrative
actions. This increased focus on improving the experiences of domestic
violence survivors will also advance ongoing efforts to deliver better
care and support across the range of multiple forms of interpersonal
violence, including sexual assault and sexual harassment.
A Ready Medical Force
In conjunction with the Air Force Medical Readiness Agency and the
Defense Health Agency, in July of last year the DAF launched a new
medical profiling system with the goal of improving both communication
and overall readiness. This system, called the Airman and Guardian
Availability Management system creates a new way of generating a
profile while remaining under the same management system. This program
was tested at 14 locations for Active Duty personnel as well as seven
Air National Guard and Reserve units. The idea is to empower
servicemembers to be more engaged in their recovery.
The DAFs efforts to protect our servicemembers and their families
at the onset of COVID-19 was carried out quite expeditiously while
simultaneously executing our global mission. The DAF has acted and
continues to act upon lawful guidance from the Office of the Secretary
of Defense in a timely manner. When Secretary Austin mandated
immunization for servicemembers, the DAF acted swiftly to protect lives
and to effectively execute our important mission. As a result of the
quick DAF response, 99 percent of the Active and nearly 98 percent of
the 500,000 total force Airmen and Guardians were vaccinated, ensuring
they maintained their readiness while enabling their deployment to
several states that were experiencing shortages in medical personnel.
Our vaccination efforts saved of thousands of lives. What we know now
about COVID is drastically different than what we knew in the spring of
2020.
On January 10th of this year, Secretary Austin rescinded his August
2021 memorandum mandating COVID-19 vaccination, consistent with legal
requirements of the Fiscal Year 2023 NDAA. As a result, the Secretary
of the Air Force formally rescinded all mandate-related requirements
and in February provided clear guidance to the force regarding removal
of adverse actions and handling of pending Religious Accommodation
Requests related to refusal of COVID-19 vaccinations. I assure you that
implementation of these processes will be efficient, transparent, and
fair.
conclusion
This year marks the 50th anniversary of the All-Volunteer Force, a
cornerstone of our personnel policy. The commitment of our airmen,
guardians, and their families is a testament to the success of
dedicated, proud, and impactful Air and Space Forces, and we must
continue to support and sustain it for the next fifty years and beyond.
We look forward to continuing to partner with you.
Senator Warren. Thank you. I am going to ask the first
round of questions here. The Junior Reserve Officer Training
Corps, or the JROTC, is a DOD funded program for middle school
and high school students that is designed to teach students the
value of citizenship and public service.
Schools hire and oversee the instructors, and then the
military services that train and pay part of the salaries for
the instructors who are all retired servicemembers. DOD and the
Department of Education share oversight for the program, but
there are some pretty serious gaps in that oversight.
A recent New York Times investigation found that at least
33 JROTC instructors have been criminally charged with sexual
misconduct. I started my own investigation with Senators
Blumenthal, Gillibrand, and Hirono in response to this alarming
situation and found that there were at least 114 allegations of
abuse over the past decade.
Now, when the services learned about these 114 cases, they
did the right thing and suspended or fired the instructor. But
I am worried that we are seeing only the tip of the iceberg.
Secretary Schaefer, the Army has the largest JROTC program
of all the military services so let me start by asking you. One
of the main ways that we track whether we are making progress
on military sexual assault is an annual report. Is there any
kind of formal annual reporting on instances of sexual assault
and harassment in the JROTC program?
Dr. Schaefer. Senator Warren, thank you for your question.
This is an issue that deeply concerns me as well. There is an
annual--my understanding is there is an annual report, but it
has not had that tracking in it, yet----
Senator Warren. So, there is no--the annual report I am
asking about, is there a report tracking the incidences of
sexual assault?
Dr. Schaefer. So, yes, there is a report. It has not
tracked sexual assault----
Senator Warren. So, the answer is no.
Dr. Schaefer. To this point--yet my office has directed it.
Before I came in, in December, my office directed that we
include that in the report that already----
Senator Warren. Okay, but right now there is not--you are
now trying to put this in. Okay, that is good. It is a good
thing. Another tool recommended by experts for tracking this
type of problem is a survey that allows individuals to
anonymously report instances of sexual harassment or abuse.
Does the Army have that kind of survey for JROTC?
Dr. Schaefer. I am not aware of it, but I can look into it.
I agree that that might be a good----
Senator Warren. I think you will find the answer is no on
that. So let me ask the other services. Annual report,
Secretary Parker?
Mr. Parker. Chairwoman Warren, no, there is no annual
report.
Senator Warren. No annual report. Secretary Wagner?
Mr. Wagner. Chairwoman, there is an annual report. It is
called the Defense Organizational Climate Survey (DEOCS) for
military folks and for DOD civilians. These are employees of
schools, the JROTC instructors are school employees. The
students are obviously students, and so, the optic of the
military, asking a survey----
Senator Warren. I am not asking you that. What I am asking
is, do you have an annual report that records how many people
reported sexual assault against your folks who were in the
JROTC program?
Mr. Wagner. The Air Force JROTC program office tracks this
extremely closely----
Senator Warren. So, you do--so if I request that annual
report, you will get a copy of it and it will show me how many
people reported incidences of sexual harassment or assault?
Mr. Wagner. I can't say it is a formal report. What I can
say is I have seen a list of every single incident and the
disposition over the last 5 years.
Senator Warren. So, the answer to my question about is
there an annual report, is that a yes, or no?
Mr. Wagner. We--as far as I am aware, we don't have an
actual annual report.
Senator Warren. All right, and do you do a survey?
Secretary Parker.
Mr. Parker. No, we do not do a survey.
Senator Warren. Secretary Wagner.
Mr. Wagner. Senator, we don't do a survey, but we do
provide a number of mechanisms for either parents or students
to report incidents.
Senator Warren. If you are serious about sexual assault and
sexual harassment, these are two best tools that we know we
have available. I am asking the question, are the military
services doing it? I am hearing from Secretary Schaefer that
she is starting with the Army. I am not hearing it from the
Navy.
I am not hearing it from the Air Force, and I am asking all
three of you using the second tool, and that is surveys, and I
am hearing the answer is no, no, and no. So, look, no annual
reporting or just starting some annual reporting, no surveys.
In other words, there is no real way for the DOD or the
services to have the kind of information they need to exercise
basic oversight. You got to start with knowing what is going
on. We know the problems with these service. We know that
people under-report. We know they underreport formally.
We know they underreported surveys. But you have got to at
least start there. You know, one of the biggest problems that
has come to light in these investigations is also that some of
the instructors who abuse these students had done it before.
For at least seven of the instructors that we know about
who were eventually criminally charged, it turns out that
students had already raised concerns with the school before the
incident that got these instructors arrested.
So let me start there. Secretary Schaefer, if colleges fail
to report public safety issues like sexual assault, the
Department of Education can fine them under the Cleary Act or
even strip them of all Federal funding. There are serious
consequences for failure to report. So, let's ask about DOD
accountability.
If schools fail to report or stop this behavior in JROTC
programs, does DOD have any mechanism for saying you no longer
get to operate a JROTC program?
Dr. Schaefer. My understanding is that it is the
responsibility of the schools to report any of these
instances----
Senator Warren. I know, and I am asking when school falls
down on that responsibility, if this were the Department of
Education, the Department of Education actually has tools to
use to say you are going to pay consequences if you fail to
report. Because we all understand nobody wants to report this
stuff.
The schools that are responsible certainly don't want to
report this. So, I am asking, is there anything in the Army
JROTC program that will tell a school, if you fail to report,
there will be consequences?
Dr. Schaefer. Again, I am not aware of that, but I can look
into it for you and give you----
Senator Warren. Okay. I am going to take that as a no
unless you tell me something different. Secretary Parker, how
about the Navy?
Mr. Parker. I am not aware that there is a specific trigger
for----
Senator Warren. I will take that as a no. Secretary Wagner.
Mr. Wagner. Senator Warren, the memorandum of agreement
between Air Force ROTC and each school has specific
requirements----
Senator Warren. I am not asking about the requirements. I
am asking about whether there is consequence if the school just
keeps its mouth shut.
Mr. Wagner. If the school violates and consistently
violates the memorandum of agreement, then the school would be
decertified as would any----
Senator Warren. Have you ever decertified a school?
Mr. Wagner. I will have to look into that.
Senator Warren. Okay. All right. But you say you actually
have a mechanism.
Mr. Wagner. We have a mechanism.
Senator Warren. Okay. All right. So, we have got this on
sexual assault. Very disturbing findings, and sexual
harassment. There is one other thing I want to cover very
quickly, and that is recent investigations have also found that
dozens of schools have forced students to participate in the
JROTC program against their will.
Parents have to sign a permission slip for a kid to go to
the museum on a field trip. The notion that thousands of
students are forced to participate in JROTC programs is just
out of line with the program's values.
Secretary Schaefer, would the Army support requiring JROTC
programs to certify that their units are made up only of
students who have provided informed consent to participate?
Dr. Schaefer. Well, we certainly don't condone forced
enforcement of this, and that may be an opportunity to look
into----
Senator Warren. So, you would like to see--so perhaps a way
to certify that that is the case?
Dr. Schaefer. Perhaps, yes.
Senator Warren. Secretary Parker, how would the Navy feel
about that?
Mr. Parker. Senator Warren, I believe that is something
that we would be willing to consider.
Senator Warren. Okay, and Secretary Wagner.
Mr. Wagner. Absolutely.
Senator Warren. Okay. Well, we have an All-Volunteer Force.
We should have an All-Volunteer JROTC. I think we should all be
able to agree on that. You know, if the military doesn't step
up and prevent these kinds of abuses, then you endanger our
ability to continue programs that build our force for the
future.
This is your reputation on the line here, and I hope you
will work with me to get some procedures in place to make this
program a safe program for all of our kids. Thank you.
Senator Scott. Ranking Member Scott.
Thank you. Secretary Wagner, first off, thanks for being
here. One thing--you guys watched the earlier panel.
Anything that is required under the NDAA, if you will just
make sure or you let us know where you are in the process
because it can't be a lot of fun to be up here and then
somebody asks you why you didn't do it.
If you could make sure you let us know where you are and
anything that you think that is required under the NDAA. So,
that will be helpful. Secretary Wagner, Space Force just
celebrated its third birthday last December. I think a lot of
us are concerned that many Americans don't really understand
why--Space Force--or why our national security matters in
space. What are you doing to raise the profile of the Space
Force, introduce the unique missions of guardians to the
America's youth, and compete for talent with the booming
private sector commercial space industry, especially in my
great State of Florida?
Mr. Wagner. Ranking Member Scott, I am excited to talk
about the U.S. Space Force. Three years in, the mission is
incredibly important. It helps every day protect not only our
modern way of war, but more importantly, our modern way of
life.
We are excited to continue to work with Congress to develop
a proposal to manage talent in the Space Force very differently
than we have in the rest of the military departments. You will
be seeing a legislative proposal on that topic in order to
allow us to access a different type of talent and to have a
talent process where we are able to have a better permeability
between full time and part time guardians.
We can do that for two reasons. One, because of the small
size of the Space Force, but also because of the ability to
attract high tech STEM talent. We are focused on building brand
identity because, frankly, the American people really don't
understand what the Space Force is or what they do, and so we
are committing this year to spend $12 million on building that
brand identity, principally with influencers.
You know, the Space Force today is meeting its recruiting
mission, but we are concerned about the future. Finally, in the
era of declining propensity, we need to access a greater
variety of talent and, as I said, manage them differently.
In order to access that specialized STEM talent, we need to
take on new approaches and try some new things. I think the
space is leading the way. I think to get to your question,
folks who have the ability to look at the option of military
service today differently than maybe one would have looked in
the past where it is a full career.
Today, being able to talent manage and say, I am going to
go take a couple of years off to focus on making sure my kids
get into college or raising them at a certain time or take care
of a sick parent, those are some of the things that we are
looking at in order to allow people to plan their careers
differently and see themselves serving in a different way than
we could have done before.
Senator Scott. Thank you. Secretary Schaefer, the Army, as
you know, has had trouble with recruiting, and so I think you
guys have relied more on retaining. So how does that impact the
readiness of the Army?
Dr. Schaefer. Thank you for your question. So, I think that
this really is--end strength is sort of a three-legged stool as
we think about it. So, we have accessions, attrition, and
retention, and our retention is historically high right now,
which is wonderful. I think that that, somebody mentioned it in
the earlier panel, that once we get them through the door, they
want to stay.
We are really focused on addressing the civilian military
divide that we talked about. My sense is it keeps getting wider
and deeper. I think there is, in the Army in particular, there
is a sort of historical piece to this as well. We BRACed a lot
of our installations in the Northern part of the country.
Our biggest recruiting tool is somebody walking down the
street in uniform and talking to people about their
experiences, and they just don't see that in the Northern part
of the country or know somebody who has in the military in
general. I think that creates a huge knowledge as well as
cultural gap that we need to fill.
So, along with what Secretary Wagner mentioned, we too are
looking at this. I am bringing my RAND lens to this and
thinking about all of the complaints that I have heard over the
years from servicemembers.
A lot of it is this, it is too hard to serve in many
instances. That is what I keep hearing, and it is modernizing
these systems, right? We have a postindustrial personnel
system, and it is those annoying things that people are sort of
working through.
I want to make sure that we don't lose people because of
those annoying things, so that we can bolster and keep that
retention piece high, as we try to bridge this gap across the
civil military divide on the recruiting side.
Senator Scott. Thank you. Thank you, Chairwoman.
Senator Warren. Thank you. Secretary--Senator Blumenthal. I
am promoting everybody today. Senator Blumenthal.
Senator Blumenthal. Thank you. Secretary Parker, I had a
dialog with Secretary Cisneros, I don't know whether you were
in the room at the time. So, you know that I asked about the
sailors on the USS Washington, in particular, Xavier Sandor. It
is a Connecticut family. The others are from elsewhere in the
United States. In addition, there are others who have committed
suicide. Is there a report, and when will it be released?
Mr. Parker. Senator Blumenthal, thank you very much. I was
present for your prior comments, and I appreciate your concern
and advocacy on this point. I am familiar with the report.
That is the phase two report from the GW investigation.
This one pertains to quality of service. I believe this is the
report that you are referring to, and so, this looks really
kind of at the quality of service, quality of life factors
influencing the sailors who died by suicide during that period.
I understand that report will be released this spring, and
I commit to you that I will go back and really push for the
speediest issuance of that report.
Senator Blumenthal. Well, I would like to see the report
now. Meaning--now. Why is that not possible?
Mr. Parker. Senator, I have not seen the report personally
myself either, but that is something I will take back and see
how----
Senator Blumenthal. It is almost a year after Xavier Sandor
took his own life. I think the family has a right to see that
report. What would you say to the family? What would you say to
John Sandor? His son committed suicide almost 11 months, a day
ago, and the Navy still has not given him the facts. What would
you say to him?
Mr. Parker. Senator, I have no response that I could give
to him that would be sufficient.
Senator Blumenthal. Well, my response would be, I will show
him the report, ask him to come down. I am going to invite him
to come down next week, and I would like you to come to a
meeting with me in my office and John Sandor. Will you do that?
Mr. Parker. I will, Senator.
Senator Blumenthal. All right, and I hope you will bring
the report.
Mr. Parker. I will go back and I commit to you, I will do
my very best, Senator, but I will be in that meeting next week.
Senator Blumenthal. Well, with all due respect, and I know
this is not your decision alone, so I am not blaming you
personally, but I am a dad. Two of my sons have served. One as
a Marine Corps Infantry Officer in Afghanistan. The other is a
Navy SEAL, and if it were my son, I would be pretty angry. So,
I hope you can be there with the report.
Mr. Parker. Senator, I look forward to working with you on
this issue. I will do my very best, but I will be in that
meeting if you desire.
Senator Blumenthal. Thank you.
Senator Warren. Thank you, Senator Blumenthal. I want to
thank our witnesses for their service. I want to thank you for
testifying today.
I also want to thank John Clark, Gary Leeling, Andy Scott,
Sofia Kamali, Sean O'Keefe, Katie Magnus, and Brendan Gavin for
their work in putting together today's hearing. I value your
contributions and I look forward to working with all of you.
Today's hearing makes it clear that we still have a lot of
work to do to offer our servicemembers, our extended military
families, and even our civilian employees, and the civilians
who interact with our military the very best.
I look forward to working with Ranking Member Scott as we
go forward on a bipartisan basis to do the very best for our
people. Thank you all. This hearing is closed.
[Whereupon, at 5:11 p.m., the Committee adjourned.]
[Questions for the record with answers supplied follow:]
Questions Submitted by Senator Elizabeth Warren
civilian care in japan
1. Senator Warren. Assistant Secretary Martinez-Lopez, I appreciate
that DOD reversed its policy to reduce healthcare for DOD-affiliated
civilians and contractors at bases in Japan. However, I remain
concerned about the steps that were taken in making this decision and
the under-resourcing of healthcare at Japan bases. Are any military
treatment facilities in Japan trauma certified and what levels of
emergency treatment are available at urgent care clinics?
Mr. Martinez-Lopez. There are no trauma-certified military medical
treatment facilities (MTF) in Japan.
2. Senator Warren. Assistant Secretary Martinez-Lopez, how many
cases have you had in the past 5 years where DOD-affiliated civilians
or contractors have had to request leave in order to get access to
medical services that were not available to them in Japan?
Mr. Martinez-Lopez. Unfortunately, there is no mechanism within the
Department to track or maintain awareness of medical leave for DOD-
affiliated civilians or contractors. The Department does not collect
data for the rationale of sick leave requests for travel or otherwise.
3. Senator Warren. Assistant Secretary Martinez-Lopez, is DOD
currently evaluating or has it previously evaluated reducing access for
DOD-affiliated civilians and contractors at military treatment
facilities at other bases around the world? If so, which bases? Please
specify whether these evaluations have been completed, their findings,
and which are still ongoing.
Mr. Martinez-Lopez. Section 199.17 of Title 32, Code of Federal
Regulations provides direction regarding space available care for
personnel who are not Active Duty servicemembers or their family
members when outside of the continental United States (OCONUS). To
increase the efficient use of OCONUS MTFs, these MTFs are expected to
offer any additional appointments available to non-Active Duty
servicemembers and their family members, if the care requested is
within the scope of the MTF's capabilities and the MTF can safely
provide care.
4. Senator Warren. Assistant Secretary Martinez-Lopez, I sent a
letter to the Defense Health Agency dated January 23, 2023 on this
issue that was due on February 15, 2023. When can I expect a response?
Mr. Martinez-Lopez. DHA apologizes for the delay in response. A
response dated March 14, was mailed to your office. The Department is
available to provide further information if needed.
5. Senator Warren. Assistant Secretary Martinez-Lopez, what steps
is DOD taking to evaluate how to better support DOD-affiliated
civilians and contractors in healthcare at bases overseas?
Mr. Martinez-Lopez. At the direction of the Acting Assistant
Secretary of Defense for Health Affairs (ASD(HA)), the Defense Health
Agency (DHA) issued a standard guidance memorandum on space-available
care overseas on March 3, 2023, which supersedes all other DHA
guidance. This guidance states that appointments not used for Active
Duty servicemembers and their families may be used to provide space-
available care. The Office of the ASD(HA), working closely with other
key stakeholders in the Department of Defense, is developing solutions
to address the other concerns the Under Secretary and Acting Assistant
Secretary heard while in Japan that lie outside the scope of space
available care.
suicide prevention and mental health
6. Senator Warren. Assistant Secretary Martinez-Lopez, DOD
announced on March 16 that it would be implementing ten of the
recommendations from the Suicide Prevention and Response Independent
Review Committee (SPRIRC). What specific steps is DOD taking to
implement each of these recommendations and when does it expect these
recommendations to be implemented?
Mr. Martinez-Lopez. The Secretary of Defense has provided direct
guidance, including designating specific leadership for each of the 10
recommendations and the authority under which the directed component is
operating to implement the immediate response recommendations. The
Under Secretaries of Defense for (Personnel & Readiness) and
(Intelligence & Security) and Director, Defense Health Agency are
already leveraging current authorities to rapidly implement the
recommendations designated to them. In addition, information campaigns
in support of other recommendations are in development.
Finally, DOD has designated $8M funding in the President's Budget
for fiscal year 24 to implement additional recommendations of the
SPRIRC as well as designated the leadership of the Suicide Prevention
Implementation Working Group to take these efforts into the second
phase of implementation.
7. Senator Warren. Assistant Secretary Martinez-Lopez, the SPRIRC
report emphasizes the critical need to limit or reduce access to highly
lethal methods for suicide. What steps are you taking to reduce access
to these methods, particularly firearms, and which of the SPRIRC
recommendations regarding lethal means reduction do you plan to
implement?
Mr. Martinez-Lopez. Lethal Means Safety has been and will remain a
priority for the Department's suicide prevention efforts. While the
Suicide Prevention and Response Independent Review Committee provided a
number of recommendations supporting Lethal Means Safety, the
Department is currently in the process of assessing these
recommendations and developing implementation courses of action to
present to the Secretary of Defense. Until the Secretary has reviewed
the Department's proposed response, we cannot be certain of which of
the recommendations regarding Lethal Means Safety will be implemented.
With that said, firearms continue to be the primary method of suicide
death for servicemembers, their spouses, and dependents.
Suicide attempts using a firearm are overwhelmingly more likely to
result in death than other methods. Further, research has found that
servicemembers at risk for suicide frequently practice unsafe firearm
storage, and individuals with ready access to a firearm are at
increased risk of dying by suicide. In addition, putting time and space
between a person in crisis and their access to lethal means has been
shown to be an effective way to prevent suicide.
Given such evidence, promoting lethal means safety is a critical
component of suicide prevention efforts within the Department and
across the Federal Government. This is reflected in the White House
strategy for military and veteran suicide, which was published in
November 2021, and guides comprehensive, interagency suicide prevention
efforts and draws attention to the need for identifying and promoting
lethal means safety practices, such as safe storage of firearms and
medication.
Within the Department, the Deputy Secretary of Defense directed a
Department-wide effort to promote lethal means safety through plans
developed by each of the Military Services, tailored to the needs of
their servicemembers. These plans were built around the Lethal Means
Safety suite of tools and highlight the importance of safe firearm and
medication storage practices in mitigating suicide risk through
messaging and resources. This suite includes a guide to lethal means
safety for servicemembers and their families, sample public messaging,
communications guidance for leaders and service providers, and a
toolkit intended to help support collaborations with firearm retailers,
disseminate suicide prevention information, and promote safe firearm
storage.
Another key component of the Department's Lethal Means Safety
effort is the continued implementation, monitoring, and evaluation of
Counseling on Access to Lethal Means (CALM) training. CALM training
aims to increase awareness of risk factors for suicide and to increase
safe storage practices of lethal means among servicemembers. CALM
prepares non-medical military support providers with counseling
strategies to promote safe use and storage of firearms for individuals
at risk for suicide. Since 2019, more than 2,000 non-medical providers,
including Military and Family Life Counselors, have participated in
CALM training. The Department is further developing a modified version
of CALM training that will be available online. In addition, in August
2022, the Defense Health Agency developed and mandated training on
lethal means safety for all of its health care providers--those in
behavioral health as well those in other specialties.
Additionally, by promoting lethal means safety early in a
servicemember's career, the Department aims to enhance early adoption
of safe firearm storage practices. The Department is sponsoring
research to identify best practices for integrating lethal means safety
into early military career training, such as basic recruit training and
Officer Candidate School.
The Department will continue to assess current DOD and Service-
level lethal means safety (LMS) policies to better understand how these
policies are implemented to assist in identifying and resolving any
gaps and ensuring consistency throughout organizational levels.
8. Senator Warren. Assistant Secretary Martinez-Lopez, can you
please provide data on the breakdown of suicides by service over the
past 5 years?
Mr. Martinez-Lopez. The Department publishes suicide data quarterly
for each Component and Service on a public facing web site for the
Defense Suicide Prevention Office. The Quarterly Suicide Report (QSR)
provides the most up-to-date counts of all suicide deaths (confirmed
and pending) for each Calendar Year (CY) quarter. Suicide numbers are
reported to DSPO by the Armed Forces Medical Examiner System (AFMES).
The counts are reconciled with the Military Services to ensure the most
accurate information is reported. The last report (though Quarter 4 of
CY 2022) shows the number of servicemembers who died by suicide for the
last 5 years. The number of suicide deaths in the current report are
preliminary and subject to change, as previously unknown cases are
reported and some known cases are further investigated.
9. Senator Warren. Assistant Secretary Martinez-Lopez, what mental
health services do you provide to DOD-affiliated civilians and
contractors and what steps do you plan to take to support those
communities in suicide prevention?
Mr. Martinez-Lopez. DOD civilians and contractors, who are also
beneficiaries of the Military Health System and enrolled to TRICARE,
have access to all mental health or behavioral health services
available to their enrollment category. Generally, the Department does
not provide treatment for non-beneficiaries in its MTFs or private care
sector unless it is authorized by statute, legislation, or memorandum
of agreement. A percentage of DOD civilians and contract employees are
non-beneficiaries. However, in a crisis such as a person with suicidal
ideation, a behavioral health provider at a local MTF will often
conduct a safety assessment and then refer the individual
appropriately. That would be the extent of behavioral health
intervention for DOD-affiliated civilians and contractors who are non-
beneficiaries.
DOD civilians are also eligible for the DOD Employee Assistance
Program (EAP). EAP provides short-term behavioral health counseling,
safety assessment for high risk individuals and referral to appropriate
care. The EAP is not a substitute for the long-term behavioral health
counseling that can be obtain from the civilian employee' s health
insurance. The coverage of behavioral health services for DOD
contractors is based on the terms of their contracts.
10. Senator Warren. Assistant Secretary Martinez-Lopez, what steps
are DOD and the Services taking to address concerns about drug
overdoses among Active Duty servicemembers?
Mr. Martinez-Lopez. The Department has comprehensive, evidence-
based strategies to address and prevent drug misuse and overdose
utilizing a combination of prevention, effective treatment, and harm
reduction programs. Our robust, randomized drug testing program
historically has helped keep illicit drug misuse at very low levels and
was one of the first workplace drug testing programs to include
fentanyl testing.
We recognize that drug misuse is dynamic and changes over time,
which is why our policies and programs maintain flexibility to adapt to
these changes. We continue work to identify installations and regional
areas with higher drug positive rates, to include high fentanyl
positive rates and high polydrug rates. Our efforts increase focus on
these areas, to include drug testing, anti-drug prevention and
education efforts, and healthcare resources.
Additionally, the Department aims to dispel the stigma of seeking
services for concerns related to problematic substance use by
implementing notification practices that are consistent with DODI
6490.08, ``Command Notification to Dispel Stigma.'' Further, the DOD
promotes embedded mental health and integrated primary care mental
health programs, which address stigma associated with mental health
treatment by increasing immediate access and improving mental health
literacy. These programs place mental health resources in close
proximity to servicemembers, reducing barriers to accessing care.
Addressing drug abuse and preventing overdose deaths in our force
will continue to be a high priority for the Department.
11. Senator Warren. Assistant Secretary Martinez-Lopez, how does
DOD and the services plan to use SPRIRC's recommendation to develop a
misuse prevention policy (recommendation 5.1.2) and align substance
abuse treatment programs with behavioral health treatment programs
(recommendation 6.26) to help address substance use among
servicemembers?
Mr. Martinez-Lopez. Following the SPRIRC report and its
recommendations, Sec. Austin signed a memorandum directing a two-phase
approach to drive progress on implementation.
In the first phase, Sec. Austin's immediate actions include
improvements to access behavioral and mental healthcare--with a focus
on rapid and effective implementation--such as expediting hiring for
behavioral health professionals, expanding opportunities to treat
common mental health conditions in primary care, and improved
utilization of behavioral health technicians.
In the second phase, the Under Secretary of Defense for Personnel
and Readiness established an Implementation Working Group (IWG) to
assess feasibility of implementing each of the remaining SPRIRC
recommendations; identify any program, policy, resourcing, barriers,
and timeline matters that may need to be addressed, as appropriate;
and, to the extent applicable, identify recommendations that can be
synchronized with other prevention activities that resulted from the
earlier Independent Review Commission on Sexual Assault in the
Military. Once the Secretary reviews and approves any recommendations
from the IWG, the Department will update Congress on new actions,
including those that may relate to substance abuse treatment and
behavioral health matters.
While we recognize that suicide has no single cause--and no single
preventative action, treatment, or cure will eliminate every individual
suicide death--we will exhaust every effort to promote the wellness,
health, and morale of our Total Force.
12. Senator Warren. Under Secretary Cisneros, is DOD coordinating
with the Substance Abuse and Mental Health Services Administration to
align substance abuse treatment programs with behavioral health
treatment programs (recommendation 6.26)?
Mr. Cisneros. Secretary of Defense Lloyd Austin is directing
multiple immediate actions following the SPRIRC's recommendations and
establishing a ``Suicide Prevention Implementation Working Group''
(IWG). Immediate actions focus on improving access to mental health
care, through actions such as expediting hiring for behavioral health
professionals, expanding opportunities to treat common mental health
conditions in primary care, and improved utilization of behavioral
health technicians. The IWG is coordinating with stakeholders from
across the Department, including the Services, to evaluate the
remaining recommendations of the SPRIRC. Many of the Department's
subject matter experts on substance abuse matters routinely work with
or leverage best practices from colleagues from the Substance Abuse and
Mental Health Services Administration. The Secretary has directed the
working group to give full consideration to all other SPRIRC
recommendations, and the IWG will provide him with recommendations on
the feasibility and impact of each one in an Implementation Plan due to
the Secretary by June 2, 2023.
13. Senator Warren. Under Secretary Cisneros, in the DOD's response
letter on February 23, you noted significant installation trends with
the 31 fatal overdoses at Fort Bragg, 16 at Fort Hood, and 13 at both
Fort Bliss and San Diego. Are there specific steps DOD is taking to
address response efforts at installations with the highest fatal
overdoses?
Mr. Cisneros. As part of ongoing efforts to refine and improve the
DOD Overdose Prevention Strategy, the Department continues to establish
more expedient monitoring of fatal and nonfatal drug overdoses, drug
testing and drug positive rates with associated demographics at the
DOD, Service, regional, State and installation level. This will better
allow the Department to communicate trends, life-saving prevention and
drug related messaging at the DOD, installation, and command levels and
help mobilize prevention, education, outreach and healthcare resources
to high-risk regions and installations.
14. Senator Warren. Under Secretary Cisneros, in the DOD's response
letter on February 23, you mentioned that naloxone or other FDA and
enterprise-approved opioid antagonists are available to outpatients
considered at risk for opioid overdose. What does the DOD consider at
risk?
Mr. Cisneros. DOD defines ``high-risk'' as meeting any one the
following criteria: 1) patients who have been treated with opioid
therapy (excluding Tramadol) for at least 90 days in the past 180 days;
2) patients who are being treated with a combination of both opioid
therapy and benzodiazepines (for at least 2 days overlap in the given
month); 3) patients who are taking a high-dose of opioid therapy
(technically defined as a ``Morphine Equivalent Daily Dose'' greater
than or equal to 50); or 4) patients who score greater than 32 on the
Risk Index for Overdose or Serious Opioid-induced Respiratory
Depression (RIOSORD). The RIOSORD score is a published, validated
measure that is assigned based on multiple factors, such as recent
treatment or hospitalization for certain medical and mental health
conditions; types of opioids and other medications prescribed; and the
patient's current dose of opioid therapy.
15. Senator Warren. Under Secretary Cisneros, is DOD considering
increasing the availability of naloxone?
Mr. Cisneros. Naloxone is already available to any ADSM or Tricare
beneficiary who 1) meets high-risk criteria, 2) in accordance with the
provider's clinical judgment, or 3) at the request of the patient. DHA
guidance specifying when and how naloxone should be dispensed to
patients is contained in DHA-Procedural Instruction 6025.07 ``Naloxone
Prescribing and Dispensing by Pharmacists in Medical Treatment
Facilities (MTFs)'', and DHA-Administrative Instruction 6025.08 ``Pain
management and Opioid Safety in Military Medical Treatment
Facilities.''
16. Senator Warren. Under Secretary Cisneros, is the DOD looking at
making fentanyl test strips and other harm reduction materials
available?
Mr. Cisneros. The Department does not make fentanyl strips
available, but has developed NARCAN distribution policies. DOD is
constantly evaluating changes to policy considering the commercial
availability of the fentanyl test strips in the future.
17. Senator Warren. Under Secretary Cisneros, does the DOD survey
whether a friend or family member of the servicemember is struggling
with their mental health or a substance use order?
Mr. Cisneros. We are not currently aware of any organization wide
health-related surveys that specifically ask about the mental health
and/or substance use disorder struggles of a servicemember's friend or
family member. This includes individual surveys, like the
servicemembers Periodic Health Assessment and population surveys like
the DOD Health Related Behaviors Survey (HRBS).
18. Senator Warren. Under Secretary Cisneros, is DOD considering
any changes to improve the drug take back program and help address
overdoses among servicemembers?
Mr. Cisneros. DOD does not plan to adjust the current Drug Take
Back program. The program is extensively available to our beneficiaries
and covers all drug take back options with over 13,000 collection
receptacles at MTFs and pre-paid mail-back envelopes. These are
provided at no cost to all beneficiaries. Additionally, as of April 3,
2023, the United States Food and Drug Administration is requiring
manufacturers of opioid analgesics dispensed in outpatient settings to
make prepaid mail-back envelops available to outpatient pharmacies and
other dispensers as an additional opioid analgesic disposal option for
patients.
junior reserve officers' training corps (jrotc) program
19. Senator Warren. Assistant Secretary Schaefer, Parker, and
Wagner, in a letter sent to my office on March 14 the Department of
Defense wrote that all of the memorandums of agreement for the JROTC
program are under review. Does that review include adding language
prohibiting programs from enrolling students without their consent or
prohibiting mandatory participation?
Assistant Secretary Schaefer. In coordination with the Secretaries
of the Military Departments, the Office of the Under Secretary of
Defense for Personnel and Readiness is drafting a standardized Junior
Reserve Officers' Training Corps (JROTC) memorandum of agreement that
will include language that student participation in the program shall
be strictly voluntary.
Mr. Parker. Yes, the Department of the Navy, in coordination with
the Office of Secretary of Defense and the other Services' Secretaries,
will issue a standardized memorandum of agreement that will include
language prohibiting programs from enrolling students without their
consent and prohibiting mandatory participation.
Mr. Wagner. Yes. The current AFJROTC Memorandum of Agreement (MOA)
already contains language indicating the program is to be voluntary.
This is stated multiple times and is signed by each School District
Superintendent. OSD is currently revising a uniform MOA for all DOD
JROTC programs, and we understand that this version will include this
same language to make clear to schools that this is a voluntary
program.
20. Senator Warren. Assistant Secretary Schaefer, Parker, and
Wagner, when do you think your memorandums of agreement for JROTC
programs will be complete?
Ms. Schaefer. In coordination with the Secretaries of the Military
Departments, the Office of the Under Secretary of Defense for Personnel
and Readiness is drafting a standardized Junior Reserve Officers'
Training Corps (JROTC) memorandum of agreement. Once complete, the Army
will adhere to its content.
Mr. Parker. The revised standardized memorandum of agreement, is
currently in the final development stage, pending Office of Management
and Budget (OMB) approval.
Mr. Wagner. OSD is drafting and coordinating the new standardized
MOAs. They have indicated a timeline of July 2023 for completion
subject to OPM approval. Once OSD provides the Department of the Air
Force an approved standardized MOA, within 2 weeks, we will add
Department specific additions (e.g., minimum required storage space,
access to an appropriately sized marching practice area) and begin the
signature process with school superintendents. HQ AFJROTC expects all
MOAs to be formally signed by the associated school district
superintendents within 6 months given our presence at approximately 600
different school districts.
21. Senator Warren. Assistant Secretary Schaefer, Parker, and
Wagner, will you provide copies of the revised memorandums of agreement
for JROTC programs to the Committee?
Ms. Schaefer. In coordination with the Secretaries of the Military
Departments, the Office of the Under Secretary of Defense for Personnel
and Readiness is drafting a standardized Junior Reserve Officers'
Training Corps (JROTC) memorandum of agreement. Once complete, the Army
will provide copies.
Mr. Parker. Yes, copies of the revised memorandum of agreement will
be provided to the Committee.
Mr. Wagner. Once the revised standardized MOAs are finalized, and
Department specific additions made, we will provide a copy as
requested.
22. Senator Warren. Assistant Secretary Schaefer, Parker, and
Wagner, do memorandums of agreement include any penalties if a school
does not allow a student to transfer from the JROTC elective?
Ms. Schaefer. The Army does not influence schools on their
enrollment decisions. The Army does not have a policy requiring or
prohibiting automatic enrollment into JROTC classes except for military
secondary educational institutions, at which JROTC enrollment is a
prerequisite that students/parents agree to prior to attendance. While
the Army does not endorse mandatory enrollment, we have always
recognized and believed that it was in the best interest of the program
to allow local school officials and parents to decide what works best
in their communities.
Mr. Parker. The current memorandum of agreement (MOA) does not
include any penalties for schools that do not allow a student to
transfer from the JROTC elective. However, the revised MOA will
prohibit schools from enrolling students without their consent and
prohibit mandatory participation. The Department of the Navy's JROTC
program will work with schools and school districts' administrations to
adhere to respective schools' enrollment policies to transfer students
who wish to disenroll from JROTC academic courses to another academic
course to meet high school graduation requirements.
Mr. Wagner. Yes, schools that do not comply with this requirement
will be placed on probation until corrected. HQ AFJROTC does follow up
to ensure corrective actions have taken place. If the school chooses
not to comply (disregards the MOA), AFJROTC will notify the school
district the unit will be closed. To date, however, AFJROTC does not
have any indication of non-voluntary enrollments.
23. Senator Warren. Assistant Secretary Schaefer, Parker, and
Wagner, the Department of Defense's March 14 response said ``the
military services inform JROTC instructors during new instructor
training that they should not solicit donations from any corporate
entities or local businesses.'' What is the penalty if an instructor
solicits funds in violation of this policy?
Ms. Schaefer. Army JROTC programs are allowed to accept funds from
outside entities to support the JROTC program/unit. U.S. Army Cadet
Command (USACC) does not have a written policy regarding JROTC
instructors supporting fundraising for outside entities; that activity
would be covered by the local school/district policy.
USACC Regulation 145-2 governs JROTC instructors' fundraising
activities to support the JROTC unit. It states:
4-10. Fundraising Activities
a. Fundraising in JROTC serves to provide goods and services that
supplement the educational, curricular, and co-curricular activities of
the unit. All fundraising activities are controlled by the respective
schools and must be conducted in accordance with their rules and
requirements. The following are guidelines per this regulation:
(1) Cadet participation is voluntary and grades will not be
affected by participation or lack thereof.
(2) Wearing the Army uniform is strictly prohibited.
(3) Salaries, staff development, and in-service activities are not
allowable expenditures.
(4) Government equipment or funds cannot be used in fundraising.
(p. 47)
If a JROTC instructor were to violate the terms of USACC Regulation
142-5, the Army, in coordination with the local school/district, would
review the facts and take appropriate administrative action.
Mr. Parker. All policy violations are reviewed on a case-by-case
basis in partnership with the host school's administration. Instructors
found in violation of this policy are subject to unsatisfactory marks
on their annual performance evaluation, which could result in the
instructor being placed in a probationary status. The instructor is
also subject to having their certification suspended.
Mr. Wagner. AFJROTC Instruction defines the policy on soliciting
donations. Any substantiated policy violation by an instructor can lead
to suspension, probation, or decertification and removal.
24. Senator Warren. Assistant Secretary Schaefer, Parker, and
Wagner, how many JROTC instructors have violated the policy that
prohibits soliciting donations from any corporate entities or local
businesses in the past 10 years?
Assistant Secretary Schaefer. The Army does not prohibit soliciting
donations from corporate entities or local businesses. Schools apply
for outside funds based on local school/district policies. JROTC
instructors who submit funding requests do so as employees of their
schools/districts.
Mr. Parker. The Department of the Navy has not received any reports
of JROTC instructors violating the policy in the past 10 years.
Mr. Wagner. None. The Air Force has no records indicating
violations of this policy over the last 10 years. HQ AFJROTC has spent
significant amounts of energy on providing instructor training in this
area. Additionally, this topic is part of the HQ AFJROTC inspection
checklist.
25. Senator Warren. Assistant Secretary Schaefer, Parker, and
Wagner, the Department of Defense's March 14 response said memorandums
of agreement ``are under review and will clarify fundraising
guidelines.'' When will that review be complete?
Ms. Schaefer. In coordination with the Secretaries of the Military
Departments, the Office of the Under Secretary of Defense for Personnel
and Readiness is drafting a standardized Junior Reserve Officers'
Training Corps (JROTC) memorandum of agreement that will include
language clarifying fundraising guidelines.
Mr. Parker. The review of the memorandum of agreement as it relates
to fundraising guidelines is complete.
Mr. Wagner. OSD is drafting and coordinating the new standardized
MOAs. They have indicated a timeline of July 2023 for completion
subject to OPM approval.
26. Senator Warren. Assistant Secretary Schaefer, Parker, and
Wagner, will the review of memorandums of agreement include evaluating
the voluntary donation policy?
Ms. Schaefer. In coordination with the Secretaries of the Military
Departments, the Office of the Under Secretary of Defense for Personnel
and Readiness is drafting a standardized Junior Reserve Officers'
Training Corps (JROTC) memorandum of agreement which includes
evaluating the voluntary donation policy.
Mr. Parker. Yes, the review includes evaluating the voluntary
donation policy.
Mr. Wagner. OSD is drafting and coordinating the new standardized
MOAs. All policies to include the voluntary donation policy are being
reviewed during the development of the standardized MOA.
27. Senator Warren. Assistant Secretary Wagner, what is the Air
Force's policy to decertify a school under the JROTC program?
Mr. Wagner. AFJROTC uses the term deactivation in reference to
closing schools and uses the term decertify in reference to
decertifying instructors. HQ AFJROTC attempts to work with schools that
are non-compliant by placing them on probation and giving them the
opportunity to correct the issue. Continued non-compliance with the MOA
will result in deactivation and closure of the unit.
28. Senator Warren. Assistant Secretary Wagner, how many times
would a school have to fail to report sexual assault or sexual
harassment by a JROTC instructor to be considered a violation of the
memorandum of agreement?
Mr. Wagner. A single failure to report is considered a violation
and not in compliance with the MOA.
29. Senator Warren. Assistant Secretary Wagner, how many times has
the Air Force decertified a school for failing to report sexual assault
or sexual harassment?
Mr. Wagner. To date, HQ AFJROTC has not deactivated any schools for
failing to report occurrences of sexual assault or sexual harassment.
The HQ AFJROTC program has been notified of 26 sexual misconduct
allegations occurring over the last decade. In every case the
instructor has been decertified by HQ AFJROTC.
30. Senator Warren. Assistant Secretary Schaefer, Parker, and
Wagner, how many times has your service decertified a JROTC program in
the past 10 years?
Assistant Secretary Schaefer. The Army certifies and decertifies
individual instructors, not schools or JROTC programs. In the past 10
years, the Army has not closed any JROTC programs for cause, although
school officials may request that the Army close a program (usually for
financial reasons).
Mr. Parker. The Department of the Navy does not decertify programs,
but instead mutually disestablish the unit. Over the past 10 years, the
DON has disestablished a total of 63 units (38 NJROTC/NNDCC units and
25 MCJROTC units). The disestablishment of the 63 units was due to the
host schools' inability to maintain the statutory enrollment
requirement.
Mr. Wagner. AFJROTC uses the term deactivation when closing schools
and uses the term decertify when decertifying instructors. From 1 July
2013 to 20 April 2023, the Air Force has deactivated 119 AFJROTC
programs. The primary two reasons for these deactivations include
failure of the school to maintain viability (minimum # of cadets) or
maintain the minimum # of instructors.
servicemember medical debt
31. Senator Warren. Assistant Secretary Martinez-Lopez, does DOD
currently collect any data about the incidence of medical debt among
servicemembers and their families?
Mr. Martinez-Lopez. The TRICARE program does not currently collect
data on medical debt. However, there are systems in place to assist
servicemembers and their families with medical claims that should have
been paid.
DOD TRICARE customer service representatives assist with medical
debt issues that are self-reported by affected servicemembers and their
families.
TRICARE policy grants specific urgency to medical debts currently
in collections. DOD has identified Debt Collection Assistance Officers
(DCAOs), who work with the Managed Care Support Contractors (MCSC) to
resolve claims that should have been paid under the TRICARE benefit.
DHA policy requires DCAOs to log cases into DHA's Assistance
Reporting Tool (ART). Debt Collection cases in ART do not account for
all incidences of medical debt amount servicemembers and families.
There are multiple ways for servicemembers to receive claims
assistance from the government and the managed care support
contractors. There is no central system to definitively capture all
issues.
32. Senator Warren. Assistant Secretary Martinez-Lopez, if so, what
types of data in question 1 does DOD collect and what do these data
reveal about the extent of medical debt among servicemembers and their
families, including:
(i) What types of treatments did servicemembers or their
families receive that led to medical debt?;
(ii) What types of providers did servicemembers or their families
see that led to medical debt?; and
(iii) Is DOD gathering data about the types of medical debt
collection practices such as lawsuits, garnishing wages, and credit
reporting?
Mr. Martinez-Lopez. TRICARE collects self-reported debt collection
items resulting from claim denials and recoupments by a TRICARE MCSC or
from medical claims never submitted to TRICARE for processing.
The data is not complete enough to accurately report the ``extent''
or amount of medical debt among servicemembers and their families.
The ``average amount of medical debt'' among servicemembers cannot
be accurately calculated due to the numerous venues from which to seek
assistance, and the reliance of self-reporting.
(i) ``Types of treatments'' is not a tracked category. The notes
within individual ART cases may have additional details on the types of
treatments.
(ii) ``Types of providers,'' by specialty or status, is not a
tracked category. Notes within individual ART cases may have additional
details on the provider type or specialty involved.
(iii) The TRICARE benefit program does not collect data regarding
the types of medical debt collection practices. DOD TRICARE Beneficiary
Counselors and DCAOs assist beneficiaries on a case-by-case basis in
resolving TRICARE medical claims issues that result in medical bills
being sent to collections, or wage garnishments from the Department of
Treasury due to unpaid medical claims that should have been submitted
to TRICARE or paid as a covered benefit.
33. Senator Warren. Assistant Secretary Martinez-Lopez, if DOD does
not collect the data referenced in question 1 and 2, what would be
required for DOD to begin collecting these data?
Mr. Martinez-Lopez. This data would have to be self-reported by
beneficiaries. DOD would need to establish a centralized reporting
system or data base where types of medical debt collection practices
would be recorded. All Military Health System (MHS) personnel who
assist in resolving TRICARE beneficiary claims issues would need
access. Additionally, the MCSCs would need a contract requirement to
track and label medical debt collection practices in greater detail.
34. Senator Warren. Under Secretary Cisneros, does DOD consider
medical debt when making hiring decisions or when considering
promotions for servicemembers?
Mr. Cisneros. Individual military personnel are promoted on the
basis of merit, their manner of performance to date and their ability
to serve in the higher grade. Debts, including medical debts, are not
taken into consideration when promotions are being considered.
Additionally, medical debt is not a consideration for promotions
for general and flag officers.
With respect to the hiring of civilian employees, medical debt is
not taken into consideration. DOD components provide information about
the availability of healthcare services in the host nation as well as
space available care, as appropriate, in vacancy announcements and/or
provide such information when making a tentative job offer. Such
information allows selectees to make informed decisions about personal
and/or family healthcare needs and costs prior to accepting a final job
offer. Medical conditions nor health related issues do not factor into
hiring decisions, except where there are physical requirements for
certain positions.
35. Senator Warren. Under Secretary Cisneros, if DOD does consider
medical debt when making hiring decisions or when considering
promotions for servicemembers, how many servicemembers have been denied
promotions or a security clearance as a result of outstanding medical
debt?
Mr. Cisneros. With respect to the hiring of civilian employees,
medical debt is not taken into consideration. Individual military
personnel are promoted on the basis of merit, their manner of
performance to date and their ability to serve in the higher grade.
Debts, including medical debts, are not taken into consideration when
promotions are being considered. Additionally, there have been no
general or flag officers that have been denied promotions due to an
outstanding medical debt because this is not a consideration of a
promotion selection board.
36. Senator Warren. Under Secretary Cisneros, if DOD does consider
medical debt when making hiring decisions or when considering
promotions for servicemembers, how many prospective servicemembers have
been prevented from enlisting due to outstanding medical debt?
Mr. Cisneros. With respect to the hiring of civilian employees,
medical debt is not taken into consideration. Individual military
personnel are promoted on the basis of merit: their manner of
performance to date and their ability to serve in the higher grade.
Debts, including medical debts, are not taken into consideration when
promotions are being considered. Outstanding medical debts would not,
in and of itself, disqualify someone from enlisting in the military. An
individual's financial health is generally reviewed when an individual
discloses a bankruptcy or is trying to enlist with a large family. In
these cases, a broader assessment of the individual may be conducted.
More significantly, any significant debt could make an individual a
greater security risk and as such this type of debt would be more
likely to impact someone's ability to get an advanced security
clearance than it would their eligibility to join.
37. Senator Warren. Assistant Secretary Martinez-Lopez, how has DOD
engaged with medical providers or third-party billing companies to
ensure medical claims for servicemembers insured through TRICARE are
accurately processed? What has DOD discovered about the extent of these
problems and what steps has DOD taken to address them?
Mr. Martinez-Lopez. The DHA's TRICARE Health Plan Division is
responsible for oversight, management, and performance assessment of
the TRICARE MCSCs.
Subject matter experts with extensive experience and knowledge of
the TRICARE program, health care administration, and specific topics
such as medical management, claims and claims processing, networks,
provider relations, customer service, enrollment, and all contract
subject areas conduct routine oversight and assessment of contractor
performance of requirements and metrics.
Oversight and performance assessment includes onsite reviews of
contractors' systems and processes, review of contract required
performance reports, and monitoring of inquiries or concerns regarding
contractor performance.
All contract oversight and performance assessment activities and
findings are documented, reporting to the Contracting Officers'
Representatives and to the Contracting Officers.
The Contracting Officers utilize the contract oversight and
performance assessment documentation to complete annual performance
documentation in the Federal Contract Performance Assessment Reporting
System.
Normal claims processing would not necessarily involve medical
debt, as the possibility of medical debt is usually outside of the
covered benefit claim or is the result of other issues causing a
servicemember to incur debt.
If there are additional services, or out-of-network charges
resulting from a decision by the beneficiary to seek care outside the
normal TRICARE benefit, there could be a ``balance bill,'' which is an
amount owed above and beyond a TRICARE claim paid.
If a Military Service miscategorized the eligibility of a
Servicemember, for example when the status of a retiree is not updated
in the Defense Eligibility Enrollment Reporting System (DEERS) and the
person continues to receive care as if an Active Duty servicemember
(ADSM), once the record is corrected, all claims paid for services
rendered are subject to recoupment and potential debt collection.
If an ADSM/Active Duty Family Member (ADFM) seeks any care in the
private sector that is not a TRICARE covered benefit, or care from a
non-network provider that requires balance billing, the ADSM/ADFM is
responsible for all charges outside the TRICARE-covered benefits and if
they fail to pay and had signed documents accepting responsibility to
pay, the charges are likely to get sent to collections.
If an ADSM has medical debt, the DCAOs have specific policies and
procedures to address medical debt and support beneficiaries.
Per TRICARE policy, there are specific policies and procedures for
situations where a covered benefit that would normally be paid by
TRICARE is also covered by another insurance company. This typically
occurs in motor vehicle accidents involving personal injury, which are
also covered by property and casualty insurance companies.
In these situations, the property and casualty company is a third
party liable for the cost of the medical care, and TRICARE is required
by statute to have the third party pay for the medical services.
If TRICARE has already paid for the medical care, recovery of the
costs must be made from the third party or from the beneficiary if the
third party has already paid for the services.
Third Party Liability (TPL) Recovery is the responsibility of the
Uniformed Services Claims Officers (USCOs). The TRICARE MCSCs are
responsible for making a preliminary investigation of all potential
third-party recoveries.
Any medical claim with specific diagnosis codes defined by TRICARE
and having a potential TRICARE liability exceeding $500, shall be
considered a potential third-party claim and shall be developed with
the questionnaire ``Statement of personal Injury--Possible Third Party
Liability'' (DD Form 2527).
If the enrollee fails to submit a completed DD Form 2527 within 35
days when requested by the MCSC, the contractor will deny the claim.
Any claims which appear to be possible third-party claims shall be
referred to the USCO for determination and recovery action, if
appropriate.
Education of beneficiaries, private sector care providers, and MHS
staff and providers on third party payment responsibility and recovery
is accomplished through a collaborative effort between DHA
Communications and the MCSCs.
The Government furnishes all printed educational materials, except
for region-specific provider education materials.
The MCSCs provide an outreach and education program on TRICARE
requirements for all network and TRICARE-authorized providers that
includes education on applicable TRICARE program requirements,
policies, and procedures.
MCSC outreach and education includes direct interactions with
network and TRICARE authorized providers and information provided via
web pages, TRICARE Provider Handbooks, and during monthly TRICARE
webinars.
Published by the TRICARE overseas contractor and each TRICARE
regional contractor, the Provider Handbook includes information on
claims submission, reimbursement, how to avoid collection activities,
and the TRICARE DCAO program.
Providers may also call the Customer Call Centers or Provider
Relations for questions regarding TRICARE reimbursement and third-party
billing.
In response to what DOD has discovered about the extent of these
problems and the steps DOD has taken to address them, the TRICARE
Health Plans Division's experience with TPL or billing issues with the
MCSCs concluded that many of the problems are tied to beneficiaries
and/or providers not understanding their role in the billing process.
Many cases sent to collections occur because there is no submitted
claim on file.
There are multiple reasons that contribute to cases being sent to
collections, including patient failure to pay their co-payment or other
balance due (which is a beneficiary responsibility), Network and
TRICARE-authorized providers not following balance billing rules for
TRICARE beneficiaries, Other Health Insurance Explanation of Benefit is
missing, the required TPL form not being submitted, and missing medical
documentation.
Additional reasons for cases being sent to collections include the
beneficiary may have chosen to see a non-network provider or non-
TRICARE authorized provider or decided to be seen for a Non-Covered
Service.
While TRICARE Prime-enrolled beneficiaries are permitted to use the
Point of Service (POS) option, which allows them to see non-network
providers, this choice comes with the beneficiary's responsibility of
paying the higher POS charges above what TRICARE covers.
To avoid beneficiary POS payments, the MCSCs encourage
beneficiaries to follow TRICARE requirements for prior authorizations
and to utilize the Network Provider Directories to select network
providers, when available.
38. Senator Warren. Under Secretary Cisneros, does DOD provide any
services to help servicemembers address these billing concerns?
Mr. Cisneros. DOD provides several avenues for servicemembers and
their families to request assistance with unpaid medical claims that
should have been covered by TRICARE.
The TRICARE MCSCs are the first level of customer service for
TRICARE claims issues.
DOD TRICARE customer service representatives, most commonly those
titled as Beneficiary Counseling and Assistance Coordinators (BCACs),
are also available to assist with self-reported medical debt issues.
TRICARE policy grants specific urgency to medical debts currently
in collections. DOD has identified DCAOs, who work with the MCSCs to
resolve claims that should have been paid under the TRICARE benefit.
BCAC and DCAO essential duties are outlined in DHA-PI 6015.02.
39. Senator Warren. Under Secretary Cisneros, military personnel
have access to free legal assistance, including for consumer issues. Is
this available to help servicemembers and their families address debt
collection, including medical bills? If so, how many servicemembers and
their families seek assistance for these issues?
Mr. Cisneros. Yes, the Military Services provide free legal
assistance to servicemembers, their families, retirees, and in some
circumstances civilian employees in accordance with 10 U.S.C. 1044.
Legal assistance attorneys provide counseling on a wide variety of
issues, including retail purchases, identity theft and other fraud,
motor vehicle purchase or repair, bankruptcy, consumer credit, debt
collection (including medical bills), indebtedness, involuntary
allotments and consumer protections provided by Federal, State or local
law. Legal assistance attorneys may even contact and negotiate with
creditors to resolve disputes. When appropriate, attorneys will refer
clients to the Consumer Financial Protection Bureau or other relevant
agencies. However, legal assistance attorneys are prohibited from
providing assistance related to claims against the U.S. Government.
Additionally, the Department provides mandatory financial literacy
training to servicemembers across the military lifecycle, in accordance
with 10 U.S.C. 992(a). Financial literacy topic areas and terminal
learning objectives include ``Basic Finance'' and ``Understand the
fundamentals and management of debt and credit,'' respectively. The
Department's financial readiness programs also provide no-cost, on-
demand personal financial counseling, in accordance with 10 U.S.C.
992(b), and supplemental education and resources to servicemembers and
spouses.
When eligible legal assistance clients request to speak to a legal
assistance attorney, the client will identify the general subject area
that they need help with, such as, consumer affairs, debt, taxation,
domestic relations, or wills and eState planning. The subject area is
annotated and statistically trackable, but unfortunately the specifics
of each issue (such as type of debt) are not captured. The specifics of
any legal issue oftentimes include sensitive, personal information and
therefore left to be discussed privately between the attorney and the
client within their attorney-client relationship. Therefore,
identifying the specific type of debt issue, such as medical debt, is
not available.
In the past year, Military Service legal assistance attorneys have
assisted with roughly 7,200 consumer and debt related legal issues
across the Department. Specifically, over the past 12 months, the Army
has assisted 1,910 clients (servicemembers, their families, and
retirees) with ``consumer law'' issues and 262 clients with ``debt''
issues. The Department of the Air Force also tracks using both a
``consumer affairs'' category and a ``personal finance/debt'' category.
Over the past 12 months the Air Force and Space Force have collectively
assisted 1,200 clients with consumer affairs-related issues and 759
clients with personal finance/debt issues. The Navy and Marine Corps
track debt issues under the broader category of ``consumer law'' and
over the past 12 month the Navy has assisted approximately 2,400
clients and the Marine Corps approximately 700 clients in this area.
Coast Guard legal assistance attorneys have also assisted seven clients
in the past 12 months with ``debt collection'' issues.
40. Senator Warren. Assistant Secretary Martinez-Lopez, has DOD
issued guidance to servicemembers and their families to ensure they are
aware of potential billing concerns between TRICARE and private medical
providers?
Mr. Martinez-Lopez. TRICARE Health Plans Customer Service Education
and Outreach (CSEO) does not provide guidance concerning potential
billing issues between TRICARE and private medical providers. However,
CSEO does oversee MCSC actions to facilitate resolution when
beneficiaries encounter billing issues with private medical providers,
on a case-by-case basis, when resolution cannot be accomplished at the
lowest levels.
41. Senator Warren. Assistant Secretary Martinez-Lopez, how many
complaints has TRICARE received about billing concerns from private
medical providers? Regarding these complaints:
(i) are the complaints evenly distributed across different
provider types and geographies?;
(ii) how many of these complaints result in medical debt?; and
(iii) what steps does DOD take to ensure that servicemembers do
not receive incorrect bills and that any missed payments for incorrect
bills are not sent to collections?
Mr. Martinez-Lopez. ``Billing concerns from private medical
providers'' is not a category tracked by DOD, but the MCSCs provided
the following:
Out of 64.7 million claims processed between January 2022 and
February 2023, the MCSCs combined received 200 complaints from private
medical providers regarding billing concerns.
(i) The MCSCs reported that the 200 complaints received from
private medical providers were evenly distributed across a wide variety
of provider specialty types and were distributed across geographies as
would be expected based on beneficiary populations.
(ii) ``Billing concerns from private medical providers'' is not a
category tracked by DOD, and the MCSCs may not have visibility on which
complaints result in medical debt. Separate from the 200 complaints the
MCSCs received from private medical providers, they also assisted DHA
DCAOs with cases related to beneficiary medical debt. From January 2022
through February 2023, the MCSCs assisted the DCAOs with 4,273 cases
related to beneficiaries sent to collections by a provider for a
medical debt.
(iii) The TRICARE program does not ensure the accuracy of bills
received from individual providers. The decision to send a bill to
collections remains with individual medical providers, and neither the
DOD nor the TRICARE MCSCs can prevent a provider for taking this
action. There exists the small possibility that incorrect bills from
providers may be the result of claims payment errors by TRICARE MCSCs.
For claims received by TRICARE MCSCs, processing accuracy standards are
as follows:
TRICARE Operations Manual, Chapter 1, Section 3, Paragraph 1.6.1:
Claim Payment Errors: The absolute value of the payment errors shall
not exceed 2 percent of the total billed charges for the first two
option periods. In all remaining option periods, the absolute value of
the payment errors shall not exceed 1.75 percent of the total billed
charges.
42. Senator Warren. Assistant Secretary Martinez-Lopez, is DOD
exploring efforts to ensure that servicemembers and their families get
mail regardless of where they are stationed?
Mr. Martinez-Lopez. DOD Instruction 4525.09 (Military Postal
Service (MPS)) defines authorized patrons as, ``individuals authorized
to use MPS postal services and mail program within and outside the
United States, consistent with international agreements; laws; and
Federal, USPS, GSA, and DOD regulations.''
Over the last 850 years, MPS privileges expanded to 53 patron
categories in 54 countries. While fiscal authority exists for each
patron category, not all categories are authorized in every country
because some host nation agreements do not permit them. Those patrons
not authorized MPS privileges must use other means such as the host
nation postal service.
A 2020 Human Resources Command legal review prompted the Office of
the Secretary of Defense (OSD) and the Military Postal Service Agency
(MPSA) to conduct a fiscal and host nation agreement review to identify
patrons authorized MPS privileges by host nation agreement and U.S.
law. At the conclusion of this review, MPSA will recommend retention of
patron categories authorized by international agreements, laws, and
regulations to OSD and will publish an approved patrons list authorized
MPS privileges by country.
workforce requirements
43. Senator Warren. Under Secretary Cisneros, Assistant Secretary
Schaefer, Assistant Secretary Parker, and Assistant Secretary Wagner,
according to repeated Government Accountability Office findings, the
management of services contracts remains on the Department's high-risk
list in part because of the failure of the so-called Services
Requirements Review Boards to similarly validate and prioritize the
workload requirements for services contracts, whose main focus
continues to be on year of execution acquisition planning for
individual contact transactions rather that strategic requirements
validation and prioritization. While some Military Departments may have
at one time documented contract services requirements on their manpower
documents, and there was an Enterprise Contractor Manpower Reporting
Application (ECMRA), it's unclear how DOD can properly oversee the size
and cost of the contractor workforce. What systems does the Department
currently use to measure this workforce?
Mr. Cisneros. When the Department contracts for services, it is not
purchasing individual people to perform the work. Rather, the
Department is purchasing performance outcomes and deliverables and the
number of contractors performing the work may not be relevant. For
example, different companies might approach the same task ways that
would lend themselves to greater or fewer personnel. Assuming the
successful execution of the contract's requirements, this overall
difference in labor would not be pertinent to the Department.
The Department focuses its efforts on getting the best value for
taxpayer dollars by ensuring services performed meet DOD requirements
efficiently and effectively. The Department continues to meet its
statutory requirements from title 10, U.S.C. section 4505 via the
annual submission of the Inventory of Contracts for Services, but it
does not capture additional data points related to the number of
contractor employees on contract for the Department for the reasons
above.
Ms. Schaefer. The Army does not track the number of service
contractors as we do not contractbased on number of personnel; we
contract based on the service required.
Mr. Parker. The Department of the Navy does not currently collect
contractor service workforce data, specifically, nor track the size and
cost of such workforce other than through the Federal Procurement Data
System (FPDS). The Department's position when contracting for services
is that the procurement is for a product (performance outcomes and
deliverables) and not the purchasing of service support from individual
people. The number of contractors performing the work may not even be
relevant. For example, different companies might approach the same task
in a variety of ways lending themselves to more or fewer personnel
being involved. Assuming the successful execution of the contract's
requirements, this overall difference in labor would not be pertinent
to the Department. Rather, the Department focuses its efforts on
getting the best value for taxpayer dollars by ensuring services
performed meet DOD requirements. The Department does continue to meet
its statutory requirements from Title 10, U.S.C. section 4505 via the
annual submission of the Inventory of Contracts for Services; however,
it does not have a system or mechanism for additional data capture
related to the number of contractor employees on contract beyond the
FPDS.
Mr. Wagner. The DAF is committed to overarching DOD efforts to
collect data and monitor service acquisitions. The Department is
focused on buying capabilities based on mission owner performance-based
requirements that are achieved through approved, strategic acquisition
strategies. The DAF Senior Services Manager provides a governance
process for the acquisition and management of contracted services in
accordance with DAFI 63-138, Acquisition of Services and DODI 5000.74,
Defense Acquisition of Services.
The DAF is nearing closure on a revision of DAFI 63-138,
Acquisition of Services, that seeks to improve the Department's
management of Air Force services acquisition programs ensuring their
effective, efficient, and timely execution in support of mission needs.
The revision encourages synergy within the services acquisition
community, which consists of Program Managers/Services Acquisition
Leads and designated multi-functional teams charged with developing,
executing, and monitoring a services requirement from identification to
contract close-out.
With regard to measuring the contractor workforce, the Department
does not track numbers of contractors in the same way it does civilian
and military personnel. For accountability purposes, the Department
uses the Synchronized Pre-deployment and Operational Tracker-Enterprise
Suite (SPOT-ES) in contingency areas outside the continental United
States. Beyond that, the Department does not specifically track
contractor personnel since contracts are based on dollars and
associated deliverables to be provided. Since contractors are not
employees of the Department, it is up to the contracting company to
determine how many people are required to meet the deliverables under
the contract.
The Department does comply with the requirements in 10 USC 4505
(previously 10 USC 2330a) to collect an annual Inventory of Contracts
for Services (ICS). The Department submits and makes publicly available
a summary of that Inventory every year. This information is provided by
the SAF/AQ community. Services contract reporting is now codified with
program Annual Execution Reviews (AERs) and an overall major command
Effectiveness Review chaired by AFPEO, Combat and Mission Support
(AFPEO/CM) on an annual basis. These reviews ensure commitments to out
year requirements and budgeting are clearly understood across program
stakeholders. In addition to required program reviews, the updated DAF
policy requires AF leadership at major commands and field reporting
units to ensure personnel assigned to work services acquisition
elements within their organizations are properly resourced and trained
on the services acquisition life cycle from requirements generation
through contract closeout.
44. Senator Warren. Under Secretary Cisneros, Assistant Secretary
Schaefer, Assistant Secretary Parker, and Assistant Secretary Wagner,
how many contractor full time equivalents did your Department and
components have in 2021 and 2022?
Mr. Cisneros. Per the Inventory of Contracts for Services (ICS) for
fiscal year 2021, the Department had approximately 251,258 contractor
full-time equivalents (CFTEs). The ICS for fiscal year 2022 has not yet
been submitted by the Office of the Under Secretary of Defense
(Acquisition and Sustainment), but it will contain CFTE data for fiscal
year 2022 when it is published.
Ms. Schaefer. The Army does not track the number of Contract Full
Time Equivalents (CFTEs). Theestimated number of CFTEs is 117,853 for
fiscal year 2021 and 114,119 for fiscal year 2022. These CFTE figures
are calculated in accordance with Section 807 of Public Law 110-181 and
are derived using approved Office of the Under Secretary of Defense for
Acquisition and Sustainment calculation methodologies. They do not
represent an actual depiction of the contract workforce. The Contractor
FTE data cited above is reported in the Army's Operation & Maintenance
Justification Budget Books for fiscal years 2018 to 2022.
Mr. Parker. Per the Inventory of Contracts for Services (ICS) for
fiscal year 2021, the Department had approximately 54,580 contractor
full-time equivalents (CFTEs). The ICS for fiscal year 2022 has not yet
been submitted and released from the Office of the Under Secretary of
Defense for Acquisition and Sustainment, but it will contain CFTE data
for fiscal year 2022 when complete.
Mr. Wagner. Estimated fiscal year 2021 DOD Contractor FTEs Prime
Contractors and Subcontractors for Contracts Required to be Reported
Under 10 U.S.C. Sec. 4505, by DOD Component: Department of the Air
Force, 52,987.
Note, the information above has been provided to Congress, in
fulfillment of the statutory requirements to supply an inventory of
Department of Defense service contracts for certain activities, per
Section 4505(c) of title 10, United States Code and per the annual
Appropriations Act. This information is made available in the Inventory
of Services Contracts data base by Defense Pricing and Contracting,
Assistant Secretary of Defense for Acquisition and is available at the
following web site: https://www.acq.osd.mil/asda/dpc/cp/policy/service-
contract-inventory. html
At this time, fiscal year 2022 FTE data has not been published.
45. Senator Warren. Under Secretary Cisneros, Assistant Secretary
Schaefer, Assistant Secretary Parker, and Assistant Secretary Wagner,
what was the estimated cost of the contractor workforce in 2021 and
2022?
Mr. Cisneros. Per the ICS for fiscal year 2021, approximately
$161.5 billion was obligated for the above-referenced 251,258 CFTEs.
The ICS for fiscal year 2022 has not yet been submitted by the Office
of the Under Secretary of Defense (Acquisition and Sustainment), but it
will contain cost data for fiscal year 2022 when it is published.
Ms. Schaefer. The Army cannot isolate the costs for the contractor
workforce, and the amounts provided reflect what was executed on
Service Contracts in total (excluding Ukraine and Supplementals). The
estimated cost of the Army contractor workforce for fiscal year 2021
was $31,185,965 for OMA, OMAR and OMNG. The estimated cost of the Army
contractor workforce for fiscal year 2022 was $30,422,715 for OMA, OMAR
and OMNG.
Mr. Parker. Per the ICS for fiscal year 2021, approximately $9
billion was obligated for the above-referenced 54,580 CFTEs. The ICS
for fiscal year 2022 has not yet been submitted to the Office of the
Under Secretary of Defense for Acquisition and Sustainment, but it will
contain cost data for fiscal year 2022 when complete.
Mr. Wagner. Estimated fiscal year 2021 cost of DOD Contractor FTEs
Prime Contractors and Subcontractors for Contracts Required to be
Reported Under 10 U.S.C. Sec. 4505, by DOD Component and based on Total
Dollar Amount Invoiced: Department of the Air Force, $11,723,478,273
per above reference to 52,987 FTEs.
Note, the information above has been provided to Congress, in
fulfillment of the statutory requirements to supply an inventory of
Department of Defense service contracts for certain activities, per
Section 4505(c) of title 10, United States Code and per the annual
Appropriations Act. This information is made available in the Inventory
of Services Contracts data base by Defense Pricing and Contracting,
Assistant Secretary of Defense for Acquisition and is available at the
following web site: https://www.acq.osd.mil/asda/dpc/cp/policy/service-
contract-inventory.html
At this time, fiscal year 2022 FTE data has not been published.
dod civilian workforce readiness
46. Senator Warren. Under Secretary Cisneros, the Center for Naval
Analysis (CNA) in September 2021 mapped much of the DOD civilian
workforce to (1) intermediate and near-term readiness; (2) middle term
readiness; and (3) long term readiness based on the missions to which
the DOD civilian workforce were assigned rather than the traditional
civilian personnel occupational series, which the CNA found less useful
for the purposes of measuring the workforce's contribution to
readiness. How has the Department changed its risk assessments
involving the requirements performed by the DOD civilian workforce in
response to this study?
Mr. Cisneros. The Department has not changed its risk assessments
in response to this study. federally Funded Research and Development
Centers such as CNA do excellent work for the Department, and my office
frequently accepts and implements recommendations they make. In this
case, the recommendations made by CNA were not considered for
implementation as the Services already inform their risk assessments
during the annual Program and Budget Review process. Also, the
Department has Total Force Management policies that are aimed at
providing a maximum amount of flexibility to local commanders and
managers when evaluating risk, within the bounds of applicable law,
regulation, and policy, who are best positioned to make workforce mix
determinations.
47. Senator Warren. Under Secretary Cisneros, how does the
Department's programming and budgeting process consider civilian
workforce readiness based on its missions?
Mr. Cisneros. Strategic Readiness is the ability to build,
maintain, and balance warfighting capabilities and competitive
advantages that ensure the Department of Defense can achieve strategic
objectives across threats and time horizons. This includes cultivating
a workforce (civilian and military) with the appropriate disciplines
and knowledge base to compete with our strategic competitors. The
Department's civilian workforce is a critical enabler of warfighter
readiness, lethality, and capability; both directly, such as medical
providers, and indirectly, such as support staff.
total force management policy
48. Senator Warren. Under Secretary Cisneros, Section 129a of title
10 places the Under Secretary for Defense of Personnel and Readiness
(USD (P&R)) in charge of total force management policy. The overarching
Department of Defense Instruction 1100.22 for total force management
was last updated in 2017. Congress has enacted several changes to
section 129a since 2017 and yet the USD (P&R) has not updated
Department of Defense Instruction (DODI) 1100.22. Additionally, the USD
(P&R) has not consistently provided required reports from section 129
and 129a to Congress, particularly related to the Department's
projected hiring plans for the DOD civilian workforce over the Future
Year Defense Program. When will the USD (P&R) update these policies and
when will it provide these required reports?
Mr. Cisneros. My office will be issuing a memorandum to provide
guidance for the Department on the recent changes to section 129a. In
addition, Department of Defense Instruction 1100.22 is currently under
review and an approach is being developed for the best way to update it
to reflect these and other statutory changes.
The annual report required by section 129 on the civilian workforce
has been submitted as part of the Defense Manpower Profile Report
(DMPR) (previously the Defense Manpower Requirement Report) since
fiscal year 2018. The Department will continue to meet this annual
requirement, and this year's DMPR is currently being compiled and will
be transmitted no later than August 15, 2023.
contract services
49. Senator Warren. Under Secretary Cisneros, there are concerns
that the Undersecretary of Defense (Comptroller), Director of Cost
Assessment and Program Evaluation (CAPE), Under Secretary of Defense
for Personnel and Readiness and Under Secretary of Defense for
Acquisition and Sustainment have not updated the two Defense Business
Board Slides showing the comparative spending on contract services and
corresponding estimated contract full time equivalents done in 2017 to
reflect spending through 2022 for the Department overall with each
Military Department doing the same for the Army, Navy, Air Force, Space
Force and Marine Corps. Please provide updated information for 2022.
Mr. Cisneros. Costing and CFTE data is not yet available for fiscal
year 2022, but will be available in the annual submission of the
Inventory of Contracts for Services provided by the Office of the Under
Secretary of Defense (Acquisition and Sustainment).
50. Senator Warren. Under Secretary Cisneros, you were required to
submit a budget exhibit for services contracts in compliance with
section 4506 of title 10 with the President's budget. Please provide a
copy of that exhibit.
Mr. Cisneros. Section 4506 requires the Under Secretary of Defense
(Comptroller) and the Director, Cost Assessment and Program Evaluation,
to submit this information. While I defer to my colleagues on the
contents of this budget exhibit, my understanding is that this
reporting requirement will be met with a chapter in the fiscal year
2024 Defense Operation and Maintenance (O&M) Overview Book. The Defense
O&M Overview Book will be provided to Congress by early May 2023, and
will be included in subsequent annual President's Budget submissions.
__________
Questions Submitted by Senator Mazie Hirono
ocola cuts in hawaii
51. Senator Hirono. Mr. Cisneros, My office has heard from our
Servicemembers in Hawaii that they are deeply concerned about imminent
cuts to their cost of living allowance by around 50 percent, a concern
I share. Hawaii has the most expensive cost of living of any State in
the country. As we continue to combat inflation, the thought of
slashing the cost of living allowance for servicemembers in Hawaii is
absurd. Does the Department of Defense have information suggesting the
cost of living has fallen by 50 percent in Hawaii?
Mr. Cisneros. The Overseas Cost-of-Living Allowance (OCOLA) program
is designed to supplement the pay of servicemembers assigned outside
the continental U.S. (OCONUS) to maintain an equivalent level of
purchasing power as their CONUS counterparts-not less purchasing power,
but not more either.
Every year, the Department assesses the cost of living in overseas
locations, including Hawaii, by comparing shopping pattern (a Living
Pattern Survey depicting servicemembers' aggregate shopping patterns)
and price data (a Retail Price Schedule capturing prices of a market
basket of non-housing goods and services collected) to the same data
collected across CONUS (the average CONUS baseline). A comparison of
cost-of-living data Hawaii submitted at the end of 2022, to the same
data collected CONUS resulted in an OCOLA rate of 108 for Oahu,
indicating it is 8 percent more expensive, on average, to purchase non-
housing goods and services in Oahu than in CONUS. This is, however, a
calculated downward adjustment of 8 index points from the 2021 Oahu
OCOLA index of 116. This decrease does not indicate Hawaii's cost of
living has fallen by 50 percent; instead, it illuminates the effects of
high U.S. inflation over the past year. Significant price increases in
the average CONUS baseline, not matched or exceeded by price increases
in Hawaii, resulted in a smaller differential in the cost comparison
and a lower OCOLA rate for Oahu and other islands in Hawaii.
The Department, with the help of Congress, has taken action to
combat the effects of inflation on the finances of servicemembers and
their families through other pay and allowances (e.g., servicemembers
received a 4.6 percent increase in basic pay, an 11.2 percent increase
in basic allowance for subsistence, and an average 12.1 percent
increase in the basic allowance for housing). Even with the computed
OCOLA decrease, many members receive more pay now than they did in 2022
due to these increases. For example, an E-6 with 10 years of service
and three dependents, stationed on Oahu, received a net pay increase of
approximately $538 per month.
Additionally, on December 8, 2022, Secretary Austin paused OCOLA
rate decreases resulting from cost-of-living data. That pause remains
in effect as the Department works to implement the provisions of the
James M. Inhofe National Defense Authorization Act for Fiscal Year 2023
that affect the DOD's OCOLA program.
52. Senator Hirono. Mr. Cisneros, if not, how does DOD justify
cutting the Cost of Living Allowance for our Soldiers, Sailors, Airmen,
Guardians, and Marines in what is far and away the most expensive State
in America?
Mr. Cisneros. Although it may seem counterintuitive that OCOLA
would decrease during a time of high inflation, the foundation of the
OCOLA program is to maintain economic parity between servicemembers
stationed CONUS and OCONUS. Data indicating that CONUS inflation
increased at a greater rate than inflation in Hawaii over the past year
warrants the adjustment to the OCOLA rate for members stationed in
Hawaii. While I understand OCOLA decreases are not desired, the changes
calculated for Hawaii are data-driven decisions; they are consistent
with the policies and practices governing the OCOLA program and used to
compute OCOLA for over 600 OCONUS locations, and they are consistent
with changes computed for OCONUS installations worldwide due to
continued high CONUS inflation.
family planning and health in the military
53. Senator Hirono. Mr. Cisneros and Mr. Constable, what is the
importance of the Department of Defense's new policies to Ensure Access
to Reproductive Health Care for our servicemembers?
Mr. Cisneros and Mr. Constable. These policies reinforce the
Secretary's commitment to taking care of our people protecting their
health and well-being, and ensuring the force remains ready and
resilient.
As of March 2023, servicemembers are afforded the option--similar
to their civilian counterparts--of having up to 20 weeks before they
are required to notify their commanders of pregnancy, except in certain
circumstances in which earlier notification is necessary based upon
individual circumstances of the servicemember and mission requirements.
This provides servicemembers the time and flexibility to make personal
health care decisions. Servicemembers and eligible dependents may also
use an administrative absence and travel allowance to access assisted
reproductive technology to help them in building a family.
The new policies will help servicemembers access lawfully available
non-covered reproductive health care or accompany a dependent to access
lawfully available non-covered reproductive health care, regardless of
whether they are stationed inside or outside the United States.
Due to the nature of military service, servicemembers do not choose
where they are stationed or assigned. The policies on administrative
absence and travel allowances for non-covered reproductive health care
ensure access to reproductive health care irrespective of a
servicemember's duty station or assignment. To mitigate the impact of
certain assignment locations, servicemembers are authorized several
allowances, benefits, and entitlements based on their geographic
location. Examples of other allowances, benefits, and entitlements
servicemembers are authorized based on duty station or assignment
location include remote and austere conditions assignment incentive
pay, cold weather duty, authorization of assignment or special duty
pay, continuous overseas tour travel entitlement, environmental morale
leave, basic housing allowances, cost of living allowances, and
dependent student travel, among others. All these policies are intended
to increase the emotional and physical well-being of all servicemembers
and their families.
The efforts taken by the Department on reproductive health care
will not only ensure servicemembers and their families are afforded the
time and flexibility to make private health care decisions but will
also ensure servicemembers are able to access non-covered reproductive
health care regardless of their duty station. These policies reflect
and reinforce our commitment to taking care of our people and ensuring
the entire force remains ready and resilient.
54. Senator Hirono. Mr. Cisneros and Mr. Constable,
cryopreservation is a fertility tool that Servicemembers could use if
they wish to have children in the future. What impact would covering
the cost of cryopreservation under TRICARE--much like the British Armed
Forces does for their Servicemembers--have on recruitment and retention
rates?
Mr. Cisneros and Mr. Constable. Issues of fertility and pregnancy
can be central to career trajectories and retention for servicemembers.
This is particularly true for Service women, who often serve during
their potential childbearing years and may delay starting a family to
meet their military career goals. Facilitating access to
cryopreservation promotes readiness and retention and offers
servicemembers a critical tool to meet their family planning needs.
We do not have data on how cryopreservation would impact recruiting
and retention rates as such a procedure would not be considered a
recruiting or retention incentive in the traditional sense.
better countering trafficking in persons
55. Senator Hirono. Mr. Cisneros, human trafficking, and
particularly sex trafficking of underage women and girls, is of great
concern to me. In Hawaii a commission on Missing and Murdered Native
Hawaiian Women has identified a potential correlation between the
number of military members in Hawaii and some of the trafficking
occurring in Hawaii; but there is not currently any data to support or
disprove the theory because this issue has not been studied. That is
why I am working to include language in this year's NDAA to call for a
study on trafficking and requesting more effective training and
education on how soliciting prostitution impacts sex trafficking. What
does the Department of Defense do currently to combat trafficking in
persons?
Mr. Cisneros. The Department makes clear in our Combating
Trafficking in Persons (CTIP) Department of Defense Instruction (DODI)
2200.01, ``It is DOD policy to oppose prostitution, forced labor, and
any related activities contributing to the phenomenon of trafficking in
persons (TIP). CTIP will be applied across the entire spectrum of DOD
missions, functions, programs, and activities.''
The CTIP DODI establishes policy, assigns responsibilities, and
prescribes training requirements for CTIP and implements National
Security Presidential Directive-22. The DODI requires the Secretaries
of the Military Departments to identify commercial establishments
patronized by DOD personnel that have indicators of Trafficking in
Persons (TIP), place offending establishments off-limits, and provide
support to host-country authorities involved in the battle against TIP,
as permitted.
In 2005, the DOD added a statute to the Uniform Code of Military
Justice prohibiting the purchase of sex and implemented the Military
Extraterritorial Jurisdiction Act giving commanders a method to charge
civilians that commit a felony (including human trafficking) while
accompanying troops overseas.
CTIP training is mandated for all DOD military and civilian
personnel during their initial year of entry into the DOD. In addition,
specialized training is required for DOD Investigative personnel,
Acquisition Personnel, DOD Education Activity staff, and as a CTIP
resource for DOD Leaders.
CTIP training defines Trafficking in Persons (TIP), avenues to
report TIP, resources for those affected by TIP, and make clear the
consequences and legal ramifications for those who engage in this
heinous crime. DOD components are required to submit an annual CTIP
self-assessment that includes reporting on suspected TIP incidents, TIP
investigations, TIP prosecutions, TIP indictments, TIP convictions and
training programs. Our Military Criminal Investigative Organizations
(MCIOs) partner with local, State, and Federal law enforcement agencies
to combat human trafficking and child exploitation.
Example in Hawaii--our Army Criminal Investigative Division, Naval
Criminal Investigative Service, and Air Force Office of Special
Investigations are members of the Honolulu County Human Trafficking
Task Force, comprised of the State Attorney General's Office, Hawaii
State Prosecutor's Office, Honolulu Police Department, Homeland
Security Investigations.
The DOD established a DOD-wide Combating Trafficking in Persons
Task Force with 50+ points of contact throughout the Department to
create an ``in-reach'' infrastructure for assisting components in
preventing human trafficking.
56. Senator Hirono. Mr. Cisneros, what do you see as potential
areas of improvement for the Department of Defense to better prevent
these crimes and protect the communities in which the DOD serves?
Mr. Cisneros. One of my priorities is to Change the Culture. P&R is
working to do that by promoting military readiness and by decreasing
the prevalence of readiness-detracting behavior such as human
trafficking.
Another priority is leadership involvement. Leaders are the key to
improving CTIP and community relationships. Having a robust and
effective awareness campaign is one way the DOD can work to prevent TIP
and protect the communities around U.S. military installations.
A third priority is to continue to expand the specialized CTIP
trainings for personnel. In the coming months, the CTIP office will
release a specialized training for the DOD Healthcare professionals and
a separate training for the DOD Chaplain Corps. Both of these trainings
will help the healthcare workforce and the Chaplains to recognize TIP
in their respective work environments and to help protect victims and
survivors with whom they may interact or encounter in their duties.
sexual assault in the military
57. Senator Hirono. Mr. Cisneros, last year marked significant
changes to the way crimes of sexual assault are investigated, but there
is clearly still more to do to prevent these crimes from even happening
across the Department of Defense. Particularly alarming is last week's
report that showed reported sexual assaults at our military academies
increased by 18 percent last year. One in five female students reported
they had experienced unwanted sexual contact; this is unacceptable. How
do you intend to curb sexual assault and harassment at our Nation's
Military Service Academies?
Mr. Cisneros. Preventing sexual assault remains one of the
Department's highest priorities, and this year's survey results
underscore the importance of implementing improvements recommended by
the Independent Review Commission on Sexual Assault in the Military.
The unprecedented attention, focus, and resourcing delivered by
this Administration to counter sexual assault within the Armed Forces
include initiatives to reform Academy programs. However, we have more
work to do to prevent sexual assault and sexual harassment at our MSAs.
We are taking immediate measures to address sexual assault and
sexual harassment at our MSAs.
The Department sent teams of experts to assist the Academies'
prevention efforts. Specifically, fiscal year 2023 On-Site Installation
Evaluations (OSIE) included visits to all three Academies. OSIE visits
to the MSAs are providing immediate insights to address climate
challenges and enhance prevention activities.
In addition, leaders at all levels are responsible for championing
healthy climates within their organization. DOD fundamentally changed
its climate assessment process to better detect risk and protective
factors known to be associated with the prevention of readiness
impacting behaviors like sexual assault. The command climate assessment
process has been updated to provide timely data to empower leadership
in addressing the safety and welfare of all unit members. The Academies
must now integrate this climate assessment process into their
operations as a means to identify cadet and midshipman units with
promising climates, as well as those at risk for problems.
There is no single solution to the problem of sexual assault.
However, the military justice reforms, prevention initiatives, and
survivor care enhancements we have underway are the solution set for
the academies and for the rest of the Total Force. We must redouble our
efforts to implement these important initiatives.
58. Senator Hirono. Mr. Cisneros, what impact do these crimes have
on our military's recruitment and retention efforts?
Mr. Cisneros. Survey of youth results indicate that possibility of
Sexual Harassment/Assault is a concern of youth considering Military
Service. Furthermore, female youths are more likely to believe the
risks of serving outweigh the benefits (64 percent versus 51 percent),
and in recent years, the perceived risk of sexual assault/sexual
harassment has risen to the fifth ranked reason they would not consider
military service. As such, our efforts to foster positive change across
harmful behaviors is critical to both our recruiting and retention
efforts.
public shipyard work force development
59. Senator Hirono. Mr. Cisneros, the President's budget includes
significant investments in workforce development for the private
submarine shipyards, but unfortunately does not match that investment
for our Nation's public yards. These public shipyards, like the one at
Pearl Harbor, are vitally important for the readiness of our undersea
force, and they too are facing challenges recruiting and retaining
skilled labor to keep up with growing demand. What steps is the
Department taking to increase the competitiveness of jobs at our public
shipyards?
Mr. Cisneros. The Department is reviewing data for possible
submissions of special salary rates for General Schedule and Federal
Wage System positions at the Norfolk Naval Shipyard, Portsmouth Naval
Shipyard, Puget Sound Naval Shipyard and Guam Detachment, seeking to
increase wages and salaries, as warranted. Special salary rates are
being considered on a case-by-case basis to address staffing
difficulties for certain positions at these locations. The Department
of the Navy is also canvassing its major commands in other geographic
areas for potential special salary rate coverage. OPM is the approving
authority for both General Schedule and Federal Wage System requests.
60. Senator Hirono. Mr. Cisneros, what steps is the Department
taking to improve recruitment efforts for our public shipyards?
Mr. Cisneros. TRICARE The Department is marshalling all available
resources to improve recruitment efforts at our public shipyards. We
are conducting job fairs to reach a broad candidate pool, promoting
apprenticeship opportunities, using flexible direct hire authority to
appoint qualified candidates, and offering recruitment incentives,
special pay setting authority for candidates with superior
qualifications, and advancing leave, when applicable, to mitigate
recruitment challenges. In addition, we are seeking special salary
rates for shipyards in certain geographic areas to offer more
competitive pay within labor markets.
defense civilian training corps
61. Senator Hirono. Mr. Cisneros, the Defense Civilian Training
Corps was stood up as a result of the Fiscal Year 2020 NDAA to create a
pipeline of graduates to enter the civil service to fill ``critical
skills gaps'' and was again funded significantly last year. As the
Department of Defense works to quickly field innovative systems while
ensuring the taxpayer gets the most value for their money this program
is more important than ever. What is the current status of the Defense
Civilian Training Corps?
Mr. Cisneros. TRICARE In coordination with my office, the Under
Secretary of Defense for Acquisition and Sustainment is developing and
leading effort to research, model, and pilot the Defense Civilian
Training Corps (DCTC) for the Department. As also required by statute,
the Acquisition Innovation Research Center is partnering within the
academic community and pilot universities to initiate a pathway for
students to enter the DOD workforce. Much work remains and we will
learn from our pilot activities this year. We look forward to
demonstrating a DCTC model for the future DOD civilian workforce in
fiscal year 2024.
62. Senator Hirono. Mr. Cisneros, what do you see as the importance
of a robust civilian training pipeline?
Mr. Cisneros. A robust civilian training pipeline is critical to
DOD's continued readiness and its ability to meet global security
challenges. The Department must ensure it has effective and efficient
systems, processes, and policies in place to attract, grow, and
maintain the critical skills needed to support our current and future
mission, and must do so within an increasingly competitive global
talent market. The Defense Business Board just released its full report
on this topic on March 30, 2023. The Department is reviewing the report
recommendations for implementation, as appropriate.
dod pregnancy policy standardization
63. Senator Hirono. Dr. Schaefer, Mr. Parker, and Mr. Wagner,
Secretary Austin recently released a significant and important change
to the Military's Parental Leave policy. Nonetheless, I am concerned
the language in the Military Parental Leave Program allows a level of
ambiguity that could be used to deny convalescent leave to the
detriment of birth parents, their children, and military readiness. Are
your Services committed to giving our Servicemembers the full amount of
convalescent leave they require, in addition to their Parental leave?
Assistant Secretary Schaefer. Yes, the Army's Military Parental
Leave policy emphasizes the 12 weeks of parental leave for the birth
parent is in addition to and following a period of maternity
convalescent leave. Maternity convalescent leave is authorized for the
recovery of the birth parent from giving birth when recommended by the
health care provider and approved by the unit commander.
Mr. Parker. The Department of the Navy recognizes that ensuring
Sailors and Marines have adequate time to recover following childbirth
is critical to individual medical readiness and overall well-being.
In line with Directive-type Memorandum (DTM) 23-001, ``Expansion of
the Military Parental Leave Program,'' and Section 701 of Title 10,
United States Code, the Navy and Marine Corps issued guidance that
directed convalescent leave may be authorized for the recovery of the
servicemember following giving birth if such leave is specifically
recommended, in writing, by the health care provider for the
servicemember and is approved by the servicemember's unit commander.
This is in addition to the authorized parental leave.
Mr. Wagner. The DAF is committed to and strictly adheres to Title
10, Section 701(h)(3) which authorizes medical convalescent leave in
conjunction with the birth if specifically recommended, in writing, by
the medical provider of the member to address a diagnosed medical
condition and approved by the member's commander. Our new parental
leave policy ensures that parental leave begins consecutively, once
convalescent leave expires.
64. Senator Hirono. Dr. Schaefer, Mr. Parker, and Mr. Wagner, have
your services discussed with the Office of the Secretary of Defense a
need to standardize the convalescent leave policy for new parents
across the Services?
Assistant Secretary Schaefer. The Army is always looking for ways
to better support our Soldiers and families. It's vitally important
that the Army appropriately align our policies with OSD and the other
Services, consistent with title 10, United States Code for the
provision of convalescent leave.
Mr. Parker. In accordance with DOD policy and Section 701 of Title
10, United States Code, Navy and Marine Corps policies directed that
convalescent leave is authorized, prior to the start of parental leave,
for the recovery of the servicemember from giving birth if such leave
is specifically recommended, in writing, by the health care provider
and is approved by the servicemember's unit commander. The duration of
convalescent leave is dependent on the individual medical needs of the
servicemember; the health care provider tailors convalescent leave
recommendations based upon such individual circumstances.
OSD, in coordination with the Services, issued Secretary of Defense
memo of March 22, 2023 directing actions across the Services to
strengthen support to servicemembers and military families. One of the
actions is to educate and promote the new expanded military parental
leave benefit.
Mr. Wagner. Yes; the DAF requested to standardize the amount of
convalescent leave during service coordination of the DODI; however,
the comment was rejected to align with other types of convalescent
leave, which are not standardized in policy. Convalescent leave for any
medical condition, including pregnancy, is limited to the minimal time
essential to meet medical needs for recuperation.
childcare in the military
65. Senator Hirono. Dr. Schaefer, Mr. Parker, and Mr. Wagner, we
must make it easier for our Servicemembers to have families, whenever
and however they choose to. These efforts to improve quality of life
for our servicemembers bolster recruitment and retention. But, as you
each note in your prepared testimony, a challenging barrier for our
military families is a lack of childcare resources. How have previous
investments, like the Army's new childcare center in Hawaii, benefited
our military families and where have you identified places for
additional investment?
Assistant Secretary Schaefer. Previous childcare infrastructure
investments benefited our families by increasing overall childcare
capacity and availability. Today, ongoing staffing challenges continue
to impact/limit childcare availability at some locations, so in
addition to investing and sustaining infrastructure and off-post
options, we will continue to provide incentives to hire and retain
quality staff.
Mr. Parker. The Department of the Navy (DON) is addressing overall
child care wait list challenges by increasing installation-based
capacities and through multiple initiatives focusing on employee
recruiting/retention. Readily available child care helps working
parents better navigate life's stressors and reduces negative outcomes
for families.
To expand capacity the DON has a number of Military Construction
(MILCON) projects in place, mainly in fleet concentration areas where
demand for child care exceeds current capacity. We thank Congress for
the planning and development funds as well as for their assistance with
funding projects on the Unfunded Priority List.
Fiscal year 2021--Naval Base (NAVBASE) Kitsap, Washington
Fiscal year 2020--Marine Corps Air Station Miramar,
California
Fiscal year 2023--NAVBASE Point Loma, California
Fiscal year 2023--Marine Corps Base (MCB) Camp Pendleton,
California
Fiscal year 2024--Naval Support Activity (NSA) Hampton
Roads, Virginia
Fiscal year 2024--Joint Base Little Creek--Fort Story,
Virginia
Fiscal year 2024--NSA Anderson Air Force Base, Guam
Fiscal year 2025--MCB Quantico, Virginia
Planning is underway for additional child development centers in
Hawaii, Virginia, Washington DC, California and Okinawa, Japan to
continue to meet demand in fleet concentration areas.
New facilities require increased staff. As I have previously
mentioned, child care staffing is a national challenge. To address this
problem we have increased hourly wages from 8$11.50 per hour to $17.39
per hour, beyond the federally mandated $15.00 per hour and in some
locations are offering recruitment and retention bonuses.
The U.S. Navy and U.S. Marine Corps are actively participating in
the Deputy Secretary of Defense-directed Recruitment, Retention, and
Compensation Task Force with OSD and the Sister Services to solve the
problem.
Mr. Wagner. Previous DAF investments have benefited military
families by continuing to provide safe and high-quality childcare
centers through Facility Sustainment, Restoration and Modernization
(FSRM) projects, encompassing a broad array of facility mechanical and
utility systems and maintaining facility conditions as well as
increasing childcare capacity through classroom additions. The DAF is
now focused on addressing childcare capacity concerns through Military
Construction (MILCON) projects. Since fiscal year 2019, ten MILCON
projects have been authorized for Joint Base Andrews, Osan Air Base,
Sheppard AFB, JBSA-Lackland/Ft. Sam/Randolph, Wright-Patterson AFB, RAF
Lakenheath, and Scott AFB. An additional 12 MILCON requirements have
been identified and are in planning for Hanscom AFB, Barksdale AFB,
Mountain Home AFB, Luke AFB, Nellis AFB, JBSA-Randolph, Travis AFB,
Kirtland AFB, Seymour Johnson AFB, Little Rock AFB, Tinker AFB, and
Eglin AFB.
66. Senator Hirono. Dr. Schaefer, Mr. Parker, and Mr. Wagner,
beyond building new Child Development Centers what else can your
Services and Congress do to make having a family easier in the
military?
Ms. Schaefer. Besides building additional childcare infrastructure,
we will continue to sustain existing centers, incentivize Family
childcare, provide Army Fee Assistance for off post care, implement
recruiting and retention initiatives to hire and retain quality staff,
and explore new initiatives and partnerships.
Mr. Parker. Families are an integral part of the team and a vital
contributor to mission success deserving of our full support. The
professionals at Fleet and Family Support Centers and Marine Corps
Community Services are committed to delivering outstanding services and
support that are dedicated to the health, educational growth, and well-
being of our families.
Fleet and Family Readiness and Marine Corps Community Services
offices offer programs and services to support military spouses and
families. They provide information and referrals to educational
workshops and services ranging from long term financial planning to
short term needs such as resume writing assistance. Additional
resources include Ombudsmen, Family Readiness Officers, and in-house
clinical counseling services.
The Department of the Navy is committed to making its quality of
life programs and Morale, Welfare and Recreation (MWR) programs
affordable and accessible. These programs are integral to the health
and wellness of family members and are important to resilience and
coping with the demands of the military lifestyle.
Morale, Welfare, and Recreation programs offer a variety of
programs and activities to develop new skills, build strength, and
reduce stress. They offer programs and activities at a discount to help
stretch incomes and still have a rewarding family vacation or weekend
outing.
These programs directly support mission readiness by preparing
servicemembers and their families for the unique demands of military
life. The Navy released the MyNavy Family mobile application, a single
source of information for all support and educational resources that
are available to servicemembers, their spouses, and families. The
Marine Corps recently updated their web site platform to create a user
friendly experience and consistency across the enterprise.
It is critical that we continue to support these programs and
encourage changes and improvements so that they remain responsive and
relevant to servicemembers and families of today and the future.
Mr. Wagner. DAF efforts to improve access to childcare include
staffing initiatives for our Child Development Centers and School Age
Care facilities, adding Family Child Care (FCC) providers, and
increasing community-based childcare fee assistance.
Recruitment and retention incentives were deployed in 2022 to
improve staffing levels and included bonuses for sign-on, employee
referrals, meeting training targets, and longevity.
DAF implemented a 100 percent childcare fee discount on 1 October
2022 for all child and youth program direct care staff for their first
child enrolled; additional children and other child and youth employees
receive a 25 percent discount. As a result of these initiatives, we are
pleased that overall direct care staffing levels increased from 65
percent in July 2022 to 75 percent in March 2023.
The FCC program provides care to fit various work schedules,
deployment, or other unique childcare needs. Targeted FCC provider
recruitment and retention incentives were deployed to increase
childcare options and spaces, including an increase in weekly and
hourly subsidy rates, financial incentives at the time of initial FCC
certification and annual renewal, and an increased subsidy for care
provided between 1800 and 0600. These efforts increased FCC providers
providing childcare services across the DAF from 331 providers in
fiscal year 2021 to 381 providers at the end of fiscal year 2022.
Access to community-based childcare fee assistance for military
families not living near a military installation or unable to access
on-base programs was enhanced in 2022 when DAF updated the
MilitaryChildCare.com site to allow families to submit and manage their
requests for fee assistance, providing a one-stop platform for
childcare requests for childcare on and off the installation. We
realize, however, that there is still unmet need, and we are committed
to continued innovation to ensure readiness.
67. Senator Hirono. Dr. Schaefer, Mr. Parker, and Mr. Wagner, where
are each of your services in the process of standardizing the
Exceptional Family Member Program and ensuring the needs of our
Military families are fully met in this area?
Ms. Schaefer. This past year, the Army developed and launched an
integrated Exceptional Family Member Program (EFMP) system that
streamlines enrollment, provides transparency, and synchronizes
assignment coordination and Family support access. Additionally, the
Army is establishing a centralized office at Headquarters Department of
the Army to oversee the EFMP with a goal to be fully operational by the
end of the year.
Mr. Parker. The Department of the Navy (DON) is committed to
supporting and providing the necessary resources to our families
enrolled in the Exceptional Family Member Program (EFMP). The DON
continues to collaborate with our Sister Service colleagues and the
Office of the Under Secretary of Defense (Personnel and Readiness)
(OUSD(P&R)) on standardization efforts and processes to ease the burden
on our families.
The Marine Corps Exceptional Family Member Program (EFMP) is
compliant with the requirement for a central office. A single EFMP
office that reports to the Deputy Commandant for Manpower and Reserve
Affairs is responsible for program oversight of enrollment, family
support, and assignment coordination. The program employs 107 personnel
to support ?10,700 enrolled family members
The Navy has implemented the initial phase to establish the central
office under Navy Personnel Command. The office will unify enrollment,
assignment coordination, and family support. The Navy has added 55
installation family support case liaisons in Fiscal Years 2022 and
2023. The program employs 138personnel to support ?23,500 enrolled
family members.
The Service central offices along with the increased case liaison
personnel ratio will improve both the identification and enrollment
experience for families and also improve continuity of services at the
new permanent duty station. The Navy and Marine Corps are implementing
the respite care standardized guidelines which will expand eligibility
criteria and increase hours of care for some families.
Both Services provide legal assistance to families when additional
educational support is required. The Marine Corps has four attorneys
(Marine Corps Base Hawaii, Marine Corps Base Quantico, Camp Lejeune and
Camp Pendleton) who are trained in special education law. The Navy has
two attorneys (Naval Station Norfolk and Naval Base San Diego) and the
Navy Judge Advocate General's office is working to expand legal
services, in particular to the Northwest (Washington), Southeast
(Florida), Washington Navy District (DC), and Great Lakes regions.
Mr. Wagner. Over the last 2 years, the DAF has made significant
improvements to EFMP and efforts to improve the support and services
provided to military families with special needs continues to be a
priority. DAF EFMP transformation is approximately 70 percent complete
in our multi-year journey. Centralization, process improvement and
major automation efforts streamlined processes, reduced timelines, and
increased access to information and services for our families. For
example, the focus on the DAF EFMP Central Cell human capital strategy
led to filling 67 critical positions and the processing time for final
determinations for our families decreased by more than half as compared
to this time last year.
mental health and suicide prevention in the military
68. Senator Hirono. Dr. Schaefer, Mr. Parker, and Mr. Wagner, the
Suicide Prevention and Response Independent Review Committee, which was
stood up by Secretary of Defense Austin, completed its comprehensive
review in January, 2023 and detailed over 120 recommendations. The
Fiscal Year 2024 President's Budget includes about $209 million to
begin implementation of these recommendations. Will all of the
recommendations in the report be implemented by your services?
Ms. Schaefer. The Army is committed to reducing suicides and
recognizes the importance of the recommendations made by the Suicide
Prevention and Response Independent Review Committee (SPRIRC). The Army
is an Active member of the Under Secretary of Defense for Personnel and
Readiness led SPRIRC Implementation Working Group. This working group
is using a collaborative and systematic approach to assess the
viability and advisability of the SPRIRC's recommendations. Per the
SECDEF's guidance, this group will provide a recommended implementation
approach by 2 June. Working with our DOD partners, the Army has
provided critical input and guidance on implementation approaches.
While implementing the recommendations will take time, the Army
understands the long-term benefits they will bring to improve the
quality of life and public health approaches to reduce suicides.
Mr. Parker. The Department of Defense released a report in February
2023 following the Suicide Prevention and Response Independent Review
Commission (SPRIRC) comprehensive review. The report issued 127
recommendations for ``Preventing Suicide in the Military'' to the
Military Departments (MILDEPs).
Upon receipt of the SPRIRC, the Secretary of Defense (SECDEF)
directed the immediate implementation of several recommendations
addressing servicemembers' well-being, access to behavioral and mental
healthcare, and the establishment of a Suicide Prevention
Implementation Working Group. This working group serves as the primary
body to assess the advisability and feasibility of implementing each of
the remaining recommendations.
Mr. Wagner. USD(P&R) swiftly established a Suicide Prevention
Implementation Working Group as the primary body to assess the
advisability and feasibility of implementing each of the
recommendations. The working group identified specific policy and
program changes needed to implement each recommendation and provided
cost and manpower estimates to implement each of the recommendations.
The Secretary of Defense will receive the internal assessment in June
2023. The DAF will continue to support all OSD-level implementation
efforts.
--------
Additional information regarding AF/SG implementation activities.
The DAF has already moved forward with utilization of behavioral
health technicians as behavioral health care extenders. The 4C Career
Field Manager (CFM) makes this a routine topic of focus for with Flight
leadership when she visits DAF installations. The CFM and her staff
also regularly advise Mental Health (MH) enlisted leadership on how to
expand utilization of the technicians as provider extenders. The 2023
Mental Health Flight Leadership conference is devoting a full workshop
on how to use the MH technicians as provider extenders. Limited
administrative support to the clinics and lack of MH case managers
impedes our teams' ability to fully maximize the capabilities of our MH
technicians.
Military Treatment Facilities on DAF installations already
implement episodes of care scheduling within behavioral health clinics.
IAW AFI 44-172, the MH clinics already ensure individuals deemed high
risk are seen weekly. Their treatment is carefully tracked and
monitored, and a multi-disciplinary team of MH professionals meet
regularly to discuss the patients' progress and determine if
modifications to treatment plans are needed. Additionally, the success
of our Targeted Care program, which is designed to connect individuals
to the most appropriate resource (e.g., Mental Health, Primary Care
Behavioral Health, Military Family Life Consultant, Military One
Source, Chaplains) given their respective needs, has resulted in more
availability within the MH clinics. This has enabled many of our MH
clinics to see patients needing that level of care for follow ups at
the frequency indicated given their MH conditions.
DAF (MH) has already been routinely promoting skills-based suicide
prevention training for our MH teams. There has been a concerted effort
to get providers enrolled in the Psychological Health Centers of
Excellence (PHCOE) training on Cognitive-Behavioral Therapy for Suicide
Prevention (CBT-SP). In May 2022, SG 3/4 sent out a transmittal
encouraging MH teams to complete training on Lethal Means Safety (LMS).
That course was offered via computer-based training free of charge from
our VA counterparts.
69. Senator Hirono. Dr. Schaefer, Mr. Parker, and Mr. Wagner, how
are each of your Services prioritizing the implementation of these
recommendations and do you have an estimated timeline for their
completion?
Ms. Schaefer. The Army is actively assessing the implementation of
the recommendations made by the Suicide Prevention and Response
Independent Review Committee, which will be done through a phased
approach, synchronized with the establishment of a prevention workforce
at the strategic, operational, and tactical levels. To expedite the
immediate action of sleep education, the Army will utilize existing
prevention capabilities such as the Holistic Health and Fitness
program. Additionally, the Army is in the process of Army-wide
proliferation of a newly modernized Suicide Prevention training
curriculum, which equips Commanders with tools to impart knowledge and
skills through modular means in accordance with SPRIRC recommendations
for frequency, intensity, and duration of education delivery.
Furthermore, the Army recognizes the importance of leaders who steward
our most valuable asset--People--and is currently reviewing and
assessing the Commanders Assessment Program.
Mr. Parker. The Department of Defense released a report in February
2023 following the Suicide Prevention and Response Independent Review
Commission (SPRIRC) comprehensive review. The report issued 127
recommendations for ``Preventing Suicide in the Military.''
Upon receipt of the SPRIRC, the Secretary of Defense (SECDEF)
directed the immediate implementation of several recommendations
addressing servicemembers well-being, access to behavioral and mental
healthcare, and the establishment of a Suicide Prevention
Implementation Working Group. This working group serves as the primary
body to assess the advisability and feasibility of implementing each of
the remaining recommendations.
The Department of the Navy (DON) is committed to reducing suicide
of its Sailors, Marines, Civilians, and family members. The DON, Navy
and Marine Corps are active participants in the working group reviewing
the recommendations, drafting initial implementation plans,
prioritizing recommendations, and identifying barriers that may impact
implementation. A final plan from the Suicide Prevention Implementation
Working Group is due to SECDEF in June 2023. The DON, Navy and Marine
Corps expect additional guidance concerning the implementation of the
remaining recommendations after his review of the proposed
Implementation Plan.
Mr. Wagner. The DAF is working as part of OSD(P&R)'s SPRIRC
Implementation working group to focus on each recommendation. The DAF's
efforts align with OSD's prioritization level of effort toward
implementing the recommendations from the SPRIRC report. The Secretary
of Defense will receive the internal assessment In June 2023. DAF
implementation plans and completion timelines will be established after
the approvals by SECDEF.
gender integration in the marine corps
70. Senator Hirono. Mr. Parker, the Fiscal Year 2020 NDAA included
a requirement for the Marine Corps to integrate the genders during all
recruit training--with a 5-year deadline to do so at Marine Corps
Recruit Depot Paris Island, South Carolina, and an 8-year deadline at
Marine Corps Recruit Depot San Diego. What is the current status update
on how recruit gender integration in the Marine Corps is proceeding?
Mr. Parker. We have been fulfilling the fiscal year 2020 NDAA
requirement by executing our integrated training model at both recruit
depots since the beginning of 2021. MCRD Parris Island is fully in
compliance and MCRD San Diego is on track to meet the requirement as
directed. Currently, there are no impediments to our gender integration
efforts. By 2026 we expect to have an equal distribution of female
recruits at both depots. Today, every female recruit, at both MCRDs,
trains alongside her male counterpart in integrated companies.
71. Senator Hirono. Mr. Parker, how are the units with full gender
integration performing compared to the all-male or all-female units?
Mr. Parker. In evaluated individual events (e.g., physical fitness
tests, combat fitness tests, and rifle range), we see no discernable
difference in the total average scores of integrated companies in
comparison to all-male or all-female companies. We will continue to
train to standard in our integrated company model and will continue to
monitor recruit performance.
diversity efforts
72. Senator Hirono. Dr. Schaefer, Mr. Parker, and Mr. Wagner,
diversity in race, gender, socio-economic background, and ideas
contributes to a stronger, more innovative military. In today's
challenging recruiting environment, it is more important than ever for
everyone who meets the military's standards to have the opportunity to
serve. How are each of your services reducing barriers to accession for
all people and informing young people about the benefits of service?
Dr. Schaefer. The Army continues to proactively work with OSD to
look to expand upon the traditional standards of qualification to allow
propensed applicants the opportunity to serve.
We continue working to tell the Army's story in new ways to ensure
we remain a top choice for Americans who want to serve their country.
One example of this outreach is the U.S. Army Recruiting Command's
(USAREC) Diversity Outreach and Inclusion Team (DOIT), which engages
and shares real life Army stories from team members in order to connect
with diverse audiences and communities on a personal level. DOIT is
comprised of Officers/Noncommissioned Officers from Active Duty and
Active Guard Reserve with diverse backgrounds and experiences who are
uniquely equipped to provide relatable information to potential
applicants, influencers, and community leaders.
We will continue to reach out to Americans from all backgrounds,
talents, and regions and give them multiple reasons to come in and stay
in our great Army. Our goal is to help all Americans to be able to see
themselves in what the Army has to offer.
Mr. Parker. High schools are the best sustainable market for our
recruiters, and the best way we can share the Navy and Marine Corps
story and the benefits of service. We are continuing to renew our
community and school outreach efforts after the COVID-19 pandemic and
working closely with the Department of Education to connect with local,
State and Federal education officials to promote the value of military
service. Ensuring State and local officials facilitate recruiting
access is paramount to our success.
The Navy and Marine Corps have both implemented outreach to
underrepresented communities as we strive to recruit from every zip
code and increase the pool of qualified accessions. We partner with
affinity and other influential organizations that can promote our
inclusive message of service to all communities, such as minority
professional organizations and fraternities and sororities at
Historically Black Colleges and Universities (HBCUs). We continue to
assess where Naval Reserve Officer Training Corps (NROTC) units are
established and how best to leverage cross-town affiliations at MSIs.
Our recruiters also seek diverse and innovative STEM talent from magnet
schools, specialized high schools, and career and technical education
programs.
In addition to these outreach efforts, both the Navy and Marine
Corps have made significant investments in marketing and advertising to
increase brand awareness among key influencers, to generate contacts,
and to create advocates. Some of the strongest results come from social
media (YouTube, Snapchat, Facebook, Instagram, Reddit, etc.) where we
can reach a large and diverse population, video views and completions,
and media and event impressions.
We are also seeking creative ways to expand the pool of eligible
applicants. For example, the Navy launched the Future Sailor
Preparatory Course, which provides fitness training to help high-
potential recruits meet body composition standards to be eligible to
enlist. The Navy is also accepting additional applicants with lower
Armed Forces Qualification Test (AFQT) percentile scores only if
they have qualifying line scores for a specific job assignment. This
change removes a potential barrier to enlistment that emphasizes the
applicant's individual aptitude (as measured by the line score) vice
their comparison against others (as measured by the percentile score),
and broadens our pool of potential recruits, while still sustaining the
specific job qualifications, which is our most applicable requirement.
Finally, we are working closely with OSD to review medical standards
for enlistment to better reflect modern understanding and treatment of
physical and mental health conditions and not unnecessarily disqualify
those who are qualified and willing to serve.
Mr. Wagner. How we take care of, and prioritize, taking care of our
Airmen and Guardians and their families, caregivers, and survivors
directly impacts our ability to attract talent. Today's youth are
looking for organizations who align with their values, to work
somewhere that respects them and everyone around them. Taking care of
people reflects how we enhance the quality of life and quality of
service of our members.
This is important both to our recruiting messaging, both to
recruits themselves, but also youth influencers. It is also important
to our retention efforts. With a consistent average of ?90 percent
retention, we find that once members join the DAF, we are generating a
positive environment that ensured they want to stay.
The Secretary of the Air Force directed the Vice Chief of Staff to
expedite the process in which we identify and remove barriers to
service to increase the qualified pool of applicants without decreasing
standards. To date, the team has expedited implementation of a revised
tattoo policy allowing for small hand and neck tattoos, modified the
strength aptitude test requirements, and aligned the body fat
composition standard with the DOD standard. Work continues to promote
naturalization at Basic Training, reevaluate driver's license
requirements for specific career fields, incentivize recruit referrals
and authorize additional stripes for certain education and industry
certifications, to include cyber certifications. Additionally, DAF
reinstated the Enlisted College Loan Repayment Program and increased
the Initial Enlistment Bonus budget for fiscal year 2023. More
specifically, the DAF is currently developing/executing a campaign to
encourage female participation in sports through direct marketing and
athletic partnerships to create an enduring relationship with female
athletes and their influencers. The DAF also employs a rigorous data-
driven approach to ensure that our marketing tactics and messaging
align with Generation Z and their influencers. Compared to fiscal year
2022, these efforts have led to a 3 percent increase in female,
Hispanics, and African American recruits year-to-date with a positive
trajectory ahead.
73. Senator Hirono. Dr. Schaefer, Mr. Parker, and Mr. Wagner, the
Department of Defense has initiated a number of programs to put
Servicemembers and their families first. How have these efforts helped
you in your recruiting mission?
Dr. Schaefer. The Army believes there is a correlation between how
we care for our People andoverall recruitment and retention. Investing
in programs that put Families first has real lifeimpacts for our
soldiers and their families, enhances Army readiness, and shapes
publicperception. We have confidence these investments posture us to
retain current and recruit futuresoldiers into the Army.
Mr. Parker. While we have seen many improvements in industry in
recent years, from compensation to education benefits, we must continue
to emphasize the benefits that set the military apart, especially
transformational benefits that only military service can offer. I
believe military compensation and education benefits are still largely
unrivaled by the private sector, especially for our largest cohort of
non-college educated individuals with limited professional experience.
Responsive personnel policies and quality of life programs are
necessary to ensure the military remains relevant in the minds of
today's youth, who have come to expect benefits such as parental leave
to be the norm. These policies and programs contribute to positive
perceptions of military service among those currently serving and their
families. This in turn helps us address misconceptions about military
service, which remain a key barrier to recruitment.
Mr. Wagner. How we take care of, and prioritize taking care of, our
Airmen and Guardians' and their families directly impacts our ability
to attract talent. Today's youth are looking for organizations that
align with their values, to work somewhere that respects them and
everyone around them. Taking care of people reflects that we value
quality of life and as a balance to the sacrifices of service. When we
offer resources for spouses, childcare, health and wellness, financial
readiness support, education, health and wellness those programs help
counter barriers to service. When we take care of our people, our
people can focus on innovating, growing and learning, solving problems,
and executing the mission, which also aligns with young Americans'
desire for work that is challenging, meaningful, and has a positive
impact.
__________
Questions Submitted by Senator Tim Kaine
integrated disability evaluation system
74. Senator Kaine. Secretary Cisneros and Ms. Foster, the
Integrated Disability Evaluation System (IDES) was determined to be a
factor for concern in the Suicide Prevention and Response Independent
Review Committee report that was released in February of this year,
noting that in 2012 the average timeline for completion of evaluations
was 400 days. Although the DOD has made progress and the report stated
that the Services are close to achieving a completion goal of 180 days,
this is a vulnerable population with an increased suicide risk. How is
OUSD(P&R) and/or the Office of Force Resiliency working with the
Services to incorporate this report's recommendations involving manning
and assignment policies and ensuring that servicemembers going through
the IDES process are appropriately cared for?
Mr. Cisneros and Ms. Foster. The Secretaries of the Military
Departments operate the DOD portions of the Integrated DES (IDES) in
accordance with Title 10, U.S.C. One of the primary duties of the
Secretaries is to resource and train staff member with appropriate
assistance from the Director of the DHA. In April 2020, the Department
of Veterans Affairs (VA) suspended all in-person examinations due to
COVID-19 (and continues to be challenged in the examination and rating
stages of the IDES), which affected down-the-line DOD timeliness of
IDES cases. Our VA partners are rectifying that issue now. The Military
Departments, have experienced staff shortages, and gapped assignments
of medical officers at the Physical Evaluation Board level (especially
in the Department of the Navy). Turnover of well-trained uniformed
physicians performing Medical Evaluation Board duties at DHA MTFs has
been of issue. These factors have impacted the ability to process
servicemembers through the IDES in optimum fashion.
However, the Joint Executive Council (JEC) has been directly
involved in assisting the Military Departments mitigate DES staffing
challenge. In a recent JEC meeting, this issue was front-and-center,
and the Military Departments reported the following organizing actions
to improve timeliness and the percentage of cases meeting the goal:
Prioritizing military and civilian vacancies fill actions
to address shortages, to include:
o Adding additional authorizations to increase capacity/
throughput
o Detailing or overstaffing additional personnel to augment
the DES workforce
Sharing and implementing identified best practices to
improve efficiencies
Emphasizing and implementing Service electronic DES case-
processing systems to provide visibility into snags whether DOD or VA
The Department does understand the impact that delayed processes
can have on servicemembers and is taking every effort to minimize
servicemembers' vulnerability of suicide risk. In particular, policy
requires servicemembers undergoing DES evaluation be advised of their
case status regularly, issues that must be resolved for their case to
progress, and the expected timeframe for completing the DES at their
installation. Physical Evaluation Board Liaison Officers help manage
expectations, coordinate medical appointments related to the disability
process, oversee the servicemember's case file, and are required to
contact servicemembers undergoing disability evaluation at least
monthly to offer DES case assistance.
While the Department knows of no direct correlation between the
Military Department's IDES queue time (and staffing) to suicidal
ideations, we recognize that IDES delays could aggravate some
servicemembers.
defense health agency
75. Senator Kaine. Under Secretary Cisneros and Assistant Secretary
Martinez-Lopez, I've had several constituents and advocacy groups reach
out to me about DOD civilian access to care in Japan--an issue that has
both highlighted and added to concerns about the scope of Defense
Health Agency's mandate, which seems to focus exclusively on Active
Duty servicemembers and dependents. Given that OUSD(P&R) is the
principal staff assistant and advisor to SECDEF for Total Force
Management, I'm curious why DHA's mandate to ``provide a medically
ready force'' does not seem to extend to the auxiliary forces that
support our uniformed servicemembers and the mission. Would you agree
that there is a need to reconsider how DHA defines readiness and expand
its mandate to ensure the medical readiness of the Total Force?
Mr. Cisneros. Requirements for ``readiness of the force'' is in the
lane of and identified by the Military Departments. DHA acts on those
requirements in MTFs; however, DHA does not define the requirements of
readiness.
Mr. Martinez-Lopez. Requirements for ``readiness of the force'' is
in the lane of and identified by the Military Departments. DHA acts on
those requirements in MTFs; however, DHA does not define the
requirements of readiness.
support to non-deployable servicemembers
76. Senator Kaine. Assistant Secretaries Schaefer, Parker and
Wagner, it came to my attention during visits to the Mid-Atlantic
Regional Maintenance Center following the suicides of 4 Sailors that a
contributing factor to the stressors at the command was a policy that
allows for a 60 percent increase in the assignment of personnel (30
percent for limited duty and 30 percent for pregnancy/postpartum) with
no additional resources to support a population that requires special
care and attention. How do your respective services provide support to
those in a limited duty or pregnant/postpartum status and the commands
they are assigned to? Separately, how do your respective services do
the same for those undergoing a disability evaluation?
Dr. Schaefer. The Army supports soldiers in a limited duty or
pregnant/postpartum status in several ways. To protect the Soldier, a
medical profile is generated that is routed to the Commander for
approval and awareness. This ensures the Company Commander is aware of
the medically recommended limitations. In the case of a pregnancy,
notifications are handled following the Army Directive ``Command
Notification of Pregnancy'' dated February 27, 2023. Additionally, the
soldier's chain of command, including the squad leader and company
command team, look out for the soldier and may arrange assistance if
required. The service provides support to the commands through their
higher chain of command. This may include clarifying polices and
regulations or facilitating additional support if needed. This may also
take the form of assisting with a replacement if a Soldier on limited
duty fills a key position and cannot deploy or attend a training
exercise.
Mr. Parker. The Navy believes it is critical to support
servicemembers to ensure readiness and resilience. Limited duty (LIMDU)
places servicemembers into a medically restricted status allowing for
recovery and rehabilitation to be their primary focus. Their
progression is proactively managed and closely monitored by a
multidisciplinary team at Navy Medicine Readiness and Training Commands
(NMRTC) through monthly Temporary Limited Duty Operations meetings.
Both the NMRTC and the servicemember's command have designated, trained
Deployability Coordinators (DC) that meet regularly and have access to
the web-based tracking application ``LIMDU SMART'' to ensure
coordination and communication flow effectively between the medical
facility managing the LIMDU Sailor and the parent command.
Navy Medicine provides a Women's Health Website that hosts
resources for pregnant and postpartum servicemembers and their
leadership, including education tools, postpartum return to duty
transition guide, nutrition, exercise, and resiliency materials. In
addition, the Female Force Readiness Clinical Community provides a
platform for women's health leaders and stakeholders to develop
strategic initiatives that support the female force across their
medical readiness needs including pregnancy, postpartum, mental health,
nutrition, musculoskeletal injury and prevention, and more.
For servicemembers going through a disability evaluation, the
Integrated Disability Evaluation System (IDES) is a collaboration
between the Department of the Navy (DON) and Department of Veterans
Affairs (VA) that includes medical evaluations from both agencies
resulting in both Department of Defense and VA disability rating
determinations. The goal of IDES is to close the gap between separation
from Active Duty and the receipt of VA benefits and compensation. NMRTC
Physical Evaluation Board Liaison Officers and parent command DCs, as
discussed in the LIMDU process, support all servicemembers in the IDES,
including utilization of monthly touchpoints for coordination of care
through the Military Medical Treatment Facility or network care.
Mr. Wagner. Department of the Air Force Instruction (DAFI) 36-2110,
Total Force Assignments, outlines DAF assignment policies. The DAF does
not have a policy that increases assignments to affect manning at a
location for servicemembers in limited duty or pregnant/postpartum
status. However, the DAF has Assignment Limitation policies which alert
personnel managers of constraints on utilization, assignment, and
deferment of pregnant/postpartum servicemembers. These policies assign
codes that limit the selection of Airmen to or from certain duties or
areas and may be permanent or semi-permanent in order to protect the
servicemember from re-assignment, for instance while on limited duty/
pregnancy/postpartum status. Furthermore, current postpartum assignment
policy provides deferment and stabilization for up to 12 months after
the birth of a child. Waiver authorities exist for these deferments and
are assessed on a case-by-case basis and allow accommodations where the
risk to health and safety is minimal. On behalf of DAF, the Air Force
Personnel Center's assessment is that assignment limitation codes are
adequate and provide adequately necessary flexibility for
servicemembers and DAF unit-level leadership to ensure the health and
safety, and military readiness of the DAF.
When a servicemember has a condition(s), which may make the member
``unfit'' for continued military service, the member undergoes medical
evaluation and may be referred into the Disability Evaluation System
(DES). Once referred to the DES, this structured evaluation process
(AFI 36-3212) takes approximately 180 days from initial treatment /
medical assessment through the formal evaluation boards to the
transition to veteran status. This process also determines any
disability rating and post-service VA benefits. Each servicemember is
assigned a Physical Evaluation Board Liaison Officer (PEBLO) who
assists the member with the DES process requirements. The PEBLO also
communicates with the member's commander and the VA Military Service
Coordinator regarding the member's progress through the DES, the final
determination, and the transition to the VA. Servicemembers are also
entitled to legal representation through the Office of Disability
Counsel.
__________
Questions Submitted by Senator Dan Sullivan
military family life counselors
77. Senator Sullivan. Under Secretary Cisneros, Assistant
Secretaries Schaefer and Wagner, I am sure you're well aware of the
suicide problem within our military and the DOD's recently released
report on suicide prevention. Last year, Senator Murkowski and I
introduced the Don Young Arctic Warrior Act to alleviate some of the
hardships faced by our servicemembers in Alaska. Both the Arctic
Warrior Act and the DOD's new study addressed servicemembers' access to
counseling services. Right now, Military Family Life Counselors (MFLCs)
provide confidential, non-medical counseling to servicemembers and
their families but they are limited to doing so only in states where
the provider is licensed. MFLCs are in high demand in Alaska so much so
that they cannot meet demand. We can ensure more servicemembers and
families have access counseling by allowing license reciprocity, which
would allow a MFLC licensed in Montana to provide service to
servicemembers and families in Alaska. Do you support license
reciprocity for MFLCs?
Mr. Cisneros. It is fundamentally important that servicemembers and
families have access to counseling services. I wholeheartedly support
solutions to ease access to MFLCs who fill a critical non-medical
counseling role.
Dr. Schaefer. Yes, the Army supports license reciprocity for
Military Family Life Counselors.
Mr. Wagner. Yes, the DAF supports license reciprocity for MFLCs.
MFLCs are highly utilized by the DAF, with over 900 established
requirements for adult, child and youth, and school-based programs, as
a first-line of engagement for our Airmen, Guardians, and families.
recruiting veterans
78. Senator Sullivan. Mr. Cisneros, Mr. Constable, Mr. Parker, Mr.
Wagner, the U.S. military's current recruiting crisis is well-
documented, with the Army missing its recruiting goal by 25 percent
last year and the other branches barely meeting theirs. The DOD has
cited health issues, criminal records, low ASVAB scores, and a lack of
interest in military service as some of the recruiting barriers
services are currently facing. While I agree that we must work to meet
the manpower goals by bringing new recruits into the military, I
believe we must also seek to re-engage veterans who have since left the
service to bring them back. One program I would like to highlight is
the Marine Corps Reserve's new Marine Innovation Unit, which has
successfully recruited veterans with strong consulting, technology,
venture capital, and startup backgrounds back to the service in a
reserve capacity to work on some of the Marine Corps' toughest
problems. Do you think a focus on recruiting veterans is a
complementary effort to other DOD-wide recruitment strategies?
Mr. Cisneros and Mr. Constable. The Services continue to explore a
number of different approaches to help improve recruiting outcomes.
Veterans have always been a big component in our recruiting efforts.
Veterans can share their personal experiences and help tell the
positive message that many of today's youth are missing. Reengaging
with veterans with the intent of having them return to the force is
also an ongoing effort. Each Service has a ``Prior Service'' program
where they seek out former military members with the skills and in the
grades needed to help fill and shape the force. I do think that
including veterans in our recruiting efforts is a force multiplier and
is complementary to our ongoing recruiting efforts.
Mr. Parker. A focus on recruiting Veterans (as well as Active to
Reserve) is not only a complementary strategy for overall recruitment,
but a cost-effective endeavor that allows us to place trained and
experienced Sailors and Marines to fulfill our mission requirements.
Veteran recruits are already trained in their occupation and may also
bring beneficial civilian skill sets, such as those in the Marine
Innovation Units you mention.
The Navy and Marine Corps both provide opportunities for Veterans
to continue serving. Within the Marine Corps, the primary method of
recruiting Veterans back into the Marine Corps is through the Marine
Corps Recruiting Commands' (MCRC) Prior Service Recruiting (PSR) force.
PSR has recruited and processed Veterans into Marine Forces Reserve for
over three decades, and into Marine Innovation Units since its
creation. In 2022, Navy Recruiting Command (NRC) established the
dedicated Navy Recruiting Reserve Command (NRRC) to focus on the Prior
Service and Direct Commission Reserve recruiting mission. NRRC's model
focuses Reserve recruiters in Reserve markets, working a Reserve-only
mission and led by Reserve leaders. In support of this model, NRRC
developed a Reserve-centric prior service training and prior service
marketing and advertising effort. NRRC is staffed with Officer and
Enlisted Canvasser recruiters from a variety of general and specialty
rates and designators. Canvasser Recruiters are Reservists on Active
Duty recruiting tours for up to 3 years. In essence, NRRC recruiters
are Reservists selling Reserve careers. The Prior Service recruiters
are strategically placed in densely populated Veteran markets in each
State and territory. Navy Recruiting is attacking ways to expand the
prior service reach across the Active Duty market to ensure separating
individuals have the information they need to consider extending
service by way of the Navy Reserve. NRRC currently attends all
Transition Assistance Programs (TAP) in the local areas and they have
designated benefits advisors that partner with Active Duty Command
Career Counselors to educate separating Sailors on Navy Reserve
benefits.
Mr. Wagner. Yes, DAF values the skills and experience our veterans
bring, specifically to the Reserves, and we have focused efforts
underway designed to leverage this talent. The DAF's 'Go Blue--Stay
Blue' campaign is a whole-of-service approach to recruiting and
retaining America's best for service, includes attracting veterans for
service in the Air National Guard and Air Force Reserve. We employ
print and digital assets in our on-base and near-base advertising
campaigns as well as paid search, digital, social, and other
opportunities to specifically target and reach the prior-service/
veteran audience across the globe. One of our most recent programs, the
Reserve Hypersonics Team ``Bullpen,'' is developing a structure to
focus Reserve talent on Service priorities. We also offer affiliation
incentives and bonuses to attract fully qualified members into the Air
Force Reserve. We hope the increased options to put veterans' unique
skills and strengths to work across the DAF, incentives for experience,
and our marketing efforts will inspire and increase veteran
recruitment.
servicemember mental health in alaska
79. Senator Sullivan. Mr. Cisneros, Dr. Schaefer, in May 2022, the
Army surged 40 counselors and chaplains to Alaska to address a
horrifying increase in suicides in 2021. The Army also setup other
initiatives aimed at preventing suicide including mandatory annual
counseling sessions for soldiers, a program to connect soldiers'
families with Army leaders, and an option for soldiers to choose to
serve in Alaska. Congress, specifically the Armed Services Committee,
included numerous provisions in the Fiscal Year 2023 NDAA specifically
geared to addressing concerns that Alaska-based servicemembers,
spouses, and mental health providers brought to my attention during
listening sessions I conducted in 2022, including one free trip home
during a tour of duty in Alaska and special pay for servicemembers
regularly operating outdoors in Arctic conditions. What is your
assessment of the Army's response?
Mr. Cisneros. The Army's responses in Alaska are based upon
holistic assessments of the behavioral and social health of the units,
as well as an examination of the impacts of the military community and
geographic location. I also support the Army's implementation of
initiatives based upon these assessments, and I am confident they will
continue to identify areas of concern and response.
The Department employs a public health approach to address the
complex interdependencies involved in suicide prevention. We work with
the Services, including the Army, to support a culture of wellness. We
will also continue to join with organizations, both internal and
external to DOD, to explore public health approaches that address risk
and protective factors, to ensure comprehensive resources are available
and accessible to our military community, and to effectively
communicate that life is worth living.
Dr. Schaefer. Prevention of harmful behaviors, especially suicide,
is a priority for the Army. We implemented Mission 100, which dictated
that every single Soldier received wellness counseling from a
counselor, chaplain, or behavioral health specialist. Many Soldiers
were referred from the counseling sessions to other helping agencies
for assistance with problems with finance, marriage counseling, and
other problems that were creating stress in their lives. In addition,
we focused on other parts of Soldiers' well-being such as providing
additional hardship pay and invested in quality of life such as by
building a new physical fitness center, community activity center, and
child development center.
While we've done well in supporting the Soldiers, Army Civilians
and Family members in Alaska, we do believe that more needs to be done
to address suicide in the USARAK AOR and across the Army.
80. Senator Sullivan. Mr. Cisneros, Dr. Schaefer, do you need any
additional authorities to incentivize civilian mental health providers
to go to Alaska, like moving stipends or retention bonuses?
Mr. Cisneros. No, no additional authorities are needed at this
time.
Assistant Secretary Schaefer. The Army would benefit from approval
to exceed the Title 5 U.S.C. 5754 maximum 25 percent limitation placed
on recruitment, relocation, and retention incentives for Behavioral
Health occupations in Alaska. Having the flexibility to offer higher
incentives will improve Army's ability to recruit and retain highly
qualified behavioral health providers.
Additionally, while we have the ability to offer paid Permanent
Change of Station (PCS) costs to attract civilian employees to Alaska,
these employees are subject to the initial payment of taxes for these
benefits and entitlements. DOD has the authority to reimburse these
costs, but the initial financial liability still falls on the
individual.
Employees who have accepted a PCS have experienced initial tax
costs in the thousands of dollars, which can be burdensome and dissuade
current employees from remaining in the position and future candidates
from applying for these vacancies. We would benefit from exempting
behavioral health civilian employees from paying taxes associated with
PCS benefits and entitlements altogether instead of relying on a
reimbursement structure, similar to their military counterparts.
mental health and accessions
81. Senator Sullivan. Mr. Cisneros, Dr. Martinez-Lopez, my
understanding of the DOD policy for mental health in the accessions
process is that Basic accession standards for all military service are
defined in the Department of Defense Instruction 6130.03, Volume 1,
Medical Standards for Military Service, Appointment, Enlistment, or
Induction (see attachment)--any applicant who has received treatment
for depression within the last 36 months (at the time of enlistment) is
initially disqualified and will require a waiver from the Service
Medical Waiver Review Authority. While the disqualification is based on
treatment within the previous 36 months and duration of treatment
longer than 12 months, the waiver threshold is based on confirming the
diagnosis and demonstrated level of pathology within the medical
record. Is this understanding correct?
Mr. Cisneros and Mr. Martinez-Lopez. An individual identified as
having a mental health condition is considered for a medical waiver
from the waiver authorities with sufficient mitigating circumstances
and provided medical documentation on a case-by-case basis. A case-by-
case review includes information such as current or past diagnosis,
severity of condition, temporality of symptoms, need for ongoing
treatment, likelihood of recurrence, and presence of comorbidities or
concurrent behaviors (e.g., non-suicidal self-harm, suicidality).
Applicants for military accessions are medically evaluated and
deemed qualified or disqualified for service based on medical standards
outlined in DOD Instruction (DoDI) 6130.03 Volume 1 (v1), ``Medical
Standards for Military Service: Appointment, Enlistment, or
Induction.'' Mental health standards are detailed in DODI 6130.03v1,
Section 6.28, ``Learning, Psychiatric, and Behavioral Disorders'' of
the policy.
Depressive disorder is disqualifying if: (1) Outpatient care
including counseling was required for longer than 12 cumulative months;
(2) Symptoms or treatment occurred within the previous 36 months; (3)
The applicant required any inpatient treatment in a hospital or
residential facility; (4) There has been any recurrence; or (5) Any
suicidality (in accordance with DODI 6130.03 V1, Paragraph 6.28.m.).
Applicants who do not meet the physical and medical standards as
described in DODI 6130.03v1 can be considered for a medical waiver from
the Service waiver authorities, based on additional supporting medical
documentation and/or specialty consultation. Service Medical Waiver
Review Authorities make waiver determinations on a case-by-case basis
to determine suitability for service, emphasizing safety,
functionality, assignability, and deployability.
82. Senator Sullivan. Mr. Cisneros, Dr. Martinez-Lopez, Mr. Parker,
Ms. Schafer, and Mr. Wagner, the chart below is from the DOD, depicting
waivers requested and granted during the fiscal year 2016 to 2020
period. Can you provide updated information on mental health waivers
requested and granted, by service, through fiscal year 2022?
------------------------------------------------------------------------
Air Marine
Army Navy Force Corps
------------------------------------------------------------------------
Disqualified from serving due to 89,483 35,738 35,082 31,961
failure to meet the standards
outlined in DOD Instruction
6130.03, Volume 1 (includes any
reason; i.e. vision, hearing,
ortho, etc., to include learning,
psychiatric, and behavioral
disorders).........................
------------------------------------------------------------------------
Disqualified from serving 13,484 6,013 5,975 6,334
specifically due to failure to meet
the Learning, Psychiatric, and
Behavioral Disorder standards
outlined in DOD Instruction
6130.03, Volume 1..................
------------------------------------------------------------------------
Applied for and were granted a 2,034 1,706 1,915 2,448
mental/behavioral health waiver....
------------------------------------------------------------------------
Applied for but were denied a mental/ 2,476 1,719 1,426 1,023
behavioral health waiver...........
------------------------------------------------------------------------
Mr. Cisneros and Dr. Martinez-Lopez. Each Service is responsible,
through their Service Medical Waiver Review Authority (SMWRA), for
granting medical waivers. The Department ensures that applicants meet
accession medical standards in order to enlist in the United States
Military. An individual identified as having a mental health condition
is considered for a medical waiver from the waiver authorities with
sufficient mitigating circumstances and provided medical documentation
on a case-by-case basis. A case-by-case review includes information
such as current or past diagnosis, severity of condition, temporality
of symptoms, need for ongoing treatment, likelihood of recurrence, and
presence of comorbidities or concurrent behaviors (e.g., non-suicidal
self-harm, suicidality). OSD defers to the Services to provide their
waiver numbers. Services provide their waiver data to AMSARA, which
publishes the information in an annual report.
Mr. Parker. The data you provided through fiscal year 2020 is the
most recent available based on publication of the 2022 Annual Report on
Medical Disqualifications, Medical Waivers, Accessions and Outcomes
among fiscal years 2016 2020 Military Applicants by the Accessions
Medical Standards Analysis and Research Activity
I defer to Dr. Martinez-Lopez and the Office of the Assistant
Secretary of Defense for Health Affairs on the availability of more
recent data from that office.
Assistant Secretary Schaefer. In Army, each medical waiver
submitted for a Behavioral Health diagnosis undergoes a very rigorous
process to ensure an applicant's record is provided a holistic review.
In fiscal year 2021 & fiscal year 2022 the Army granted 582 Behavioral
Health waivers of 662 requested.
Mr. Wagner. DAF Data for fiscal year 2021 and fiscal year 2022 MEPS
accessions:
1. Disqualified for any medical reason--14,322
2. No response. We do not have access to MEPS data for individuals
who were disqualified for specific medical conditions. (DAF only has
diagnostic breakdowns by medical condition when the individual applies
for a waiver.)
3. Applied for and were granted a Mental Health waiver--1,967
4. Applied for and were NOT granted a Mental Health waiver--1,802
__________
Questions Submitted by Senator Ted Budd
dod policies to permit taxpayer funding for and authorization to travel
to acquire abortions
83. Senator Budd. Secretary Cisneros, please provide the Committee
with the previously requested information on how many women or military
families have refused to be stationed in Germany, South Korea, or any
other country because of those nations' laws.
Mr. Cisneros. Unfortunately, rationale of declination of a duty
assignment is not information collected at either the OSD or Service
level. The information requested also cannot be retroactively obtained.
84. Senator Budd. Secretary Cisneros, does the Department have any
data on women being deterred from joining the military for fear of
being stationed at an installation or base in a State or Nation that
has restrictive abortion laws?
Mr. Cisneros. No. The Department does not have any data on women
being deterred from joining the military for fear of being stationed at
an installation or base in a State or nation that has restrictive
abortion laws. However, in servicemember engagements, the Department
heard from Service men and women from all grades, ranks, and
components. They repeatedly stated that access to reproductive health
care was a concern. While many acknowledged that access to reproductive
health care was a concern prior to the Dobbs decision, the Supreme
Court ruling highlighted this making it a forefront issue for our men
and women serving in uniform.
85. Senator Budd. Secretary Cisneros, if the Department has data on
women being deterred from joining the military for fear of being
stationed at an installation or base in a State or nation that has
restrictive abortion laws military, please provide that data to the
Committee, as previously requested.
Mr. Cisneros. The Department does not have any data on women being
deterred from joining the military for fear of being stationed at an
installation or base in a State or nation that has restrictive abortion
laws.
86. Senator Budd. Secretary Cisneros, as previously requested,
please inform the Committee of what actions, if any, the Department
would take against a commander that refused to approve leave or travel
to facilitate the abortion of an unborn child in keeping with their
sincerely held religious beliefs.
Mr. Cisneros. While leaders are expected to display objectivity,
compassion, and discretion when addressing all health care matters,
should they be uncomfortable approving requests for non-covered
reproductive health care, they may discuss with their chain of command
whether they can refer such requests to a higher echelon of command for
approval.