[Senate Hearing 118-741, Part 6]
[From the U.S. Government Publishing Office]
S. Hrg. 118-741, Pt. 6
DEPARTMENT OF DEFENSE AUTHORIZATION
REQUEST FOR APPROPRIATIONS FOR FISCAL YEAR 2025 AND THE FUTURE YEARS
DEFENSE PROGRAM
=======================================================================
HEARING
before the
COMMITTEE ON ARMED SERVICES
UNITED STATES SENATE
ONE HUNDRED EIGHTEENTH CONGRESS
SECOND SESSION
ON
S. 4638
TO AUTHORIZE APPROPRIATIONS FOR FISCAL YEAR 2025 FOR MILITARY
ACTIVITIES OF THE DEPARTMENT OF DEFENSE, FOR MILITARY CONSTRUCTION, AND
FOR DEFENSE ACTIVITIES OF THE DEPARTMENT OF ENERGY, TO PRESCRIBE
MILITARY PERSONNEL STRENGTHS FOR SUCH FISCAL YEAR, AND FOR OTHER
PURPOSES
----------
PART 6
PERSONNEL
----------
MAY 8, 2024
[GRAPHIC(S) NOT AVAILABLE IN TIFF FORMAT]
Printed for the use of the Committee on Armed Services
S. Hrg. 118-741, Pt. 6
DEPARTMENT OF DEFENSE AUTHORIZATION
REQUEST FOR APPROPRIATIONS FOR FISCAL YEAR 2025 AND THE FUTURE YEARS
DEFENSE PROGRAM
=======================================================================
HEARING
before the
COMMITTEE ON ARMED SERVICES
UNITED STATES SENATE
ONE HUNDRED EIGHTEENTH CONGRESS
SECOND SESSION
ON
S. 4638
TO AUTHORIZE APPROPRIATIONS FOR FISCAL YEAR 2025 FOR MILITARY
ACTIVITIES OF THE DEPARTMENT OF DEFENSE, FOR MILITARY CONSTRUCTION, AND
FOR DEFENSE ACTIVITIES OF THE DEPARTMENT OF ENERGY, TO PRESCRIBE
MILITARY PERSONNEL STRENGTHS FOR SUCH FISCAL YEAR, AND FOR OTHER
PURPOSES
__________
PART 6
PERSONNEL
__________
MAY 8, 2024
__________
Printed for the use of the Committee on Armed Services
[GRAPHIC(S) NOT AVAILABLE IN TIFF FORMAT]
Available via: http://www.govinfo.gov
_______
U.S. GOVERNMENT PUBLISHING OFFICE
62-233 PDF WASHINGTON : 2026
COMMITTEE ON ARMED SERVICES
JACK REED, Rhode Island, Chairman
JEANNE SHAHEEN, New Hampshire ROGER F. WICKER, Mississippi
KIRSTEN E. GILLIBRAND, New York DEB FISCHER, Nebraska
RICHARD BLUMENTHAL, Connecticut TOM COTTON, Arkansas
MAZIE K. HIRONO, Hawaii MIKE ROUNDS, South Dakota
TIM KAINE, Virginia JONI ERNST, Iowa
ANGUS S. KING, Jr., Maine DAN SULLIVAN, Alaska
ELIZABETH WARREN, Massachusetts KEVIN CRAMER, North Dakota
GARY C. PETERS, Michigan RICK SCOTT, Florida
JOE MANCHIN III, West Virginia TOMMY TUBERVILLE, Alabama
TAMMY DUCKWORTH, Illinois MARKWAYNE MULLIN, Oklahoma
JACKY ROSEN, Nevada TED BUDD, North Carolina
MARK KELLY, Arizona ERIC SCHMITT, Missouri
Elizabeth L. King, Staff Director
John P. Keast, Minority Staff
Director
__________
Subcommittee on Personnel
ELIZABETH WARREN, Massachusetts Chairwoman
RICHARD BLUMENTHAL, Connecticut RICK SCOTT, Florida
MAZIE K. HIRONO, Hawaii MIKE ROUNDS, South Dakota
TIM KAINE, Virginia DAN SULLIVAN, Alaska
TAMMY DUCKWORTH, Illinois TED BUDD, North Carolina
(ii)
C O N T E N T S
___________
May 8, 2024
Page
Military and Civilian Personnel Programs......................... 1
Member Statements
Senator Elizabeth Warren......................................... 1
Statement of Senator Rick Scott.................................. 3
Witness Statements
Joint Statement of:
Vazirani, The Honorable Ashish S., Acting Under Secretary of 5
Defense for Personnel and Readiness; Keohane, The Honorable
Ronald T., Assistant Secretary of Defense for Manpower and
Reserve Affairs; Martinez-Lopez, The Honorable Lester,
Assistant Secretary of Defense for Health Affairs; Foster,
Elizabeth B., Executive Director of the Office of Force
Resiliency.
Stitt, Lieutenant General Douglas F., USA, Deputy Chief of Staff 31
for Personnel, G-1, United States Army.
Cheeseman, Vice Admiral Richard J., Jr., USN, Deputy Chief of 38
Naval Operations for Personnel, Manpower, and Training, N1,
United States Navy.
Glynn, Lieutenant General James F., USMC, Deputy Commandant for 43
Manpower and Reserve Affairs, United States Marine Corps.
Miller, Lieutenant General Caroline M., USAF, Deputy Chief of 51
Staff for Manpower, Personnel, and Services, A1, United States
Air Force.
Kelley, Katharine, Deputy Chief of Space Operations for Human 60
Capital, United States Space Force.
Questions for the Record......................................... 72
(iii)
DEPARTMENT OF DEFENSE AUTHORIZATION FOR APPROPRIATIONS FOR FISCAL YEAR
2025 AND THE FUTURE YEARS DEFENSE PROGRAM
----------
WEDNESDAY, MAY 8, 2024
United States Senate,
Subcommittee on Personnel,
Committee on Armed Services,
Washington, DC.
MILITARY AND CIVILIAN PERSONNEL PROGRAMS
The Committee met, pursuant to notice, at 3 p.m. in room
SD-G50, all Senate Office Building, Senator Elizabeth Warren
(Chairwoman of the Subcommittee) presiding.
Committee Members present: Senators Warren, Blumenthal,
Hirono, Kaine, Duckworth, Scott, Sullivan, and Budd.
Also present: Senator King.
OPENING STATEMENT OF SENATOR ELIZABETH WARREN
Senator Warren. This hearing will come to order.
Good afternoon and welcome to the Personnel Subcommittee's
hearing to receive testimony on military and civilian personnel
programs in the Department of Defense (DOD) and Military
Services. Our annual posture hearing provides the Department
and Military Services the opportunity to discuss their
personnel priorities for the coming year.
It is also a chance for the Members of this Subcommittee to
continue to address the major challenges confronting our All-
Volunteer Force. I am pleased to see the Military Services are
making progress in addressing their recruiting challenges since
our last posture hearing. Nice work. It is critical that we
welcome and support anyone who wants to serve their country.
There are several topics I want to focus on today with our
witnesses. First, if we want to continue to have the most
powerful military in the world, we need to be smarter about
resources. Last July, this subcommittee held a hearing looking
at opportunities to better manage the DOD workforce and, at the
same time, to reduce costs.
Now, while most people think DOD workforce is made up only
of military and civilian employees, there is also a huge band
of contractors, providing consulting, legal, and accounting
services. Witnesses from the Congressional Budget Office (CBO)
and the Government Accountability Office (GAO) told us that we
do not know how many are on the payroll, or even how much we
are paying. In September, the GAO released a report describing
how we are missing out on billions of dollars' worth of
opportunities to be smarter about how we manage this contractor
workforce.
If we can be smarter with our resources it could save
billions of dollars that could then be used to support
servicemembers and their families.
There are two areas on this in particular that I would like
to focus on. First is military housing. I have worked with my
colleagues on this committee to address significant shortfalls
in the quality of housing that we provide to our
servicemembers, and we will keep working on that. But we also
have another huge housing problem. There simply is not enough
housing for Active Duty military.
By some estimates, we are short at least 7 million housing
units nationwide, and that shortage has a big impact on
military families. You know, every few years, sometimes every
few months, we ask families to pack their bags and move, often
to communities where there are not nearly enough affordable
homes. These housing shortages force military families to
strain their budgets and pay prices they cannot afford or to
undergo long commutes. Those higher housing and commuting costs
should be covered by the basic housing allowance that DOD
provides to military families. But the most recent Blue Star
Families survey found that nearly three-quarters of military
families living in civilian housing are paying more than $200
out of pocket.
Congress acknowledged this problem in fiscal year 2019. It
created the Defense Community Infrastructure Program, DCIP,
because we have to have an acronym for everything, to help
communities address community infrastructure shortfalls near
military installations. Now, DOD made clear from this program's
inception, that its top priority--top priority--was, quote,
``military quality of life, military resilience, and military
value in that order,'' close quote. I look forward to hearing
from our witnesses about how this program could be used to help
address our military's housing crisis.
Another area we should be investing in our military
personnel is childcare. Accessing childcare remains a problem
for all families, military and civilian. Two-thirds of Active
Duty military families have children living at home. We must
modernize and improve the way that DOD ensures that
servicemembers and their families have access to affordable,
high-quality childcare.
I know that this is a top priority for many of the Members
of this Committee. I have very much appreciated Ranking Member
Scott's partnership and commitment on this issue. Right now,
there are thousands of vacancies for childcare workers across
DOD Child Care Development Centers, which means fewer available
childcare spots for military families. The Department has put
together a plan to finally update the pay scale for childcare
workers. I am particularly interested in hearing from our
witnesses from the Military Services about how increasing
childcare capacity could help us continue to recruit and retain
the best in the military world.
We must do better to support our military families, and so
I want to say to our witnesses, welcome. Thank you for
appearing.
We are going to have two panels today. The first panel
consists of officials from the Office of the Secretary of
Defense who cover the full range of military and civilian
personnel programs.
The Honorable Ashish Vari, Variani--Varizani. I know I know
how to do this. Did I get close? Vazirani. It just took me a
minute to look. I apologize. Acting Undersecretary of Defense
for Personnel and Readiness. Thank you, Mr. Secretary.
The Honorable Robert Keohane, Assistant Secretary of
Defense for Manpower and Reserve Affairs. Dr. Lester Martinez-
Lopez, Assistant Secretary of Defense for Health Affairs, and
Beth Foster, Executive Director of the Office of Force
Resiliency.
The second panel will consist of the personnel leaders for
the Military Services. I will introduce them when they sit
down, and now I will turn to Senator Scott for his opening
statement.
OPENING STATEMENT OF SENATOR RICK SCOTT
Senator Scott. First I want to thank Chair Warren and her
team for this hearing today, and I want to thank Chair Warren
for her commitment to trying to do everything we can to improve
the opportunity for our servicemembers to live a very fruitful,
enjoyable career.
I joined the Navy at 18, and I can tell you, back then it
was $125 difference in what they paid BAQ [basic allowance for
quarters] to our apartment, and I was only getting paid $334 a
month. So it was a problem then, and it is still a problem
today. But I did want the chair to care about this.
In preparation for our upcoming work on the National
Defense Authorization Act (NDAA) for fiscal year 2025, this
hearing is an opportunity for the Department of Defense senior
leaders to identify areas where we, in the Congress, can help
take care of our military's most valuable asset. It is the one
committee I am on that actually--we were just talking about
this--it actually works well together, it is a bipartisan
committee, and you can have an amendment and you get your best
shot at trying to get it in there.
So as we all know, the military's most valuable asset is
the people who volunteer to serve our country, in and out of
uniform. Military recruiting continues to be an area of
concern, but we have heard about a lot of success lately. At
the end of March, the Active Duty recruitment recruited
approximately 1,200 more recruits this year than it did the
same time last year, which is a positive. Most of the services
are expressing cautious optimism about meeting recruiting goals
this year, which is great. That is great. Unfortunately, we
reduced our goals this year, so our goals this year are lower
than last year.
Despite modest progress, we cannot let this issue fade. We
have got to continue to find great men and women that want to
serve, and there are great men and women all across our
country, including my State, that want to serve.
I am concerned about the MHS GENESIS implementation and how
this is impacting recruiting, and we are hearing that around my
State. We hear a lot that GENESIS makes the process too long
and disqualifies candidates too quickly for issues that can and
should be waived. It is not helping our recruiting efforts, and
we still have them.
As Secretary Martinez-Lopez has heard, I cannot understand
for the life of me why we buy anything from China. Whether it
is computers, drugs, whatever it is--we had a good subcommittee
hearing I guess last week, and I think we had a good
conversation about how we can try to figure out how we can
improve that. So I want to thank everybody that is focused on
that, but I want to buy nothing from China, absolutely nothing.
They want to destroy each of our ways of life. They kill our
citizens through fentanyl. They do all sorts of bad things. So
I know the chair has the same goal that we do. We have got to
figure out how to reduce our dependence on China to nothing.
We have heard a lot of concerns about the Department of
Defense positioning itself to compete for civilian talent.
There are lots of people that are complaining about that. What
people are saying is it is not just a failure to compete in the
private sector but also are losing out to other Federal
agencies. I think our most important agency is Defense, and the
most important thing we do in the Federal Government is
defense. This committee has provided new hiring, pay, and
management authorities for civilian employees every year in the
NDAA. These were requested formally by components within the
Defense Department because the former process is blocked in the
Pentagon and at the Office of Personnel Management.
So clearly we have got to do something better. I want to
continue to find out ways that we can improve civilian hiring
to make sure that what we can do to improve hiring
compensation, management skills, accountability, all these
things.
Any of us that have come, and I think we all have had time
in the private sector, you know you have got to find the best
people and you have got to hold them accountable, so we have
got to keep doing that better.
These three broad areas--recruiting, health care, and civil
service reform--will improve overall military readiness but
also have the additional benefit of improving military quality
of life. More recruits will help lighten the load for those
already in uniform because we are clearly understaffed right
now. Better aligned resources for the military health system
will improve quality and access to care for servicemembers and
their families, and a reformed defense civil service will help
ensure a high quality civilian workforce who provides
administrative support for our men and women in uniform and our
military families.
Thanks to all the witnesses for being here, and I look
forward to working with you. Again, I want to thank the chair.
Senator Warren. Thank you, Ranking Member Scott.
Secretary Vazirani, you are recognized for an opening
statement.
JOINT STATEMENT OF THE HONORABLE ASHISH S. VAZIRANI, ACTING
UNDER SECRETARY OF DEFENSE FOR PERSONNEL AND READINESS; THE
HONORABLE RONALD T. KEOHANE, ASSISTANT SECRETARY OF DEFENSE FOR
MANPOWER AND RESERVE AFFAIRS; THE HONORABLE LESTER MARTINEZ-
LOPEZ, ASSISTANT SECRETARY OF DEFENSE FOR HEALTH AFFAIRS;
ELIZABETH B. FOSTER, EXECUTIVE DIRECTOR OF THE OFFICE OF FORCE
RESILIENCY
Mr. Vazirani. Good afternoon, Chair Warren, Ranking Member
Scott, distinguished Members of the Personnel Subcommittee.
Thank you for the opportunity to testify before you today,
along with my Personnel and Readiness colleagues. We are proud
to support the members of our Total Force, the 2.3 million
Active and Reserve servicemembers, their 2.6 million family
members, and the 900,000 civilian employees of the Department
of Defense. They are the true inspiration for our commitment to
this work.
We are here to testify that the President's fiscal year
2025 budget request enables the Department of Defense to
execute the National Defense Strategy. We are addressing our
current and future national security challenges in a complex
global environment while taking care of our people and
sustaining the finest fighting force in the world.
The value proposition we offer to our servicemembers
currently serving, and those considering joining, is that our
people will be the most valued component of our national
security. Our value proposition includes a meaningful mission,
quality training and education, robust pay, compensation, and a
benefits package that includes retirement and world-class
health care to servicemembers and their families.
The fiscal year 2025 budget includes a 4.5 percent basic
pay raise that, if approved, would deliver nearly 15 percent in
military pay raises over 3 years. The 14th Quadrennial Review
of Military Compensation is reviewing additional ways to
improve the model across our ranks.
We are working to promote a culture of safety for our men
and women in uniform. Our focus on eliminating unnecessary risk
is integral to our training and operations. To this end, we are
updating our policy and implementation guidance to mitigate the
risks of blast overpressure and continuing to prioritize
solutions that minimize mishaps and other hazards to the well-
being of our Total Force.
Likewise, to maintain trust in our institution, the
Military Service must be free of harmful, readiness-detracting
behaviors. Sexual assault, harassment, and other destructive
behaviors have no place in the Department. One instance is one
too many.
Preventing suicide and increasing access to mental health
care remain areas of focus and investment. As directed by the
Secretary, we are taking deliberate and specific actions in
line with the findings and recommendations of the Independent
Review Commission on Sexual Assault in the Military and the
Suicide Prevention and Response Independent Review Committee.
These actions, to include the primary prevention workforce,
will continue to move us toward healthier command climates.
We believe service is a family commitment. Therefore, the
Department continues to vest in programs and services that
support military families. Numerous partnerships and programs
support the employment of military spouses and the financial
security, stability, and the overall quality of life for
military families.
With the fiscal year 2025 budget request, the Department
has taken steps to improve access to and availability of
childcare. In addition, the Department of Defense Education
Activity, which operates the highest-performing school system
in the Nation, will now include universal pre-kindergarten,
thanks to Congress' fiscal year 2024 appropriation.
Our value proposition extends beyond Military Service. We
support servicemembers and their families in their transition
to civilian life. The Transition Assistance Program is a
robust, individualized experience to give servicemembers the
tools they need for continued success after their service in
uniform.
Finally, I want to highlight the Department's dedicated
civilian workforce. Their importance and contributions to our
mission cannot be overstated. They are the key to readiness,
health, resilience, and safety of our fighting force, essential
to the defense of our Nation. The viability of our All-
Volunteer Force is dependent on the contributions of our
civilian talent and their dedication to the national security
mission.
It will take a whole-of-nation and a whole-of-government
approach to promote a national call to service that inspires
young people to give back to their country. As we continue to
collaborate with this Subcommittee and the rest of Congress we
will ask for your help and support in amplifying these
messages.
Thank you for your continued support, and we look forward
to your questions.
[The joint prepared statement of The Honorable Ashish S.
Vazirani, The Honorable Dr. Lester Martinez-Lopez, The
Honorable Ronald T. Keohane, and Ms. Beth Foster follows:]
Joint Prepared Statement by The Honorable Ashish S. Vazirani, The
Honorable Dr. Lester Martinez-Lopez, The Honorable Ronald T. Keohane,
Ms. Beth Foster,
Chair Warren, Ranking Member Scott, and distinguished Members of
the Personnel Subcommittee, thank you for the opportunity to testify
before you today, along with my Personnel & Readiness colleagues. All
of us share the honor of supporting the 2.3 million Active and Reserve
servicemembers, their 2.6 million family members, and the 900,000
civilian employees of the Department of Defense.
The Fiscal Year 2025 President's Budget Request supports Secretary
Austin's commitment to the National Defense Strategy (NDS), which
recognizes that people are critical to our mission and calls on the
Department to attract, retain, develop, and promote a Total Force
equipped with the skills and abilities needed to solve national
security challenges in a complex global environment. The NDS and our
ability to successfully implement it depend on our people, and we have
an inherent and sacred obligation to take care of our people. My
colleagues and I have the privilege and distinct honor of delivering
the policies and programs that advance talent management and workforce
development across our Total Force and promote the readiness,
resiliency, health, safety, and well-being of our workforce. We do so
with your support and partnership on this Committee and others. In so
doing, we strive to articulate, advance, and deliver on the value
proposition of national service, and engender that spirit of selfless
service--not only in our current force, but in our future force as
well--and maintain the bonds of trust and faith with our retirees and
veterans who sacrificed so much in their service. These core principles
of service, country before self, and mission apply not only to our
soldiers, sailors, airmen, guardians, and marines, but also to their
families and our dedicated civilian workforce.
We look forward to sharing with you some of the areas the budget
request supports, and the initiatives that advance the value
proposition of service of those serving our Nation in uniform or as
civilians. Our uniformed servicemembers and civilians have all
selflessly answered that call to serve and are rewarded with a vital
and dynamic mission, a sense of purpose, and the knowledge that they
are contributing to a cause larger than themselves.
building the force
Military Force
Last year we celebrated the 50th Anniversary of the All-Volunteer
Force and, despite a challenging recruiting environment, our Force is
the most ready and lethal in the world. The outlook for fiscal year
2024, while improving, still must take into account certain enduring
challenges. There is a decreasing connection between Americans and the
military. The value proposition that guides our brave young men and
women to enlist or commission needs to be ever sharpened, refined, and
communicated to those interested in serving.
We seek to advance a national call to service that inspires young
people to think about how they can contribute to something bigger than
themselves and highlights the broad range of professional career
options and opportunities Military Service offers, and in answering
that call to service in uniform, they will join a professional force
and develop both life and career skills that will serve them throughout
their lives, during their time in uniform and after. They will receive
the support, services, and resources they need to thrive, helping them
achieve their professional, education, and life goals. We look forward
to working with our partners on this Committee, and throughout the
Congress, as well as State, local, civic, community, and educational
leaders to bridge a growing civil-military divide, increase propensity
to serve, and espouse the value of service. For the Department's
recruiters, improved, increased, and more consistent access to high
school students is critical to achieving that goal. Additionally,
civil-military programs such as JROTC, STARBASE, and the National Guard
Youth ChalleNGe program are important in cultivating the notion of
service, whether in the military or in other ways. The budget request
continues to support those programs and ensures that they have the
appropriate levels of oversight and accountability for a safe and
healthy experience for all who participate.
In addition to DOD's unmatched mission, a critical part of
delivering on our promise to the force is ensuring that we have a total
pay, compensation, and benefits` package that includes retirement and
health care benefits. The fiscal year 2025 budget request includes a
4.5 percent basic pay raise. We thank Congress for its support over the
last 2 years to provide the largest annual basic pay adjustments in
over two decades for our servicemembers.
A new Active Duty servicemember earns about $50,064 per year as
part of their regular military compensation, and it rises quickly to
$56,990 within the first year and $63,960 by year three. This
compensation package includes either government-provided housing or a
housing allowance that is updated annually to reflect rental costs in
the local community. In addition, servicemembers receive generous
retirement benefits, including a defined benefit pension and government
automatic and matching contributions to the Thrift Savings Plan, as
well as health care with few out-of-pocket costs compared to typical
employer-sponsored health plans. The ongoing 14th Quadrennial Review of
Military Compensation (QRMC) is reviewing the basic pay
This generous compensation package, and the overall value
proposition of service, is why today, despite a strong economy, we
continue to enjoy high levels of retention across the force. Delivering
on our commitments to servicemembers is the underlying premise of the
Secretary's Taking Care of People priority and imperatives. With your
support, the investments we have made--and continue to make--in quality
of life and family support programs and the myriad other benefits the
Department offers are paramount to our ability to recruit and retain,
and further develop the most ready and lethal fighting force in the
world.
Civilian Workforce
The value proposition of Military Service, and the readiness of our
Force, is not achievable without the Department's dedicated and
professional civilian workforce. Our civilians enable our
servicemembers to focus on their core warfighting tasks by performing
mission essential and readiness enabling functions across the globe.
They protect the Nation from cyber and digital threats; serve as the
backbone of DOD's acquisition, medical, personnel and family support
programs, and financial infrastructure; and are critical enablers of
readiness at our shipyards, depots, and supply centers globally.
Competition for talent is high and the Department must attract,
acquire, and develop highly talented individuals who might never have
considered government service before. The fiscal year 2025 budget
request invests in workforce cultivation and talent management, with a
focus on attracting individuals with critical skill sets and growing
our cyber, data, artificial intelligence, coding, and software
workforces. At the same time, our commitments to ensuring the safety,
well-being, health, and quality of life of our soldiers, sailors,
airmen, guardians and marines necessitate investments in our civilian
workforce for integrated primary prevention, child care, and mental
health care.
The fiscal year 2025 budget request continues to refine the
Department's efforts to ensure that its civilian workforce is
appropriately sized to complement and support our military personnel in
successfully defending the Nation, and supports a skilled, agile, and
professional civilian workforce ready to meet critical missions. We are
committed to right-sizing and optimizing our Total Force--to include
military, civilians, and contracted support--to achieve mission
effectiveness and deliver warfighting capability and readiness.
health and safety of the force
Military Health System (MHS)
For their willingness to lay their lives on the line, our promise
to servicemembers is to provide world-class healthcare across the
spectrum of care needs to servicemembers and their families. In
December of last year, the Deputy Secretary of Defense directed a
multi-year effort to rebuild the military's direct care system, bring
beneficiaries back to Military Treatment Facilities (MTFs), and
increase care at MTFs by 7 percent by the end of 2026. We strive to
make MTFs, staffed by uniformed and civilian medical personnel, the
primary choice for care for our servicemembers and their dependents.
This stabilization effort, and the fiscal year 2025 budget request,
continues our efforts to ensure adequate staffing at MTFs, ensure
access to care, and maintain and sustain clinical skills for our
medical force. We are already seeing the results of those efforts, with
access to specialty care improving, resulting in a decrease of
beneficiaries seeking specialty care from private providers, and we
continue to invest in enhanced telemedicine capabilities for access to
behavioral health clinicians.
Delivering on our promise of care to the Total Force depends on
having the tools necessary to ensure integrated care across patients'
touchpoints with the MHS. The introduction of MHS GENESIS, the
military's electronic health record system, not only replaced paper
medical records with digital records, but also unified disparate
electronic platforms to provide more complete medical information about
beneficiaries and enable more reliable, informed medical decisions. We
believe MHS GENESIS is positively contributing to the long-term
readiness of our military forces by improving our insights about the
health of our current force, as well as our future force. We continue
to make investments and improvements as we increase the capacity of MHS
GENESIS, and leverage it to ensure a healthy, resilient, and ready
force.
Our continued investments and the fiscal year 2025 budget support
the continued evolution of the MHS in ensuring both a medically ready
force and a ready medical force. These actions underscore the
Department's commitment to Taking Care of People and are absolutely
intrinsic to the value proposition of service that we seek to deliver
upon. While the MHS' priority is, and will remain, caring for
servicemembers and their families, the Department recognizes that it
owes support to our dedicated civilian workforce and their dependents
overseas, where securing certain medical care locally may be difficult.
For instance, in places such as Japan, where differing medical cultures
and language barriers limit non-MHS beneficiaries' access to care, the
Department is taking immediate actions to make it easier for personnel
to schedule host-nation care.
As part of our commitment to the medical readiness and well-being
of the force, we are taking substantive actions and making investments
toward addressing brain health and reducing traumatic brain injuries
(TBI) as a result of blast exposure and otherwise. The Department has
established a joint effort, the Warfighter Brain Health Initiative
(WBHI), between operational and medical forces, which focuses on
cognitive and physical performance as well as the identification of
known and emerging brain threats in military environments. The WBHI
unified approach to cognitive monitoring means that servicemembers will
complete cognitive function tests upon entry and every 5 years after
that. The availability of this objective data provides an opportunity
to enhance or restore cognitive performance of individuals and extend
the health of the force.
Building a Culture of Safety
We have an inherent obligation to ensure the safety of our people--
both uniformed and non-uniformed--and protect our resources and
capabilities. As the science continues to develop, the Department is
acting now on blast safety and mitigation to minimize and avoid
unnecessary blast exposures. We are finalizing updated policy and
implementation guidance to expand requirements for managing blast
exposure risks and operationalize these guidelines. We are also
providing training and tools to our leaders and personnel to ensure
they have the information required to translate guidelines to the
training ranges, units, and the field. These safety and training
standards are central to protecting our servicemembers and civilians
and maintaining the strategic readiness of our force.
The Department will continue to leverage senior leader advocacy,
our robust safety governance structure, and data-driven insights and
actions as tools to inculcate a culture of safety that is committed to
driving behavioral change, reducing future mishaps, and increasing our
readiness. We continue to underscore the importance of safety at every
level of the force, from our newest recruit to our most senior
commander, to ensure an environment where safety is a core value
ingrained as an essential and integrated part of our training and
operations.
The Department is steadfastly focused on investigating mishaps to
identify and mitigate causal factors and drive actions to detect and
mitigate risks before future tragedies occur. The Joint Safety Council,
established by Congress, is a dedicated senior leader forum playing a
key role in protecting our servicemembers from safety risks in both
operational and training settings. It provides advice and
recommendations through the Defense Safety Oversight Council as the
principal forum governing the Department's comprehensive efforts to
manage safety risks and reduce mishaps, as well as occupational
illnesses and injuries. These structures are mutually supporting and
work to prevent training accidents and protect our servicemembers.
taking care of people
Taking Care of People, and the value proposition of service, does
not stop with the health and safety of the servicemember. Our
commitments extend to our military families who serve alongside our
servicemembers. This means ensuring that we invest in programs and
initiatives to promote spousal employment, provide high-quality child
care and school age education, and deliver on morale, welfare, and
recreation programs that result in vibrant, healthy, and resilient
military communities--recognizing that military families are central to
readiness.
Military Spouse Employment
The Department provides robust programs to help spouses achieve
their professional goals, such as installation-based Employment
Readiness Programs and the Spouse Education and Career Opportunities
program (SECO). The SECO program offers virtual resources and tools for
military spouses to find meaningful careers that can contribute to
their family's financial security, stability, and resilience while on
Active Duty and during transition. The Military Spouse Employment
Partnership (MSEP) program connects military spouses with employers who
have committed to recruiting, hiring, promoting, and retaining them.
The Department also recognizes that the States have differing
requirements for licensed career fields, which can impede military
spouse careers. The Defense State Liaison Office educates States on 16
occupational licensure compacts for which seven were developed pursuant
to a Cooperative Agreement between the Department and the Council of
State Governments. Most recently, the Department recently extended and
improved its Memorandum of Agreement with the Department of State on
the Domestic Employees Teleworking Overseas program, which helps
military spouses secure and retain U.S.-based Federal civil service
jobs while posted overseas.
Child Care
The fiscal year 2025 budget request also continues to invest
heavily in delivering child care to our servicemembers, wherever they
are stationed. Last year, we invested heavily in building additional
child care facilities. Building on those investments, the fiscal year
2025 budget request continues that commitment by investing in the child
development workforce by addressing recruiting, retention, and
compensation modernization. DOD operates the country's largest
employer-sponsored child care program, providing care to more than
160,000 children from birth through 12 years of age every year. This
integrated system of care operates worldwide, including 739 child
development and school age centers, 148 youth and teen facilities,
nearly 800 family child care homes, and a robust child care fee
assistance program. We are committed to expanding and implementing
initiatives to improve child care availability, quality, and
affordability while ensuring a safe and healthy environment for
children to thrive.
Between December 31, 2021, and December 31, 2023, we decreased
waitlists at Child Development Centers by 20 percent, reduced fees for
most families making less than $120,000 annually, expanded the
geographic eligibility of families paying for child care in community
rather than military facilities through the Military Child Care in Your
Neighborhood-PLUS initiative and Child Care in Your Home pilot, as well
as increased the monthly amount of fee assistance for this program to
$1,800 per child.
Dependent Education
Beyond early age child care, every solider, sailor, airman,
guardian, and marine who is a parent wants to ensure their children
receive the best education possible. We believe our school system is a
one-of-a-kind benefit for our servicemembers. The Department of Defense
Education Activity student scores were the highest in the Nation across
all demographic cohorts, including students with disabilities and
English language learners, significantly outperforming the national
average.
The fiscal year 2024 budget expanded this support by funding
universal pre-kindergarten for 4-year-olds at all our schools, and the
fiscal year 2025 budget request continues that expansion. The expansion
of universal pre-kindergarten will provide military families with no-
cost educational opportunities for 4-year-olds and will roll out at 80
of our 90 schools worldwide this fall with the remaining 10
implementing as new or renovated facilities come online. We anticipate
as many as 6,000 students benefiting once the program is fully
implemented.
Reduce Harmful Behaviors
The value proposition of Military Service, and the contract that
the Department makes with its All-Volunteer Force, extends beyond just
providing a comprehensive pay, compensation, and benefits package. To
maintain trust with our Force, we have an obligation to offer a safe,
respectful, and accountable environment, free from harmful,
destructive, and readiness-detracting behaviors. With Congress'
partnership over the past several years, the Secretary's priority
improvements in this space continue to be realized, and the fiscal year
2025 budget request continues to invest in combating these problematic
behaviors.
Sexual assault, sexual harassment, domestic violence, and other
destructive behaviors have no place in the Department--one instance of
any is one too many and can harm the unit cohesion necessary to field
the most ready, lethal force. At the installation level, the
Department's On-Site Installation Evaluation (OSIE) allows us to
comprehensively improve prevention efforts, advance the approved
recommendations of both the Independent Review Commission on Sexual
Assault in the Military (IRC-SAM) and the Suicide Prevention and
Response Independent Review Committee (SPRIRC), and inform future
policy development. This effort extends to the Military Service
Academies, where we also focus on addressing command climate and
training challenges. The changes underway are intended to ensure the
Department continues to develop officers who are prepared to lead in a
challenging and dynamic threat environment.
The Department continues to implement the recommendations of the
IRC-SAM as approved by Secretary Austin, and the budget request
supports that focus. That includes continuing to implement the
bipartisan military justice reforms, enhancing victim assistance care
and support, focusing on foundational prevention efforts, and improving
climate and culture. As of April 2024, 32 recommendations are completed
or have seen significant progress, while implementation of the
remaining 50 approved recommendations is underway.
Foundational to our efforts is the Integrated Primary Prevention
Workforce (IPPW), which seeks to reduce the incidence of harmful
behaviors, such as sexual assault, domestic abuse, child abuse,
harassment, retaliation, and suicide. The IPPW promotes the health of
military communities while partnering with leaders to change policies
and implement prevention activities. Our budget request seeks to
continue hiring toward a goal of 2,500 dedicated prevention personnel,
providing additional training and credentialing necessary to support
their professionalization.
The IPPW also contributes to suicide prevention. Suicide remains a
challenge for our force and is being addressed with urgency. The
factors that drive servicemembers to consider suicide are numerous and
complex, and the Department continues to respond with the necessary
nuance and a range of resources appropriate to the many protective and
risk factors that vary from one individual to another. Based on
recommendations from the SPRIRC, the Department is taking 83 enabling
actions across five comprehensive lines of effort. The budget request
supports these endeavors to foster a supportive environment and improve
the delivery of mental health care, address stigma and other barriers
to care, revise and modernize suicide prevention training; and promote
a culture of lethal means safety.
transition from service
Last, our obligation and commitment to the soldiers, sailors,
airmen, guardians, and marines who comprise the All-Volunteer Force do
not end with their time in uniform. The value proposition of service
extends well beyond their time with the Department. Military to
civilian transition is ever-evolving, complex, and multi-faceted
because every transitioning servicemember has their own individual
goals. The Transition Assistance Program (TAP) ensures that our
servicemembers are as successful after their service as they were
during their service. TAP is an individualized, robust program with
alternate pathways and multiple levels of assistance. Each step of the
process is guided by trained counselors, allowing servicemembers to be
in control of their transition and utilize programs, resources, and
information that fit their specific needs and align with their
individual post-transition goals.
In addition to TAP, the Department has other programs bolstering
the post-service careers of our veterans and retirees. For example, the
SkillBridge program reduces civilian employment skills gaps by
providing job training and employment skills training, including
apprenticeship programs and connects participants to employers. Our
most recent data shows over 22,000 servicemembers enrolled or
participated in fiscal year 2022 alone. SkillBridge is an important
part of transition, and the Department is committed to affording
maximum participation while ensuring that commanders can meet mission
requirements and maintain unit readiness.
conclusion
I want to end on the theme of the promise of service--both to and
for servicemembers. The Department has a sacred obligation to provide
for members of the Total Force in ways that might seem extraordinary
from an outside perspective. Our efforts consider the risks members of
the Total Force bear on behalf of their country as well as the frequent
life disruptions they withstand to meet mission requirements. Our
fiscal year 2025 budget request recognizes these commitments and makes
well-reasoned and analytically based investments to provide our
servicemembers with the very best pay, compensation, and benefits
package possible, and essential support programs for them and their
families.
In addition, I would be remiss not to highlight our civilian
workforce once more. While the smallest and least costly segment of our
Total Force, their contributions cannot be overstated. They are key to
the readiness, health, resiliency, and safety of our fighting force and
capabilities, and to the well-being of our military families. Often
unfairly politicized, I would like to stress that our civilian
workforce is a valued and essential component in the defense of our
Nation.
It is our belief that, with the right national call to service, the
value proposition of service for today's youth market will become
increasingly apparent. In addition, we are continuing to enhance
Quality of Life programs and support for the Total Force to ensure
continued high retention. My colleagues and I are privileged to lead
this organization, and I want to assure you that we are committed to
taking care of the Department's workforce and partnering with this
committee to ensure the health and readiness of our Total Force. Thank
you for your continued support, and we look forward to your questions.
Senator Warren. Thank you very much, Mr. Secretary.
So this year the Pentagon requested $850 billion in
funding, and some of my colleagues are howling that that is not
enough. But before we talk about spending more money, we should
examine opportunities for DOD to save billions of dollars.
When we talk about defense contractors, as I was saying
earlier, most people think about Lockheed Martin or Boeing, but
DOD also relies on service contractors, which are contractors
like Booz Allen, McKinsey, and CACI, hired to do things like
consulting, accounting, and strategic analysis. DOD's Cost
Assessment and Program Evaluation Office found that, in some
cases, those contractors can cost two or three times as much as
a civilian employee doing the exact same work.
Secretary Vazirani, you oversee DOD's entire workforce,
including the contractors. When determining the right mix of
employees, servicemembers, and civilians, how important is it
to have good cost data?
Mr. Vazirani. Senator, as stewards of the taxpayer dollars,
it is very important that we have good cost data, and we do our
very best to get accurate cost data as we develop our budgets.
Senator Warren. I am glad to hear you say that and I agree
with you entirely.
You know, the Congressional Budget Office and the
Government Accountability Office told this committee last year
that DOD does not know how many contractors it hires, does not
have reliable data to determine if hiring a contractor will
cost more money or less money than a Federal employee doing the
same job, and that these decisions make it possible about--it
makes about service contractors pose one of the highest risks
in government of taxpayers getting cheated.
The GAO released a report in September that found the
Military Services are failing to collect and evaluate the
workforce data that they need to clearly set priorities and
identify efficiencies. The result is DOD is missing essential
potential cost savings on service contractors, quote,
``totaling billions of dollars.''
Secretary Vazirani, spending on service contractors has
more than doubled in just the past 25 years. The GAO estimates
that we--estimates--that we spend about $200 billion on these
contractors, though the CBO thinks it is closer to $300 billion
that we are spending. So do you think we ought to know how much
we are actually paying?
Mr. Vazirani. Senator, I think it is very important that we
know how much we are spending on these contracts and on these
contractors. I----
Senator Warren. I appreciate your saying this, and I know
that it may feel like the answer is, ``Well, duh.'' But it is
important that we get this on the record, and you are the one
that is trying to run these programs, and it is critical that
we get this information and have it when we are evaluating the
decisions we make.
Now one of the types of contracts that DOD uses for these
services is called an ``indefinite delivery contract,'' which
is used when DOD does not know the timeframe, or does not even
know how many people that it needs to hire under these
contracts.
So, Secretary Vazirani, about how often do you think that
DOD uses an indefinite delivery contract to hire consultants
and other contractors?
Mr. Vazirani. Senator, an indefinite delivery contract is
one of many contracted vehicles available to the Department.
They are typically used when there are emerging missions and we
need that flexibility. It is my understanding that we utilize
those contracts about 50 percent of the time.
Senator Warren. Yes, I think the GAO says it is 54 percent
of the time.
I understand these contracts in extraordinary
circumstances. But it cannot be a majority of the time that we
are using contractors and still call it a surprise in any way.
More than half the time that we are signing these contracts we
are not sure what we want, or when we want it, but we are
committing to pay whatever is charged.
The civilian employees working alongside these contractors
are under a whole lot more scrutiny, and we thank them for
their service by asking them to endure pay cuts and freezes. As
Ranking Member Wicker has pointed out, quote, ``The Department
also does not pay competitive salaries.''
So, Secretary Vazirani, would you agree that failing to pay
competitive salaries makes it challenging for DOD to build the
civilian workforce that we need to protect our national
security?
Mr. Vazirani. Senator, the civilian component of the Total
Force is critical to our mission. We do need to ensure that we
can compete. Over the last several years the Congress has given
us the ability to increase pay for civilian employees. This
year, given the total, the fiscal constraints, we have had to
make some hard choices. But we will continue to use the
flexibilities provided by Congress to ensure that we can
enhance our competitiveness. We also understand and support
what is in the President's Budget with regard to changing some
of the structure and ensuring that we can address issues like
pay compression to ensure that we are----
Senator Warren. I just want to underscore here though,
Secretary Vazirani, I appreciate that you are doing the best
with what you are given, and I am not quarreling about that.
I just want to get on the record that failing to pay
competitive salaries makes it really challenging for DOD to
build the civilian workforce that it needs in order to protect
our national security. Do you agree with that?
Mr. Vazirani. Senator, I agree that as we are competing in
a very tight labor market, we need to have a competitive pay
structure.
Senator Warren. Good.
The Federal Salary Council has found that Federal employees
make 27.5 percent less than their private sector counterparts.
This year's budget does not even keep their salaries in line
with inflation.
So, Secretary Vazirani, I want to work with you and the
rest of DOD to build the workforce we need to keep Americans
safe. But that has to start with looking at where we can save
billions of dollars, and investing in enduring capacity to keep
DOD at the cutting edge that we need to do to protect our
national security.
Thank you. Ranking Member Scott.
Senator Scott. Thank you, Chair. You know, I do not think
you are responsible for this but when I was Governor we had
hurricanes in Florida. I am from Florida. The contract that the
Army Corps had with the same companies to do debris pickup was
ten times higher as what our counties and cities contracted. So
we have got a lot of work to do at the Federal Government.
Secretary Vazirani, can you talk a little bit about the
State of military recruiting. How do you think you are doing?
Do you think your marketing is working? Can you just give me an
update?
Mr. Vazirani. Senator, thank you very much. We continue to
focus on recruiting from the breadth of America and ensuring
that we have the talent we need to execute the National Defense
Strategy. We are starting to see progress and advances in our
recruiting efforts.
The Department is really focused on three particular
efforts in this area. One is ensuring that we increase
propensity, and that is really this national call to service,
making a connection with young people who want to serve, making
sure they understand the opportunities that Military Service
provides.
The second is expanding eligibility, focusing on ensuring
that those who want to serve can make through the accession
process but also helping those who want to serve and maybe do
not meet the standards, then raise themselves so that they can
meet those standards. We are also looking at the medical
accession requirements, to ensure that those who are physically
qualified can make it through the process and serve.
Then the last area is really making resource investments
into our recruiting infrastructure, each of the services
focused on their recruiting structure and the talent that they
have in the field. As a result we are starting to see
improvement in our recruiting results.
Senator Scott. Thank you. Last week we had a subcommittee
hearing on buying Chinese drugs. It was part of it. It is what
I talked about a lot. Secretary Martinez-Lopez, I think we had
a good conversation. What surprised me was that there were not
any solutions. We did not come up with, okay, we know it is a
problem, because why should our military be taking Chinese
drugs when we know they want to kill us, and they are already
killing 70,000 people with fentanyl.
Secretary Vazirani, what are you doing to make sure--I
mean, talk about whether it is drugs, computers, whatever--what
are doing to make sure we buy nothing from China? Communist
China wants to destroy our way of life.
Mr. Vazirani. Senator, one of the things that we are doing
is we are ensuring that we are testing the supply chain and
ensuring that we have the quality that we need in our
pharmaceutical products. I will turn to Dr. Martinez. He can
talk a little bit more about what we are specifically doing to
address the supply chain issues.
Dr. Martinez-Lopez. Senator, since the last time we met, I
pursue this very seriously because it is a national security
issue. I am reaching to the HHS [Health and Human Services].
They have the lead on drugs and security of the supply chain.
So I am talking to the leadership of HHS for us to partner. But
I am going to take the liberty of offering you an offer of help
in the form of a letter to them, as well, to see if they
welcome that now, and I hope they do.
But my message is, this is a whole-of-government. We have
to take a whole-of-government approach. It is too serious of an
issue for just DOD to answer. I think this is one of those
where we are going to need the help of the committee, but also
we are going to need the help of other departments.
Senator Scott. I think the chair is in the same position as
I am, that this is a big issue, and so the more specific you
are about what we can do. But I believe just what the DOD buys,
we can have a dramatic impact and get American-made products. I
mean, I think all of us are in the position that we have got to
get American-made products in everything. So thank you for
that.
Secretary Vazirani, is this something that, in your
management meetings, do you talk about making sure we do not
buy Chinese whatever, since we know they want to destroy us?
Mr. Vazirani. Senator, as we look at, and particularly in
the area of health care, that we are taking care of our people,
we are looking at the supply chains, we are ensuring that our
supply chains are stable, and we look at sourcing of products,
as well.
Senator Scott. Okay. I think Chair Warren is in the same
position as I am, that we have heard from people in our states
about access to mental health services. So Secretary Martinez-
Lopez, there is a provider in Florida who says--she does
telehealth appointments. But once these servicemembers move
overseas they cannot continue. That does not make sense, does
it?
Dr. Martinez-Lopez. Senator, that is a very good question.
You remember a few days in the health care industry. The issue
is not technology. The issue is a licensing process. So it is
not just overseas. I mean, if a patient moves to other states
you will be exactly in the same boat.
So the good news for us, Title 10 allows for us, if the
provider is in the Military Health System, there is portability
of that license. In other words, we can take care of using
telemedicine either abroad or to other states. But that does
not translate to a private enterprise physician working in
Florida.
So maybe in the future, as we expand our digital health
strategy and apply more telemedicine, maybe we may have to come
back to you and see if there is a way that we can get help.
Senator Scott. I think we are both in the same position. I
mean, you know the process here. To get something in the NDAA
we have got to get started, right. But if there is something on
that, I think all of us up here probably all care about the
same--this is a big issue, mental health services. So if you
have ideas, we would love to hear them so we can try to solve
the problem.
Dr. Martinez-Lopez. Sir, I will talk to your staff.
Senator Scott. Thank you.
Senator Warren. Senator Hirono.
Senator Hirono. Thank you, Madam Chair. Secretary Vazirani,
thank you very much for your recent response to my letter
regarding the investigation of and accountability for major
incidents like the Red Hill fuel spill that impacted the
aquifer that Oahu residents rely on for their drinking water,
basically, and the fire on USS Bonhomme Richard.
While I appreciate the work your team has put into
improving and standardizing how the Department investigates,
including establishing the high-level accidents category, I
still strongly believe an additional higher threshold incident
category is necessary for catastrophic incident and to hold
appropriate people accountable.
So I only recently learned that there was a provision in
the NDAA 2022 that asked for the creation of an Accident
Investigation Review Board. You recently--to me, recently,
because I do not even know if my office received a copy of this
report that was put out in October 2023, and the letter that I
sent to DOD was after this report had come out.
But I think the idea or the concern is similar in that we
want to know how investigations of what I would call major
incident, where $1 billion in property damage, or we are
talking about $1 billion in costs that would arise, which is
definitely Red Hill, in my letter to you I would define major
incidents as the loss of lives, and in the case of the letter I
said five.
Now, what you all came up with is not how you will proceed
in an independent, basically, investigation of these kinds of
major incident, but I realize that is what the NDAA 2022 asked
for, a review board. What this board would do, over a 3-year
time span or review, is to see whether the services
appropriately investigated and held people responsible.
That is not what I am talking about. I am talking about in
these major incidents where it would not be up to the services
themselves basically to investigate themselves, but that there
should be an independent entity rising up to the level of the
Secretary of Defense to do it.
So I am just wondering, having received your response, why
is the Department so resistant to establishing my proposed
major incidents category? Why just stick with these--what is
your category? What is the category in your report?
Mr. Vazirani. Senator, we are taking an approach that looks
at high-interest----
Senator Hirono. Oh, high interest. That is about
everything, because you define high interest very, very
broadly, and pretty much that would be just about everything
that is resulting in an investigation by any of the services.
Would you agree with that?
Mr. Vazirani. Senator, we have taken a broad definition
with high interest, when there is loss of life or there is
major loss of property, or it could have high interest for our
stakeholders, the Congress, the media, et cetera.
As we have looked at that, we do believe that whether it is
a loss of one life or five, we have an obligation to ensure
that we have quality, objective, timely, and transparent
investigations.
Senator Hirono. Of course. So I am not talking about the
need to investigate any incident that can be deemed high
interest, which is just about everything because your
definition is very broad. What I am saying is that I am very
interested in how the DOD investigates the kind of situations
such as the Bonhomme Richard, where we lose a ship that is
worth, I do not even know how many billions of dollars, goes up
in flames. Red Hill, 98,000 or so people impacted by the
quality of water. People had to go live with relatives, leave
the State, live in hotels. We are still going to see the
aftermath because we have had to create, thankfully, the
Secretary of Defense decided, at his level, to close Red Hill,
which was not scheduled to be closed, by the way, not in that
timeframe. So I am talking about that level of what I call
major incidents.
You know, needless to say, I am not satisfied with the
Department's answer on why we should not have a mandatory, for
example, separation processing policy for those found culpable
in the catastrophic incidents that I am talking about. This has
happened before. Former Secretary Gates relieved the Air Force
Secretary and the Chief of Staff in 2008, after mistakes
involving the safety and security of nuclear weapons. So I know
that this authority exists.
Let us just say that I am not looking for a report of an
investigation that was done. I am looking for how these
investigations will be conducted in the first instance, in what
I would call major incidents. So we will have further
discussions about this.
Madam Chair, I have some other questions that I will submit
for the record. Thank you very much.
Senator Warren. Senator Budd.
Senator Budd. Thank you, Chair, Ranking Member, and the
panel for being here today. Mr. Vazirani, good to see you
again. We had a good conversation a few weeks ago in my office,
and we talked about the selection for the World Military Games
of 2027. My understanding is it is down between North Carolina,
my own State, and South Africa, that are being considered for
potentially hosting these games.
So as part of the bid I am understanding that DOD needs to
endorse the bid for the International Military Sports Council,
and that Armed Forces sports falls under your responsibility.
Am I correct so far?
Mr. Vazirani. Senator, that is correct.
Senator Budd. Have you received the North Carolina proposal
for this?
Mr. Vazirani. Senator, I understand that that proposal has
come in to the P&R office.
Senator Budd. Well, I think that we are strategically
suited to host World Military Games. We have got the venues,
the transportation, the colleges to do this. Do you know the
status of this proposal?
Mr. Vazirani. Senator, I understand that that proposal came
in earlier this week, and the team is starting to review that.
I am looking forward to seeing the recommendation coming from
the team. Senator, I commit to ensuring that we pass that
recommendation forward.
Senator Budd. Thank you. I hope that DOD, yourself, would
give this all the due consideration, as it is between the
United States and another country, South Africa at this point.
So, I mean, what does it say to our military athletes and
communities that we do not even attempt to secure the games? So
thank you for your best effort there and forwarding this along.
Mr. Vazirani, last year's NDAA, it included a provision
that required the Secretary of Defense to issue regulations
requiring military accessions and promotions to be, and I
quote, ``be based on individual merit and demonstrated
performance,'' end quote.
Here is kind of the question behind that. The Department
informed the committee staff, right here, that it would not be
issuing any new or updated regulations, even though there was
new law in the NDAA about merit and performance. So why didn't
the Department of Defense update the guidance as a result of
last year's legislation?
Mr. Vazirani. Senator, I think you are referring to the
MERIT Act----
Senator Budd. Yes.
Mr. Vazirani.--and Senator, the Department has determined
that we are in compliance with the MERIT Act and therefore did
not need to issue new policy.
Senator Budd. You know, that is my concern is it was
Senator Wicker's bill, the MERIT Act, and it would have, for
the first time, prohibited consideration of race in all DOD
personnel actions. So I have been, and continue to be concerned
that the DOD is pushing race as a factor for service academy
admissions and officer promotions. I hope that perhaps the
guidance and regulations would align with the MERIT Act that
passed as law.
So thank you. I yield back.
Senator Warren. Thank you, Senator Budd.
Ms. Foster, I understand now that we have an integrated
primary prevention workforce, and that it was designed to try
to deal with a lot of interpersonal issues of sexual assault in
the military, child abuse, other kinds of issues, and that you
have been trying to hire nationwide for this. Can you just give
us an update on where you are, what kind of challenges you
faced, and what you see over a sort of near-term horizon for
this, for this workforce?
Ms. Foster. Senator, absolutely. Thank you for the
question. The Integrated Primary Prevention Workforce is a key
focus of ours in preventing harmful behaviors at the Department
of Defense. What I can tell you is that the Department has
hired over 1,000 of those personnel. Our goal is to have in
place 2,500 personnel across the globe, at every installation
across the world. We have been really focused on making sure
that this is a truly professional workforce. So that means that
we have to ensure that this workforce receives adequate
training to do their difficult work. One of the things that we
have done is created a first-of-its-kind prevention credential.
We are in the process of ensuring that those personnel that we
have hired are getting that credential and getting that
appropriate training.
Senator Warren. I appreciate the update.
So, another issue I would like to talk about, and I said I
would talk about at the beginning, is about housing. Families
all across this country, military and non-military, are
struggling because of our Nation's housing crisis, but this is
hitting the military really hard. Nearly two-thirds of
servicemembers live off base. Seventy-three percent of those
troops are paying well over $200 a month in out-of-pocket
housing costs, despite the military providing them a basic
housing allowance that, allegedly, covers their housing needs.
In Florida, a housing shortage led to a shortage of air
traffic controllers at a base in Key West when sailors refused
their assignments to the base because of its reputation for
housing issues. Shortages have also forced some Navy sailors,
who served on tour for months, to live on ships when they
return home because there is no place on land for them to live.
Secretary Vazirani, when there is not enough housing to go
around, how does that affect military readiness and personnel?
Mr. Vazirani. Senator, quality of housing certainly impacts
quality of service and quality of life, and the quality of life
for a military family affects military family readiness and
overall readiness.
Senator Warren. So in fiscal year 2019, Congress created a
pilot program called the Defense Community Infrastructure
Program (DCIP), to help State and local governments improve,
quote, ``deficiencies in community infrastructures supportive
of a military installation.'' In other words, we can spend
money to help out in the community if it would help our
military base.
Now, DCIP has been so successful that Congress made this
program permanent in last year's NDAA. In the last year alone,
these grants helped to replace aging stormwater infrastructure
in the Port of Alaska and Norfolk, Virginia, to construct a new
fire station in Florida, and create a multi-agency emergency
command center in Louisiana.
Secretary Vazirani, have DCIP investments in off-base
community infrastructure paid off for servicemembers and their
families, in your opinion?
Mr. Vazirani. Senator, I think the DCIP program has been an
effective program in investing in those communities where there
are significant numbers of military.
Senator Warren. Investing in the communities in a way that
benefits the military. This is not just, ``you got lucky and
won the lottery, you have a military base.'' It is that it
actually helps the people who are serving on base, is that
right? I just want to make sure I have got this right.
Mr. Vazirani. Senator, that is correct.
Senator Warren. The reason I want to push on this issue is
because I want to build on the success of DCIP. According to a
recent survey, shortages in off-base housing is one of the top
issues facing servicemembers and their families. Expanding DCIP
to prioritize projects that will increase the housing supply
for families who cannot live on base, or who do not want to
live on base, would be a good first step.
So, Secretary Vazirani, would more funding for off-base
communities to build more housing to improve the readiness and
quality of life for servicemembers and their families?
Mr. Vazirani. Senator, access to affordable housing
certainly will improve the quality of life for military
families. We are very focused on that. As we look at, for
example, the BAH, we evaluate that yearly, we look at what is
available housing, we look at the quality of the housing level.
We focus on areas where there is high quality housing, where
there is low crime. We also look at where our military families
are currently living as we set those BAH rates.
Senator Warren. Good. I appreciate that.
I want to work with Senator Scott and other members of this
committee to see if we can't get more help through the DCIP
program.
You know, there is a lot we need to do to improve current
military housing, from getting rid of mold and abusive non-
disclosure agreements, to fixing up conditions in barracks. I
am going to be pushing hard to do that in this year's NDAA, and
I know I am going to get a lot of help here.
But at the end of the day, there is just no substitute for
more housing. Congress should build on the success of the DCIP
program by expanding DCIP to help tackle one of the worst
problems we are facing, and that is the housing shortage for
our military personnel.
So, thank you. Senator Blumenthal. Is that right. Oh,
sorry. Senator Scott. You are next. No, go ahead. You are next.
My fault. Senator Scott.
Senator Scott. Sure. Okay. Thank you, Chair.
Mr. Vazirani, can you talk a little bit about, the
Chairwoman brought up the childcare system. It is my
understanding that the Department has completed a detailed
study on how to improve the recruitment and retention of
childcare providers. Can you talk about those recommendations,
what you have implemented, and what you have decided not to
implement, or what you are in the process of implementing?
Mr. Vazirani. Senator Scott, thank you. Childcare is a key
enabler of readiness. It is an enabler of military spouse
employment. So have placed some significant investments in our
childcare workforce and in our capacity. In the President's
Budgets there is significant investment in building capacity in
childcare centers, and we have made investments, as well, in
the childcare workforce and restructuring that workforce so
that we can recruit and retain that workforce.
I will turn to Secretary Keohane, and he can give you a
little bit more detail on that plan.
Mr. Keohane. Thank you, sir. Senator, with 160,000 children
that go through the Childcare Center every year we certainly
know that we, as the Department, are the largest childcare
provider in the Nation, employer provided.
We have done a number of things to improve the programs.
One of the things that we are working on, certainly as
Secretary Vazirani mentioned, is compensation. This is all part
of the President's recommendation for his 2025 budget.
Additionally, that would allow us to be more competitive with
our civilian counterparts, or our public counterparts, as well
as the ability to hire new positions, for example, lead
educator position, which would allow our childcare workers that
want to progress through the system to move up to management if
they so decide to do so.
Senator Scott. When I was Governor of Florida, we had 21
military bases and 3 unified commands, and so I met with all
the base commanders about every 120 days. We did not focus on
Federal issues. We focused on State issues. But childcare is a
State issue, right. I mean, all this stuff that impacted the
servicemembers' decision if they wanted to serve in Florida was
a big deal to me because I wanted our military bases to be able
to fulfill their mission.
Do you all do that? Do you guys meet with the base
commanders, State by State, and see what--because in my State,
what I did is I brought in all of the agency heads. So if the
base commander says, ``I am having a problem with
encroachment'' or ``I am having a problem with health care,''
blah-blah-blah, whatever it was, then my goal was by the time
of the next meeting we solved that. Do you do anything like
that, State by state?
Mr. Vazirani. Senator, we engage with the Military Services
and at the installation level and then the installation
commanders. I think our colleagues from the services can talk
about what the installation commanders do to engage their local
community.
I think in addition to the things that Secretary Keohane
outlined around building capacity and capability, the other
thing that we have been very focused on is ensuring
affordability of childcare. So we have made change to our
childcare rates so that our lower earners are actually paying
an equitable amount of their income.
We have also implemented dependent care flexible spending
accounts, which will allow Active Duty servicemembers and their
families to use pretax dollars to pay for their childcare.
Senator Scott. You know, another thing we did was we tried
to find best practices for everything we were doing with the
military, and then we put out a pamphlet to show that we were
hopefully better than everybody else. Not always, right. It
never works out that way.
Have you done anything like that, where you can show, you
know, every State that you have military, how the State is
doing? Because the State could be part of this. The State
regulations have an impact. State reimbursement has an impact.
All of these things. Because you are not going to be able to
provide all of the childcare yourself, right. The Department
Secretary is going to have to do some of it. Have you gone and
looked at what the states are doing and find out the states
that are not helpful and states that are more helpful, and put
that out there?
Mr. Vazirani. Senator, an area that we have even engaged
with the states is in implementing our Military Child Care in
Your Neighborhood Plus program. That is really focused on
creating more programs that are civilian programs that we can
then use our fee assistance, while those programs are focused
on ensuring that they meet the quality standards. So that is
one of the ways that we have been engaging with the states.
Senator Scott. Thank you. If we have more time I have
another question.
Senator Warren. You are welcome to it now, if you want.
Senator Scott. Secretary Martinez-Lopez, are you overall
responsible for TRICARE?
Dr. Martinez-Lopez. Yes, Senator.
Senator Scott. Okay. How do you think it is doing? What are
you hearing? What sort of measurement do you do in the TRICARE
program to understand what is people's perception? Because back
when I was in the hospital business we bid on TRICARE contract.
But I can just say, we did not get any of the contracts because
you really need to be on the insurance side of it. But are you
finding differences, depending on where they are in the
country?
Dr. Martinez-Lopez. Sir, I mean, it is one of the largest
health care insurances in the country, very complex to regions.
We just renegotiated the contracts. Hopefully they will come in
line next year. We look at access. We look at the satisfaction
of the patient, just like the rest of the industry.
Access is an issue for us all along because we thought that
the network outside everywhere was going to be very robust, and
now we are finding out that not to be true. You know, there are
parts of the country where the network is not that robust, and
may have to come out with a different way to address the
patients' needs. Telemedicine is one of those ways that we need
to leverage.
So yes, sir, we are looking at the feedback from the
patients. We are learning. I hope the new generation contracts
will be more on target. In the old days, for example, the
contractor would just have network names, and all these doctors
that were in the network. Well, it did not do anything to me as
a patient because I would keep calling and I could not get an
appointment. So the new contract is not about names. The new
contract is about availability of appointments for our patient.
So we are learning. We are making it better. It is not
online yet. It is going to take us a year to get there. But I
am very optimistic that we are moving in the right direction.
Senator Scott. Thank you.
Senator Warren. Senator Blumenthal.
Senator Blumenthal. Thank you, Madam Chair. I want to come
back to the recruiting issue. I understand Senator Scott raised
it. Thank you, Secretary Vazirani, for coming to see us
recently. Maybe you could give us an update on how recruiting
is going.
Mr. Vazirani. Senator, we have focused heavily on the
recruiting challenges. The services are making good progress.
We have been focused in three particular areas. One is
increasing propensity. So that is driving a greater connection
with young people who have an interest in serving. Oftentimes
we find that young people do not know what the opportunities
are in Military Service.
Senator Blumenthal. So let me ask you, and I apologize for
interrupting but we all have limited time. What do the numbers
look like for this year?
Mr. Vazirani. Senator, we are seeing that the Marine Corps,
the Air Force, and the Space Force on the Active component are
meeting their goals. The Army is doing better than they had
been year-over-year. The Navy is still falling short of their
goals, and the Reserve component, three of the elements of the
Reserve component are also meeting their goals.
Senator Blumenthal. So it looks like the Marine Corps,
Space Force, and Cyber will meet their goals----
Mr. Vazirani. Marine Corps, Air Force, and Space Force.
Senator Blumenthal. But the Army is falling short and the
Navy is shorter?
Mr. Vazirani. The Army is doing significantly better than
they had last year, and is just short of goal. I think that our
service components can talk a little bit more, but I think they
are cautiously optimistic that they may be able to meet goal.
The Navy still has some work to do.
Senator Blumenthal. When we last spoke, one of the topics
that Senator Sullivan and I were working on was access to high
schools, if you recall, and I think the same question applies
to colleges and universities. Are you finding any progress on
those efforts?
Mr. Vazirani. Senator, we are seeing improved access
certainly after COVID. But the level of access that we have is
that we are getting the required level of access, not
necessarily the desired level of access. Certainly if we had a
greater frequency and more in-depth opportunity to engage with
young people, not only in the high schools but in college, or
those maybe who are no longer in college, we think that would
give us greater opportunity.
We have submitted a legislative proposal to that effect to
help us increase that level of access. So that would bring us
up to a minimum, while we would at least be comparable with
what the high schools are offering to other employers, or to
colleges, at least a minimum of four times per year. It would
also allow us to have access to lists from colleges or
universities, particularly for those students who may have left
the college or university. This would give us an opportunity to
present them with options that the military can provide.
Senator Blumenthal. Do you find resistance on the part of
some high schools or school boards?
Mr. Vazirani. Senator, I think we find that there are not
any high schools or school boards that are not meeting that
minimum requirement, but there are schools and school districts
that are only providing the minimum requirement, and we would
appreciate greater access.
Senator Blumenthal. Is there anything we can do to help
with that effort?
Mr. Vazirani. Senator, I think that proposal that we have
submitted, I think if the Personnel Subcommittee were to look
at that and consider that, that would be helpful to us.
Senator Blumenthal. I want to ask you just very briefly
about the Xavier Sandor Act, anyone who would like to respond.
As you may know, I and others led the passage of a bill named
after a sailor, Xavier Sandor, who died by suicide on the USS
George Washington. He was a native of Connecticut. He took his
own life 2 years after living in really abysmal conditions on a
ship that was in for maintenance, and there was noise. There
was no air conditioning. There were no really good facilities.
This kind of problem evidently was fairly common among ships
that were doing maintenance over apparently a fairly lengthy
period of time, and that is fairly common.
Do you know how many sailors assigned to ships in long-term
maintenance billets have been authorized to live off post since
December of last year when we passed this measure, which
authorized that kind of off-post billet? Any of you. Thank you.
Mr. Vazirani. Senator, I do not have that information. I
will take that question for the record.
[The information referred to follows:]
Mr. Vazirani. All sailors with dependents are authorized
Basic Allowance for Housing (BAH). But those who elect to live
in privatized family housing may be on post or off post. As a
result, the Department does not have a count of how many
sailors in this category became newly authorized for BAH
between December 2023 and May 2024 and if they lived on or off
post.
All single sailors in paygrades E1-E3 were previously
prohibited by law from receiving BAH. That prohibition is now
lifted for sailors assigned to ships in maintenance, but they
still require an exception to policy (ETP). The Navy is now
placing these sailors in unaccompanied housing (UH) at normal
installations and leased housing at shipyards if UH is not
available at a nearby installation. No ETPs to authorize BAH
were requested or granted between December 2023 and May 2024.
All single sailors in paygrade E4 with less than 4 years of
Service between December 2023 and May 2024 could only be
granted BAH as an ETP. The Navy houses these sailors in UH at
normal installations and leases housing for them at shipyards
and/or uses UH at a nearby installation. As a result, BAH is an
option but not normally necessary.
All single sailors in paygrade E5 and all single sailors in
paygrade E4 with at least 4 years of service may be authorized
BAH if UH is not available. This is an authorization made at
the ship and installation level and as a result the Department
does not have a specific count of sailors granted authority to
receive BAH between December 2023 and May 2024.
All single sailors E6 and up are authorized BAH. As a
result, the Department does not have a count of how many
sailors in this category became newly authorized for BAH
between December 2023 and May 2024 and if they lived on or off
post.
Senator Blumenthal. Thank you. Thank you all.
Senator Warren. Senator Sullivan.
Senator Sullivan. Thank you, Madam Chair. Mr. Secretary, I
want to followup on the work that Senator Blumenthal and I, and
you, have been doing on recruiting. I think it is a really
important issue, and look, it should not be controversial if a
university or an American high school has misguided
administrators who say, ``Hey, we don't want the military
around our students.'' It is a disservice to students to give
them access and understanding. It is a disservice to our
Nation.
So I think we need to be a little bit more forward leaning
and hopefully the legislative language that you are talking
about will have some things.
Let me give you one example. You mentioned minimal
requirement. In a hearing on this committee last year, one of
the Air Force senior officers described what you called
``minimal requirement.'' They called it ``suboptimal access,''
and here is how he described it. ``An example experienced by
many Air Force recruiters is a school that allows a lunchroom
setup during non-optimal hours''--so not during lunch--
``typically displaced into a section of the lunchroom away from
the students, and told by school authorities that they are not
to engage students unless the students engage them first,'' and
they are provided this access once or twice a year. That school
supposedly meets the standard. Okay, whatever the standard is,
that should not be the standard.
That school, that example, we should, in my view, legislate
that that is not acceptable. So if you can work with us--do you
think that is acceptable, the way that Air Force recruiter
described it in this committee last year?
Mr. Vazirani. Senator, I would agree that that is
suboptimal.
Senator Sullivan. That is suboptimal. But that is legal, is
it not?
Mr. Vazirani. Senator, that is correct. That would meet the
definition of required access, and that is why we are coming
forward and asking----
Senator Sullivan. Yes. So I think it would be really
important that we do this work to fix that. I mean, that is
just not acceptable, and shame on those schools for doing that.
But maybe they are led by people who are misguided, do not know
a lot about the military, maybe had a bad experience with the
military, so they are not providing.
So I think one of the things that we can do here, in this
NDAA, is addressing that, and we want to work with you on that,
so thanks.
Let me turn to, Mr. Secretary, you and Dr. Martinez-Lopez,
the MHS GENESIS system is getting all kinds of bad press, all
kinds of mentions. We had a full committee with the Secretary,
and the Chairman came up. Senator Cotton was pressing them on
that. It does seem to be something that kind of digs deep, and
maybe too deep, if you have a young--you know, I have heard of
a story, well, a real-life story, of a young woman, really good
athlete. She had taken antidepressants like when she was 12,
13. and the Air Force was telling her, ``Hey, sorry. We don't
want you.'' A straight A student, top university. We don't want
you--why?
It is kind of this Catch-22. Once you are in the military
we want to take care of servicemembers' mental health, but
right now there are a lot of services that say if you had a
mental health issue when you were 12, you are disqualified.
So I think that needs to be fixed, as well, because think
about that young girl. She has either got to lie and say, ``No,
I never had a problem,'' or if she tells the truth then she
does not get accepted.
What are we doing on the MHS GENESIS health records, and do
you believe it has been a challenge to our recruiting because
it is bringing up things that in my view probably are not that
relevant to whether you want to serve your country as a 20-
year-old, when you were 13 and you took antidepressants.
Mr. Vazirani. Senator, as we think about accessing people
into the military, young people into the military, it is
important that we have a good understanding of their health,
for two purposes. One is we know that they are physically
qualified to be able to make it through that basic military
training, which is very rigorous, and then through that first
contract period and to ensure that they are deployable.
What that MHS GENESIS system has done for us is given us
that ability through the health information exchange to have
that rich history. So it is providing us with----
Senator Sullivan. You call it rich history. Some might call
it probing, deeply irrelevant. But keep going.
Mr. Vazirani. I think having that data informs us. What it
is also allowing us to do is to get a better understanding of
where we can adjust our accession standards. So we have the
medical accession review pilot, which is allowing us, rather
than going back and looking for a complete history, you can go
back and look 1, 3 or 5 years, or through 7 years.
For example, in the area of attention deficit and
hyperactivity disorder, we have been able to adjust that
standard, so now we only have a 1-year lookback period if an
individual is stable and off medication.
So having that history is allowing us to use the science to
be able to adjust the standards.
Senator Sullivan. If you could submit the final answer to
that for the record, and particularly if there is no--you do
not see any issues with MHS GENESIS. It is a getting a lot of
criticism, part of the problem, on recruiting. But if you can
submit that for the record.
[The information referred to follows:]
Mr. Vazirani. The current waiver process provides the
Military Services with key information on which to make a risk
assessment. While there is always room for improvement, we
believe the current process is the most efficient and effective
and places the minimum amount of burden on new recruits.
It is important that we have a good understanding of a new
recruits' health condition for two main reasons. First, the
Department needs to know that the recruit is physically capable
of successfully completing basic military training. Second,
that the recruit has a reasonable chance to complete their
first contract agreement and remain medically deployable. The
MHS GENESIS system, to include the health information exchange
used by MHS GENESIS, is providing us with the information we
need to develop a comprehensive understanding of a recruit's
medical history. MHS GENESIS is also enabling the Department to
have a better understanding of where we can adapt our accession
standards.
While we continue to look for ways to improve the accession
pipeline and process, the MHS GENESIS system has provided us
with a new tool to help inform our qualification and
eligibility decisions. We continue to look for ways to further
optimize the process itself, especially the MHS GENESIS
component; however, as with any change, we need to continue to
adjust when needed. Based on the adjustments made and the
programs we have initiated I do not believe MHS GENESIS is
proving to be a significant barrier to recruiting.
Senator Sullivan. Madam Chair, I just have one really quick
final question for the Secretary. I know I am out of time, but
it is an important one, and maybe you could submit it for the
record, Mr. Secretary.
As you indicate in your testimony, dependent education is a
top priority for servicemembers as they are assigned to duty
stations all over the world. Last month, at a base in Alaska
that is really growing--this is Eielson Air Force Base. We now
have two squadrons of F-35s there, and tankers that are going
to be stationed there--the middle school, high school at
Eielson Air Force Base had to close. One of the main reasons
was funding.
My question, and maybe you can submit it to me for the
record, how does the Department determine DOD impact aid and
how is that distributed to states? Once it is distributed to
states, is there any way to guarantee that it goes to schools
that directly serve the base populations? Is there anything you
can do on this Eielson Air Force Base closure issue that the
Air Force can look into that?
Maybe, Madam Chair, if we can take that for the record, but
try to get that back to us soon.
Mr. Vazirani. Senator, I would be happy to take that for
the record.
[The information referred to follows:]
Mr. Vazirani. Impact Aid is a Department of Education
program and DOD Supplemental Impact Aid follows the Department
of Education policies for Impact Aid distribution and is
governed by 20 U.S.C. Sec. 7703a and 7703b. Alaska is the only
State that considers Impact Aid as ``Alaskan revenue'' when it
arrives in the State. The Alaska Department of Education and
Early Development (DEED) applies for Federal Impact Aid for
Native American children living at the Mt. Edgecumbe boarding
school, as well as children living on Air Station Kodiak, Ft.
Wainwright, JB Elmendorf-Richardson, and Eielson AFB. This
allows Alaska to receive more funding per child than if the
school districts in Alaska applied individually as is the case
for school districts in other states. The Alaska DEED then
passes the funds along to the school districts where the on-
base children attend. In FY23, the Alaska DEED received
$2,662,394 for DOD Impact Aid Supplemental. Regarding Eielson
AFB, it is not certain how much the State disbursed to
Fairbanks North Star School District. In all other states, the
impact aid is applied for by the local education agency
concerned (e.g. the local school district), and goes directly
to that local education agency.
Senator Sullivan. Great. Thank you, Madam Chair.
Senator Warren. Thank you. Senator Duckworth.
Senator Duckworth. Thank you, Madam Chair, and good
afternoon to our witnesses.
Mr. Vazirani, following our conversation during your visit
to my office last week, I want to reiterate my expectation
study regarding special and incentive pays should be
accelerated. I do not want to be slow-rolled, and the timeline
for the study to take potentially another year is unacceptable
to me, especially since this issue has already been studied
within the last 2 years.
It has been 3 years since I first introduced legislation to
make sure that Reserve and National Guard servicemembers are
fairly compensated for maintaining critical skills and
qualifications needed to accomplish their jobs.
Now I do not know why my colleague from Alaska would
voluntarily jump out of a perfectly good aircraft, but if he
voluntarily jumps out of an aircraft three time in 1 month as a
reservist, he should get the same pay as an Active Duty person
who jumps out of an aircraft three times in the same month, in
terms of incentive pay.
At present, our servicemembers in the Reserve and Guard
only receive a fraction of what their Active Duty counterparts
are paid in special and incentive pay to maintain the same
skills. My update in the fiscal year 2024 NDAA requires the
service secretaries to go back and individually review each
type of special incentive pay and certify certain types to be
paid equally to members of the Active and Reserve components if
those special and incentive pays are intended to encourage
reservists to maintain a skill or proficiency identical--
identical--to that required of Active component members, or to
compensate them for identical exposure to hazards or risks, and
if doing so will not negatively impact retention.
Last year's update to the NDAA 2024 was meant to clarify
Congress' intent and provide flexibility. It was not intended
to further delay implementation and slow-roll Congress. You
need to fix this disparity between Active Duty and Reserve
components now.
During our meeting last week, you mentioned that the RAND
study regarding special and incentive pays will not be
completed until the end of this year or early next year. This
is unacceptable.
Can you commit to working with me to ensure that this study
is prioritized and at least some of the findings be completed
in the next 90 days so our Nation's Reserve and National Guard
servicemembers receive the incentive and special pay that they
deserve and that Congress intended for them to receive?
Mr. Vazirani. Senator, I appreciate the conversation that
we had, and certainly value the contributions of the Reserve
component as part of the Total Force.
We have prioritized the study. We are working through that.
I can commit that within 90 days to come and provide an update
on where we are on the study. I am not sure if there will be
element that will be completed in 90 days, but I certainly will
provide you an update on where we are.
I think as we are conducting that study we are developing a
framework that will allow us to understand--and the Congress
did give us the opportunity to implement those special
incentive pays in a targeted manner. So the study will help us
understand whether or not we meet the objectives, the retention
or recruiting objectives by specialty or type of pay, and that
is the intent of the study.
Senator Duckworth. What clarification do you need to say
that a National Guardsman or Reserve force's paratrooper who
jumps out of an aircraft the same number of times in a month as
an Active Duty troop should get the same jump pay as an Active
Duty troop? What further study do you need?
Mr. Vazirani. Senator, the initial study that we did was to
certify for the 2022 NDAA whether or not there would be impacts
to the Active component. The study that we are doing now is to
understand the impacts those will have on the recruiting or
retention objectives in the Reserve component.
Senator Duckworth. You are slow-rolling me, and it is not
acceptable.
Mr. Vazirani. Senator, I promise you we are not slow-
rolling. We are really trying to be deliberate. It is a complex
issue. We want to do it in a deliberate and thorough manner.
There are a number of different pays that can be affected, and
we want to make sure that we are doing this in the correct way.
Senator Duckworth. You can start with key ones that are
very clear. I will tell you that the guy or gal who is jumping
out of that aircraft, it is very clear to him, and it is pretty
simple.
Mr. Vazirani. Senator----
Senator Duckworth. --to them you are slow-rolling.
Now I understand that last year's NDAA included report
language requiring DOD to establish a framework for special and
incentive pay, which was the trigger for the RAND report. I
will note that this framework is not required. It is not
required in order to certify special and incentive pays in line
with the provisions that I mentioned before. Don't use it as a
way to slow-roll. That framework is not required. You can
actually start certifying some of those skills and those
specialties.
Since DOD has decided to enter into an agreement with RAND
to produce this framework, can you explain and clarify why a
new study could take more than a year to deliver when this
issue has already been studied by RAND within the last 24
months?
Mr. Vazirani. Senator, the study that was conducted for the
2022 NDAA was to understand if there were impacts to the Active
component. The study that we are conducting now is to
understand if we are meeting the objectives, the retention, the
recruitment objectives for the Reserve component, and looking
at it by specific pay, as you pointed out. It gives us then the
opportunity to prioritize certain pays, whether it is aviation
pay, jump pay, dive pay, special operations pay.
Senator Duckworth. So if you are waiting for this study,
what is your timeline for developing an actual implementation
plan, and if you have a working group set up to address this
issue, what steps will you take to think through the issues of
implementation now in order to expedite this entire process?
Mr. Vazirani. Senator, we are working with our colleagues
in the Military Departments. Once we have this framework that
will allow for and inform a very robust discussion, once we
carry out that discussion and understand what decisions will be
made, that is how we will proceed.
Given the complexity of this issue, I cannot commit to a
particular timeline on that, but I can commit to ensuring that
we inform you of those decisions, when the framework is
completed and as we make decisions along the way.
Senator Duckworth. So you have no timeline. You do not know
when the RAND study is going to be done, maybe this year, maybe
next year, for a study that was already done. Yet you have the
authority to start making decisions on some of the special
incentive pay. I mean this is all, what, and you are saying you
are not slow-rolling. It seems to me like you are doing this on
purpose so that you do not have to pay these troops, especially
the ones that have very clear, simple requirements that are
exactly the same as Active Duty troops.
Madam Chair, I have an additional question that I am going
to ask to be entered in the record on foreign medical
facilities and medical readiness in the Indo-Pacific region.
Senator Warren. Without objection.
Senator Duckworth. Thank you, Madam Chair.
Senator Warren. Senator Hirono.
Senator Hirono. Thank you very much, Madam Chair.
Secretary Vazirani, last month I joined several of my
colleagues on a letter asking the Department to address recent
news reports regarding failures to appropriately respond to
childcare abuse at military Child Development Centers. My
office just received your response this morning regarding this
situation.
Can you provide an update, briefly, on this issue, and
confirm that the Department has referred this matter to the DOD
IG, that your office is conducting its own review of the
applicable service policies to ensure consistent and effective
oversight of the CDCs? With 160,000 children in your CDCs it is
pretty important that they be safe. Can you confirm?
Mr. Vazirani. Senator, we take the safety of those children
that we have under our care very seriously. When the article
did come out I did refer this to the inspector general, so I
can confirm that that has been submitted to the inspector
general. I also directed our team to work with the Military
Departments to understand and evaluate our policies and
understand if there is ambiguity and where that needs to be
resolved.
I can turn to Mr. Keohane to give you an update on where we
are in addressing those policies.
Senator Hirono. These reviews will be made available to our
committee.
Mr. Vazirani. Senator, as we go through those reviews and
as we adjust policies, as necessary, I certainly commit to
working with your staff----
Senator Hirono. Thank you.
Mr. Vazirani.--and the committee on the direction that we
will go.
Senator Hirono. So Dr. Martinez-Lopez, in October 2023, my
colleagues and I led a letter regarding servicemembers' access
and coverage to Opill, the first FDA-approved oral
contraceptive available without a prescription. The Defense
Health Agency's Pharmacy and Therapeutics Committee ruled that
it would cover Opill in its uniform formulary if it was cost
effective, which it has since been deemed. Of course, with the
chaos following the Dobbs decision, it is very important that
our servicemembers have access to reproductive care including
contraception.
So while we appreciate that childcare now covers Opill,
does the Department require servicemembers to obtain a
prescription?
Dr. Martinez-Lopez. Senator, thank you for the question. I
will take it for the record. I do not know the answer, in
particular, to that one.
Senator Hirono. Well, the FDA [Food and Drug
Administration] has said that this is safe without a
prescription, so if the Department is saying that a
prescription is required, I would say that you should eliminate
that requirement.
Dr. Martinez-Lopez. I understand, ma'am.
Senator Hirono. Will DOD direct the Military Service
exchanges to stock the over-the-counter contraceptive without
burdensome restrictions or delays?
Dr. Martinez-Lopez. Ma'am, right now we are very proud that
130 of our MTFs, medical treatment facilities, offer walk-in
contraceptive clinics and reproductive health clinics. So that
talks about our commitment to make possible what you are
asking. So I do not know the details, the specifics of this
particular drug and about the requirements of the prescription,
but I can tell you about our commitment to make sure all our
servicemembers get the reproductive health care they need.
Senator Hirono. Yes. This is really important, of course,
because as I said, with the chaos following the Dobbs decision
we have servicemembers who are deployed to places where they
are not going to be able to receive the reproductive services
that they deserve. You have situations where they may be in
states where unless they are practically on death's door they
will not receive emergency care.
So we need to make sure that whatever they can have access
to, i.e., oral contraceptives, that they have that access.
For you again, I applaud the Department of Defense's
development of walk-in contraceptive clinics and removal of
contraceptive care co-pays. However, there was a provision in
the 2016 NDAA that all armed services members must receive
comprehensive contraception counseling at all military
treatment facilities at least once every year. A 2022 RAND
report found that only 25 percent of Active Duty service women
received counseling and only 18 percent of Active Duty service
women received counseling from a military health system
provider prior to deployment.
Do you have any updates on the implementation of the
congressional mandate in the 2016 NDAA for all servicemembers
to receive comprehensive contraceptive counseling at least once
a year and prior to deployment? Again, especially important
with the chaos following the Dobbs decision.
Dr. Martinez-Lopez. Senator, we committed again to provide
the best care to all our servicemembers. The decision or when
or how to have a family is unique to every servicemember, so we
owe them that. I owe you, for the record, the actual number of
the implementation, but I can tell you our commitment to make
sure that they do receive that counseling as we move forward.
Senator Hirono. Yes. This has got to be an intentional
commitment. So yes, I will check back with you as to whether or
not we are increasing this percentage, because obviously the
majority of your female servicemembers are not getting this
kind of information.
Thank you, Madam Chair.
Senator Warren. Thank you, Senator Hirono.
I want to thank our panel for being with us. I appreciate
it. There may be additional questions that will come in, and we
will be sure to get those to you.
With that I will excuse you and ask the second panel to
come up.
Mr. Vazirani. Thank you, Senator.
Senator Warren. Thank you.
[Pause.]
Senator Warren. The second panel will consist of the
personnel leaders for the Military Services. Lieutenant General
Douglas F. Stitt, Deputy Chief of Staff for Personnel for the
Army. General Stitt, I understand you are retiring soon, and
this will be your last hearing before this committee. Let me
say from both of us, thank you for your service.
Vice Admiral Rick Cheeseman, Deputy Chief of Naval
Operations for Personnel, Manpower, and Training. Welcome.
Lieutenant General James F. Glynn, Deputy Commandant,
Manpower and Reserve Affairs.
Lieutenant General Caroline Miller, Deputy Chief of Staff
for Manpower, Personnel, and Services for the Air Force.
Ms. Kate Kelley, Deputy Chief of Space Operations for Human
Capital.
So thank you all for being here, and we will hear from each
of you, starting with Lieutenant General Stitt.
STATEMENT OF LIEUTENANT GENERAL DOUGLAS F. STITT, USA, DEPUTY
CHIEF OF STAFF FOR PERSONNEL, G-1, UNITED STATES ARMY
Lieutenant General Stitt. Good afternoon, Chair Warren,
Ranking Member Scott, distinguished Members of this Committee.
Thank you for the opportunity to appear before you on behalf of
the soldiers of the United States Army. I submitted a statement
for the record, and want to highlight a few points from it now.
The United States Army is amidst a fundamental
transformation. We are adapting and changing our capabilities,
force structure, and accessions enterprise. These collective
efforts combine to enable ready combat formations while
ensuring the care of our people and their quality of life is
commensurate with their service.
The Army's senior leadership directed necessary changes to
improve the effectiveness of our accessions formation in the
face of a challenging recruiting environment. These
transformative efforts include enhancements of our recruiting
workforce, engaging across the totality of the labor market,
and a streamlined reporting structure. Compared to the same
point last year, we are ahead in our accessions mission, and
the Army is on pace to meet its targeted fiscal year 2024 end
strength of 445,000.
The Army remains a great place to serve, as demonstrated by
our historically high retention rates. In fiscal year 2023, we
achieved 102 percent of our retention mission, and we are on
glide path to exceed our retention mission again in 2024.
We are focused on critical programs that get upstream and
prevent harmful behaviors from entering our formations.
Our civilian workforce is a readiness multiplier across the
total Army, and our investments in their capabilities are
crucial for meeting the needs of the Army of the future.
All of these efforts contribute to Army readiness and are
vital for retaining our soldiers, civilians, and their
families.
For Army families, we program $1.6 billion across fiscal
years 2024 to 2028 to improve the Army family housing
inventory. For our unaccompanied soldiers, we invested over
$2.1 billion annually in the construction, sustainment,
restoration, and modernization of barracks across fiscal years
2025 through 2029.
With congressional support, we will keep the Army on a
sustainable strategic path as we transform for the future. We
will deliver ready combat formations with advanced capabilities
to defend our Nation and its interests. We understand the
critical importance of preserving the All-Volunteer Force. We
will continue investments in the quality of life for our
soldiers, our civilians, and their families. We will maintain
and buildupon cohesive teams and foster climates of trust,
grounded in our shared Army values.
Chair Warren, Ranking Member Scott, Members of this
Committee, I thank you for your generous and unwavering support
for our talented soldiers, civilians, and their families. I
look forward to your questions. Thank you.
[The prepared statement of Lieutenant General Stitt
follows:]
Prepared Statement by Lieutenant General Douglas F. Stitt
Chairman 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.
Our Army will remain the most effective fighting force in this
fluid and ambiguous environment through continuous transformation. To
maintain this competitive edge, our organizations, materials, and
doctrine must be agile and adaptive to serve our force. As we change
our force structure to grow new capabilities to support the joint force
in Large-Scale Combat Operations (LSCO), we are transforming how we
recruit and invest in our people, the most substantial overhaul in Army
history. We are building the Army of the future, mindful that our
personnel serve as its bedrock. Investing in our people is paramount to
guaranteeing the readiness of the Army. The Army's People Enterprise is
postured to support the Army objectives within a Multi-Domain
Operations framework to win our Nation's wars. Moreover, enhancing
soldiers' capacity to grasp and respond to evolving circumstances
heightens their effectiveness, accuracy, and resilience. Our primary
focus remains on selecting individuals best suited to serve our Nation
and guaranteeing the well-being of our soldiers, Army civilians, and
families.
continuous transformation
Army transformation is well underway, but we must accelerate and
intensify our efforts. We must transform our capabilities, force
structure, and recruiting enterprise. We must deliver ready combat
formations and take care of our people, ensuring the quality of life
for our soldiers, Army civilians, and families. The Army is taking
active measures to overcome recruiting challenges without compromising
on our standards for high quality soldiers. We continue to develop and
implement innovative ideas to invest in America's youth, and attract
high quality recruits.
Transforming our Force Structure
The Army is transforming our force structure to incorporate new
capabilities and refocus on LSCO. The legacy structure from the past
two decades focused on counterinsurgency and counterterrorism
operations and maintained authorizations to accommodate 494,000
soldiers. Our transformation will reduce the unfilled and excess
positions and create space for new capabilities supporting LSCO in a
multi-domain environment. The success of this restructure will rely on
the Army's ability to gradually increase end strength from the current
445,000 soldiers to 470,000 by fiscal year 2029 to meet the
requirements of the future force. This transformation includes a
reduction of 32,000 authorizations across the force structure and an
addition of 7,500 new authorizations, leading to a net decrease of
about 24,000 authorizations. The overall reduction in authorizations
will more closely align the structure to the authorized end strength to
improve the readiness of formations by ensuring they are appropriately
filled, while increasing their capabilities. New additions to the force
structure will bring advanced capabilities to meet current requirements
and ensure that we maintain overmatch against adversaries in the
future.
Recruiting Transformation
To build these advanced capabilities and new formations that will
ensure we maintain overmatch against adversaries, the Army is
transforming how we recruit. This is essential to overcome the greatest
existential threat to the All-Volunteer Force. Fixing recruiting is a
``no-fail'' mission. In October 2023, the Secretary of the Army and the
Chief of Staff of the Army announced a significant transformation of
the Army's Recruiting Enterprise. This effort to enhance how the Army
recruits for a transforming Army is focused on 5 lines of effort to be
successful.
1. Transform how the Army prospects.
Because the labor market has changed fundamentally since the
inception of the All-Volunteer Force in 1973, the Army will expand its
focus beyond recent high school graduates. Today's high school seniors
comprise more than 50 percent of our annual contracts, however, they
represent only 15-20 percent of the larger prospect pool from which we
could recruit. Accordingly, in addition to the high school market, we
need to attract and hire Americans in the college market or those
already out in the job market. The Army leadership has set a goal of at
least a third of the Army's newest soldiers to have more than a high
school degree by 2028, compared to 20 percent today.
2. Transform the Army's recruiting workforce.
The labor market is increasingly competitive, and we recognize we
have technical gaps among our recruiting workforce. As a result, the
Army developed two new MOS's: 420T and 42T; Talent Acquisition
Technician and Talent Acquisition Specialist to better equip recruiters
with skills and tools to achieve success. We are developing the Talent
Acquisition team through a rigorous selection and training process to
optimize a recruiter's ability to identify, and contract interested
young Americans. Soldiers are eager for these additional skills as
indicated by the early interest in the program. Over 1,000 candidates
are interested in applying to the Warrant Officer track. The 1st
cohort, consisting of 122 current Warrant Officer applicants, resulted
in 75 Warrant Officers invited to the mid-March assessment, from which
20-30 are expected to be selected.
Cohort 2 and 3 will also include enlisted soldiers applying to
become Warrant Officers as a part of the selection process. Once
complete, the 420Ts will serve as recruiting leadership, leveraging
their skills and experience to standardize marketing strategies and
inform talent acquisition-policies. When coupled with the upcoming 42T
noncommissioned officers (NCOs), we expect to see an increased capacity
to leverage data and more effectively match interested recruits with
Army contract opportunities.
3. Development of an Innovation and Experimentation Capability
within U.S. Army Recruiting Command (USAREC).
The Army further identified the need for an innovation team,
composed of recruiters supported by experts in information technology
(IT), data management, survey design, labor market analysis, marketing,
operations, and procurement. This will create a fluid culture of
innovation which will allow the organization to navigate the current
socioeconomic environment and keep Army regulations and policies
current to support innovation and rapid tech advancements. This new
innovation capability within USAREC has the authorities and resources
to drive innovation and, importantly, scale successful innovations
across the command. Ultimately, this will enable the development of new
markets, methods, and technology to compete for talent without
sacrificing current and future year production targets.
4. Enhance the evidence base for recruiting policy decisions.
To recruit the best qualified talent for our 21st century force, we
must adapt and transform to provide applicants more tailored incentive
packages. As such, the Army needs to improve the formal measurement and
evaluation of recruiting policy decisions to better determine return on
investment and more effectively allocate resources. To address this, we
are establishing an evidence-based learning capability in the Army
headquarters that will incorporate data collection and program
evaluation design into accessions policy planning and implementation.
As part of this line of effort, the Army will launch an Enlistment
Incentives Pilot Program designed to enable a better understanding of
the value our future soldiers place on monetary and non-monetary
enlistment incentive offerings. This will help us to improve the Army's
value proposition year after year. Lessons learned from this pilot will
enable the Army to reinvest in innovative programs supporting the
recruiting effort while building Army readiness.
5. Aligning Army recruiting leadership and structure.
Finally, we are seeking to elevate USAREC to become a three-star
command that oversees enlisted recruiting, Army Cadet Command, and the
Army's Enterprise Marketing Office and reports directly to the
Secretary of the Army and the Chief of Staff of the Army in light of
its critically important mission. The leadership of USAREC will serve
for an extended tenure, building stability and expertise and decreasing
the impact of frequent leadership changeover.
Quality Total Army Accessions
Army readiness depends on a high-quality All-Volunteer Force. The
recruiting challenges facing the Army are not new, and they are not
from a single cause. Several of the trends we are observing, and now
responding to, were 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 there such as
healthcare and tuition assistance. The Army is addressing each of these
challenges head-on, with all resources committed, to turn around
recruiting. We are doing better this year at this same point compared
to last year. We are laser focused on building back our end strength to
grow additional capabilities that our Army needs.
The Army is carefully monitoring and as needed, 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. Specific occupational
training of choice and duty station of choice remain the most popular
incentives.
Investing in the Army requires investing in our youth and helping
them realize their full potential. The Army did not meet its recruiting
goals in fiscal year 2023, it did however enlist 50,181 recruits in the
Active Component (AC), 29,310 recruits in the Army National Guard
(ARNG), and 9,319 recruits in the U.S. Army Reserve (USAR) in fiscal
year 2023. The majority of these were high school graduate recruits: 94
percent high school graduates for the AC, 98 percent for the ARNG, and
97 percent in the USAR. Similarly, 59 percent were Armed Forces
Qualification Test (AFQT) Test Score Category (TSC) I-IIIA for the AC,
and both the ARNG and USAR recruited 62 percent TSC I-IIIA soldiers in
fiscal year 2023.
Furthermore, TSC IV recruits only made up 3 percent of the AC and
USAR recruits, and 4 percent of ARNG recruits in fiscal year 2023,
ensuring we remained below the Department of Defense (DoD) standard of
no more than 4 percent Category IV recruits. As of February 29, 2024,
the AC achieved nearly 31 percent of its fiscal year 2024 recruiting
mission of 55,000. In fiscal year 2024, the AC has recruited 94 percent
high school graduates, and is currently at 56 percent TSC I-IIIA. The
ARNG achieved more than 44 percent of its fiscal year 2024 recruiting
mission of 34,140. The ARNG is at 97 percent high school graduates and
58 percent TSC I-IIIA. The USAR achieved more than 29 percent of its
recruiting mission of 14,650. Of these recruits, 98 percent are high
school graduates, and 58 percent are TSC I-IIIA.
The Future Soldier Preparatory Course (FSPC) is yet another
innovative and successful pathway we have developed and implemented in
response to the tough environment we are amid. This program is an
investment in America's youth. It is expanding our recruiting pool,
while not sacrificing quality. FSPC is a holistic program to aid
potential recruits to meet either the physical or academic aptitude
standards to fully qualify for Army service. In fiscal year 2023, the
success of the FSPC program provided upwards of three Brigade Combat
Teams (12,887 soldiers) worth of additional combat power to the Army.
47 percent of graduates are scoring in Test Score Category IIIA or
higher, thus ensuring we maintain our continued goal of accessions
quality over quantity. 96.6 percent of academic track graduates and
95.4 percent of fitness track graduates have graduated Basic Combat
Training which is higher than standard BCT graduation rate of 94
percent. Army is looking at ways to expand the program to provide a
pathway for those with the propensity to serve.
Retention
Readiness depends on retaining the right soldiers in the right jobs
at the right time. To do this, we are constantly adapting to the
dynamic operational environment. As we see soldier trends change, we
adjust our policies to meet soldier's needs, wants, and desires, to
Army strengths and needs. These adjustments can include monetary and
non-monetary incentives we use to drive behavior. A strong retention
program further supports continued service in critical roles or skills
needed as we transform to the Army of future. In fiscal year 2023, the
Regular Army retained 56,239 exceeding the prescribed objective of
55,110 by 2 percent. Another 7,041 of those scheduled to Expiration
Term of Service (ETS) in fiscal year 2023 were transitioned into the
Army Reserve or National Guard exceeding the established target of
6,379 by 10.4 percent. This year, the Army has established and
missioned a reclassification goal in addition to the fiscal year 2024
and fiscal year 2025 reenlistment mission objective. The Precision
Retention Military Personnel (MILPER) provides soldiers and families
with an overview of the process the Army utilizes to achieve a balance
among MOSs. It provides soldiers and their families with an outline of
which MOSs have limited opportunities due to being overstrength, those
with greater opportunities due to being understrength, and the process
by which they can reclassify from one to the other. The Regular Army is
on track to meet its fiscal year 2024 retention mission objective to
retain 54,700 soldiers and has retained over 32,000 soldiers year to
date which is a completion rate of just over 58 percent. Overall, Army
retention is high, which signals soldiers are having a positive
experience and achieving their goals and aspirations across our Army.
We are investing in our recruiters by modifying how they are
selected, improving their training, increasing their resources, and
educating them on available family programs. Other initiatives to
improve our recruiting efforts include the development of the Soldier
Referral Program to provide an opportunity for soldiers in the AC,
USAR, and ARNG to connect with youth where they are, share their Army
story, and be rewarded when the referred recruit joins the Army. From
implementation of the SRP in January 2023 through 31 March 2024, USAREC
contracted 2,277 enlistees from referrals for the Regular Army and 490
for the US Army Reserve, of which 1,781 (RA) and 321 (USAR) have
shipped to initial military training. The referrals for those who
shipped to training were made by over 1,367 serving soldiers across the
Army. Accordingly, all 1,367 serving soldiers were awarded the Army
Recruiting Ribbon. Of the 1,367 serving soldiers, 596 were promoted to
an advanced rank based on valid referrals that shipped to training
under the SRP pilot. 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 $75 for each contract over the requirement
in CAT IIIB, and $150 for each contract over the requirement in CAT I-
IIIA.
Civilian Workforce Recruiting
Our civilian workforce is a force multiplier across the Total Army
and our investments in their capabilities is crucial for meeting the
needs of the Army of the future. The Army appreciates the many civilian
direct hire authorities and other flexibilities that Congress has
afforded the Department. These authorities allow us to reach top
civilian talent and bring them on faster than through traditional
hiring. In addition, direct hire authorities have allowed the Army to
increase outreach and proactively recruit from a more diverse audience
to acquire uniquely skilled candidates. The Army has implemented
several initiatives as part of a broader strategy to reduce civilian
time-to-hire and increase candidate quality. This multi-year strategy
is designed to increase competency and skills-based hiring in support
of Executive Order 13932, Modernizing and Reforming the Assessment and
Hiring of Federal Job Candidates, leverage Office of Personnel
Management resources, and optimize Army hiring processes. As our multi-
year strategy to reduce time-to-hire and improve candidate quality
matures, we expect to achieve consistent reductions in the time it
takes to hire civilian personnel while simultaneously ensuring a more
qualified pool of candidates.
Marketing
The Army provides opportunities and possibilities for investing in
oneself for a better life. The Army offers 178 career fields as options
for new recruits, and Army Marketing is unrelenting on re-introducing
this Army to America's youth. Serving in the Army is not a detour; it
allows our youth to take an accelerated path to fulfill their dreams
and realize their full potential. We must meet young people where they
are and address their concerns that are barriers to entry. Our research
informs us that prospects have a lack of 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 among the prospect audience continue to be
that serving in the Army will either delay or put them ``off-track''
from their life goals or separate them from friends and family.
Our marketing efforts are tailored to assuage these concerns and
show prospects that the Army will accelerate their path to achieving
life goals. Last year, the Secretary of the Army and the Chief of Staff
of the Army announced the Army's first new brand refresh effort since
``Army Strong'' nearly 20 years ago. This 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 among our veterans, it was not
chosen for the sake of nostalgia; it was chosen because testing among
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 prospect audience.
Elements of this campaign are now in market and appearing in connection
with events like the Men's and Women's National Collegiate Athletic
Association (NCAA) Basketball tournaments, with more planned this
fiscal year.
Over the last 12 months the Army put three distinct advertising
campaigns in market to communicate from multiple angles to the prospect
audience. ``Know Your Army'' communicated tangible employment benefits
that the Army provides. The third Chapter of the ``What's Your
Warrior'' series informed prospects on the breadth of career fields
available. Finally, ``Decide to Lead'' communicated how service as an
officer provides unparalleled leadership training and experience. This
was the first officer-focused campaign for the Army since 2009. As a
result of this campaign, we exceeded our Army Reserve Officers'
Training Corps' National Scholarship Board application goals. We have
seen a positive cumulative effect on prospective lead generation by
using multiple campaigns simultaneously in the market to address the
interests of multiple audiences.
leader selection, personnel modernization, compensation and benefits
The foundation of Army Readiness is personnel readiness. Programs,
policies, innovations, and management models are transforming the
Army's personnel systems to meet future needs. These changes will
provide our soldiers and civilians with 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
Unit level commanders are in the best position to have positive
impacts and influence in our soldiers. Identifying and selecting the
very best leaders demonstrates the Army's commitment to take care of
its soldiers and maintain the All-Volunteer Force. This is critical in
the Army's efforts to prioritize human capital investment and talent
management by acquiring and leveraging the Knowledge, Skills, and
Behaviors (KSBs) of its soldiers, balanced with the needs of the Army.
The Command Assessment Program (CAP) improves the Army's ability to
select the best leaders at the battalion and brigade levels. In
November 2023, the Army completed the fifth iteration of CAP. Over
7,000 leaders at lieutenant colonel, colonel, GS-14, GS- 15, and E-9
levels have been assessed through CAP over the past 4 years. To date,
CAP has identified 300 leaders with consistent counterproductive
behaviors, contributing to more positive command climates. These non-
selections for command are provided developmental feedback and
encouraged to work on the ``gap'' in their leadership swing to
potentially compete at CAP the following year. CAP has continually
improved its feedback mechanism to contribute to individual and
organizational growth. 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, more emotionally resilient and less
likely to exhibit counterproductive or ineffective leader traits.
The Army Talent Alignment Process (ATAP) revolutionizes personnel
utilization through a decentralized, regulated marketplace, empowering
officers to align with unit needs based on a comprehensive assessment
of critical talent data. ATAP operates under a set of robust business
rules that delineate responsibilities for units, officers, and the
Human Resources Command (HRC) during market cycles. These rules not
only ensure fair and transparent operations but also enable the Army to
dynamically adjust assignments to meet evolving readiness requirements,
thereby strengthening overall force effectiveness.
To date, ATAP has successfully matched over 60,000 officers and
warrant officers with assignments across eight cycles, highlighting the
effectiveness of the market-style hiring approach in meeting both
individual preferences and command requirements. Under the guidance of
Army Senior Leaders, efforts are underway to formalize ATAP through the
Army Directive, ensuring its integration into the Army's talent
management framework. Headquarters Department of the Army Executive
Order (EXORD) 241-21 mandates the participation of Active Component
units and officers through the Assignment Interactive Module 2.0
(AIM2), further enhancing the reach and efficiency of the process.
The Integrated Personnel and Pay System--Army (IPPS-A)
IPPS-A is the Army's 21st Century Talent Management System. It 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 a secure, comprehensive, and data-rich human resource (HR)
talent management system to the Total Force.
Just over a year ago, IPPS-A Release 3 was deployed to over 1.1
million soldiers in all three components, providing the Total Force
visibility required to support Readiness, Talent Management, and
Auditability. IPPS-A is the Army's top human resources modernization
effort and system of record for accountability of Army personnel. Over
the last year, IPPS-A processed more than 2.5 million pay impacting
transactions with an accuracy rate of approximately 99 percent, along
with over 250 thousand Customer Relationship Management (CRM) cases
actioned by H.R. and IT professionals. IPPS-A trained over 41 thousand
H.R. Professionals on their roles and responsibilities with the new
platform while also providing Self-Service and Leaders videos and user
manuals. With the transition to Agile Software Development in July
2023, the team is able to easily flex to meet law, regulation, and
policy change updates while also completing enhancement requests from
the users. IPPS-A averages over 100,000 users daily with 380,000
downloads of the mobile app. IPPS-A is a soldier's system and it shows.
Compensation and Entitlements
Since the inception of the All-Volunteer Force, our compensation
program has been instrumental in attracting and retaining qualified
personnel to fill our ranks. Recent challenges in meeting recruitment
goals underscore the importance of this fact, and we deeply appreciate
Congress' support in maintaining a high-quality All-Volunteer Force.
Recent initiatives by the DOD and Congress to enhance the quality
of life for servicemembers have resulted in several welcomed changes.
The recent increases to Basic Pay, Basic Allowance for Subsistence, and
housing allowances have been positively received by our members and
will significantly impact the lives of soldiers and their families.
Additionally, expansions in parental leave and the inclusion of
bereavement leave demonstrate our commitment to supporting our soldiers
and their families during times of celebration and sorrow. Furthermore,
granting the Department authority to cover pet travel expenses during
Permanent Change of Station reflects our concern for all members of our
soldiers' families. Last, we commend the efforts of DOD and Congress in
addressing food security for our soldiers and families through the
Basic Needs Allowance, particularly benefiting our most vulnerable
junior enlisted soldiers with larger families.
The steadfast support from Congress and the proactive efforts of
the Department of Defense to improve the quality of life for
servicemembers not only demonstrates our Nation's commitment to our
soldiers and their families but also underscore our dedication to
maintaining a high-quality, All-Volunteer Force. As we continue to face
evolving challenges, we remain committed to ensuring that our
compensation program and benefits align with the needs of our
personnel, enabling us to fulfill our mission effectively.
Transition Assistance Program
The Army is fully committed to caring for its people, from the
beginning of their tours in basic training until they leave the
service. It is in the Army's and our Nation's best interest to ensure
soldiers successfully transition back into our communities after their
Active Duty Military Service and become Ambassadors for the Army within
those communities. The Transition Assistance Program (TAP) is the
overarching program that provides assistance, information, training,
counseling, and services to eligible soldiers in transition to help
them achieve career readiness upon separation, retirement, or release
from Active Duty. During fiscal year 2023, 106,477 Active Army, Reserve
and Guard soldiers transitioned off Active Duty with nearly half
meeting TAP Career Readiness Standard (CRS) requirements and 80 percent
beginning their TAP process at least 230 days prior to transition.
TAP offers soldiers the opportunity to participate in the Career
Skills Program (CSP), also known as the DOD Skillbridge program.
Soldiers have the option to participate in first-class apprenticeships,
pre-apprenticeships, on-the-job training, employment skills training,
and internships to obtain industry-recognized skills, and move into
high-demand and highly skilled careers with little-to-no cost upon
transition. During fiscal year 2023, 10 percent of transitioning
soldiers successfully completed a CSP. This is a highly popular program
that is continuing to gain more traction as commanders at all levels
are being educated on the benefits afforded to transitioning soldiers.
Soldier For Life
The Soldier for Life (SFL) program is reconnecting the Army with
communities throughout the country. SFL's outreach and advocacy efforts
focus on engaging local governments, non-government organizations,
private organizations, and non-profit organizations to influence
policy, programs, and services that support soldiers, veterans, and
families while also encouraging soldiers to remain Army Ambassadors
upon their transition from service.
In fiscal year 2023, SFL focused on building greater awareness and
knowledge of the Army within civilian communities across the country,
especially where there are no Army installations. These efforts
included: leveraging SFL relationships to improve institutional and
community awareness of programs available to support the military
community, expanding support to the accessions enterprise by leveraging
outreach and centers of influence to support the recruiting mission,
and building the SFL mindset by partnering with U.S. Army Training and
Doctrine Command (TRADOC) and Army Centers of Excellence to instill the
mindset into the operational force through Initial Military Training,
Professional Military Education, and operational touch-points
throughout the soldier life cycle. Veteran support in communities was
fostered with the launch of the SFL apparel line, now in over 30
military exchange stores and online.
In fiscal year 2024, SFL is reframing its mission and vision, with
a focus on awareness, understanding, and embodiment of the SFL mindset
in every soldier throughout the soldier life cycle. SFL's unique
program directly reaches soldiers at military installations, in the
Army Reserve, in the Army National Guard, and our retired soldiers as
well. Efforts continue to identify issues that impact soldier
transitions in the areas of education, employment and health and
wellness. But employment efforts are being broadened by re-aligning the
Army Partnership for Your Success (PaYS) Program from accessions to
SFL.
The SFL mission remains critical because it directly connects
external organizations to the Army. Soldiers in the SFL office are
often the only contact that communities have with the Army. SFL's
presence makes a difference.
conclusion
The Army's mission remains unchanged, to fight and win our Nation's
wars. To meet our mission requirements, while building and transforming
the Army of the future, we rely on this Congress to support our efforts
through the President's Budget and in our collaborative relationship
concerning our personnel policies. This relationship and these
investments in our people will ensure the Army's readiness today and
into the future.
Rest assured, the Army's number one priority will remain our
people--our soldiers, Army civilians, families, and Veteran Soldiers
for Life. The people of the United States Army--these servicemembers
who serve our Nation, both in and out of uniform, along with their
families--are our strength and our legacy. Congressional support for
our Army enables our ability to transform our force while showcasing
our abilities and offering opportunities to allow careers and Families
to flourish.
Thank you for your generous and unwavering support of our
outstanding soldiers, civilian professionals, and their families.
Senator Warren. Thank you, Lieutenant General Stitt.
Appreciate it.
Now we are ready. Vice Admiral Cheeseman.
STATEMENT OF VICE ADMIRAL RICHARD J. CHEESEMAN, JR., USN,
DEPUTY CHIEF OF NAVAL OPERATIONS FOR PERSONNEL, MANPOWER, AND
TRAINING, N1, UNITED STATES NAVY
Vice Admiral Cheeseman. Chair Warren, Ranking Member Scott,
and distinguished Subcommittee Members, thank you for the
opportunity to appear before you today. I am honored to be here
to serve and represent the sailors of our United States Navy, a
high-quality, motivated workforce comprised of the best America
has to offer.
The Navy's budget request for fiscal year 2025 funds
holistic effort to support our warfighters and the foundation
that supports them. It prioritizes our people with increases in
military pay and basic allowance and additional funds for
recruiting and retention bonuses. The budget also prioritizes
several quality-of-life and service initiatives, including
tools and education for our leadership specifically to address
mental health, suicide, and other harmful behaviors that
buildupon quality-of-service investments from the fiscal year
2024 appropriation.
While I am grateful for your continued support of our
sailors and their families, I must stress that our Navy remains
most lethal and effective when we are able to execute under a
full year budget.
We remain in a very challenging recruiting environment. Our
current projected miss is 6,200 against an increased mission of
40,600 sailors, which is significantly better than what we
anticipated at the beginning of the fiscal year, and I remain
optimistic that investments in marketing and data analytics
will show additional progress. As we position ourselves for
success in the coming year, I look forward to sharing our
continued performance improvement and to discussing these
details today.
With recruiting challenges there is a need for greater
retention. I appreciate your steadfast support in funding
sailors' special incentive pays and bonuses, which are vital to
targeting complex skill sets. These monetary incentives,
coupled with several other initiatives, have helped us maintain
our historically healthy high retention levels.
Last month, we rolled out Culture of Excellence 2.0, which
focuses on building great people, great leaders, and great
teams, and prepares our warfighters to dominate in combat,
innovate and solve hard problems, and prevent harmful
behaviors. It simplifies, streamlines, and aligns several
programs and concepts into an actionable approach to building
great culture while providing tools for commanders to better
understand and act on the needs of their people.
Our women and men of the United States Navy--Active,
Reserve, and civilian--along with their families, give our Navy
the decisive edge. We must build strong warfighting teams,
recruit and retain talented people from all across America, and
provide them world-class training and education, and then
ensure they are prepared for when their Navy story ends,
whether it be a single enlistment or a full career.
You and every American can be proud of your sailors and
their families. I appreciate your continued support, and I look
forward to your questions.
[The prepared statement of Vice Admiral Cheeseman follows:]
Prepared Statement by Vice Admiral Richard J. Cheeseman Jr.
introduction
Chairwoman Warren, Ranking Member Scott, and distinguished Members
of the Personnel Subcommittee, thank you for the opportunity to discuss
the Navy's most important asset--our people. In an era of great power
competition and growing global unrest, it is imperative that we not
only build, maintain, train, and equip combat-ready, lethal Naval
forces, but we must maintain the strong foundation of our most critical
strength, our highly trained and skilled personnel. Our Navy builds
Great People, Leaders, and Teams--to innovate, solve hard problems, and
most importantly, to dominate in combat. By doing so, our Navy stands
ready, from seabed to space, to deter or confront potential adversaries
that endanger freedom around the world, disrupt open sea lanes and
threaten the world's economy and global commerce.
Notwithstanding the global threats our Navy faces, we continue to
face challenges in recruiting America's top talent. Let me say upfront
that I remain confident in our current approach to aggressively attack
this issue and appreciate the continued support and leadership from
this committee and others. While I remain confident, I must acknowledge
that these challenges exacerbate Fleet manning shortages, putting
additional stress on our force, which could negatively affect readiness
and potentially impact future retention, in an environment where
retention is ever important.
While we are making significant headway, overcoming recruiting
challenges requires not only MyNavy H.R. efforts, but also support of
the collective Navy team and our country, from the Nation's leaders to
supporting industries, communities, families, and veterans. To maintain
the most combat-effective Navy in the world and achieve optimum
warfighting readiness, we all must remain adaptable, innovative, and
resilient, as we hold ourselves accountable to our sailors, their
families, and our Nation.
accessing our navy's talent
We continue to face challenges in the current and forecasted
economic environment and tough labor market, resulting in projected
recruiting shortfalls in the coming years. The Navy continues to
explore and evaluate new methods for attracting qualified, motivated
and capable applicants. As we consider new policies and initiatives, we
are committed to Recruit Training Command's boot camp and ``A'' school
graduation standards. Navy is leveraging data driven processes to
aggressively pursue the 40,600 Active Component contract mission. The
Navy is projecting a mitigated miss of approximately 6,700 but
continues to build pathways for all qualified individuals who want to
serve throughout a myriad of recruiting initiatives.
Recruiting Initiatives:
Recruiting Operations Center: The Navy Recruiting
Operations Center (ROC) was created to monitor recruiting efforts in
real time, focused on data driven processes to increase production per
recruiter and remove variance among our 26 Talent Acquisition Groups.
Navy Recruiting Command is now led by an experienced two-star admiral
(traditionally run by a 1 star in his/her first flag job).
Every Sailor is a Recruiter: Program for currently
serving sailors to share their experience and provide leads of
interested applicants to Navy recruiting.
Navy Recruiting Reserve Command: Established to better
focus on the prior service mission.
Increased Marketing and Advertising (M&A) dollars to
improve public awareness, understanding, and positive perceptions of
the Navy's mission and Navy service in the long term.
Increased Recruiter Manning enables the Navy a greater
reach and engagement with the youth population across Recruiting
Nation.
New Job Opportunities created to keep competitive edge
against adversaries and parity with the civilian workforce, the Navy
established both the Cyber Warfare Technician (CWT) and Robotics
Warfare (RW) ratings.
Enlistment Bonus program leveraged to attract high-
quality recruits for high demand ratings. Future Sailors can earn up to
$140,000 in bonuses (by successfully completing requirements for
critical jobs in the Navy).
Future Sailor Preparatory Programs:
Future Sailor Preparatory Course Physical Fitness (FSPC-
P): Bring potential Future Sailors who are marginally out of body
composition standards into line with Navy and Department of Defense
(DoD) requirements.
FSPC Academic (FSPC-A): For Future Sailors with lower
Armed Forces Qualification Test (AFQT) scores, Navy has implemented a
course designed to increase their proficiency in basic academics
through structured classroom instruction and independent study. This
could reduce attrition in later training, while broadening the Navy
occupations these sailors are able to train to.
Policy and Waiver Expansion:
Category IV: A limited number of our total accessions can
join the Navy if they attain an AFQT score of 10-30, as long as they
have qualifying line scores to fill an open rating. These Future
Sailors will complete the FSPC-A at Recruit Training Command (RTC)
before they begin basic training.
Single Parent Policy: Waives dependency status for the
Active Component (AC) and Reserve Component (RC) enlistment of
unmarried individuals with custody of up to two dependents under the
age of 18.
Tier 2: Authorized the contracting and accessing of Tier
2 applicants who scored 31 or above on the AFQT. Tier 2 applicants are
non-high school graduates who hold a GED, previously only accessed with
a 50 or greater AFQT.
Tier 3: In January 2024, the Navy began recruitment of
Future Sailors without educational credentials, but who score a 50 or
above on the AFQT. This policy expands the pool of highly qualified
applicants by a projected 500 to 2,000 people.
Receptive Acclimation at RTC: In response to high
historical attrition rates, RTC redesigned training during Processing
Days (P-Days) to increase teamwork and cultural acclimation to combat
attrition due to psychological reasons.
managing our talent
Navy continues to evaluate and improve our capability to attract,
develop, and manage a talented and diverse workforce in order to
maintain a Fleet prepared to fight and win in long term strategic
competition. The Navy is modifying our talent marketplace to be a
modern, flexible, and transparent assignment process that more
effectively balances a sailor's assignment, location, and advancement
opportunities with the Navy's mission and operational needs.
We continue to execute the Detailing Marketplace Campaign Plan
(DMCP), with specific emphasis on Billet Based Advancement. As one of
my strategic pillars, it is focused on giving sailors choice to extend
or retour at sea going billets with greater responsibility, pay and
rank. While we are testing this policy implementation across all
paygrades of two sea-intensive ratings now, we are targeting expansion
to all ratings and for duty both at sea and ashore in the coming years.
We continue to employ the expanded Defense Officer Personnel
Management Act authorities enacted in the fiscal year 2019 National
Defense Authorization Act and appreciate the strong support for the
various authorities and initiatives that reinforce our ability to
attract and retain a talented officer corps. We highlight three areas
that yielded discernible results:
Promotion Merit Reorder: Demonstrated the value and
primacy of merit over simple time in service.
Expanded Continuation Authority: Most recently enabled us
to have senior officers fill shortages in the Acquisition Corps
communities for fiscal year 2023.
Expanded Officer Spot Promotion Authority: Facilitated
filling at-sea and operational O-4, O-5 and O-6 billets with officers
possessing critical skills (post-operational or operational command
executive leadership).
retaining our talent
Our annual Health of the Force (HOF) survey asks participants to
indicate their current career plans. Compared to previous years, more
O-1 through O-3 and E-1 through E-6 intend to remain in the Navy until
retirement, a nod to the quality of service and job satisfaction that
our Service provides. Overall, Navy enlisted retention remains healthy.
We ended fiscal year 2023 meeting or exceeding our retention benchmark
forecasts across most of our zones of service. Navy officer retention
has some challenges, which continue to be addressed with a combination
of monetary and non-monetary force management levers focused on
Aviation, Explosive Ordnance Disposal, Surface Warfare, Submarine
Warfare, and Naval Special Warfare.
Navy anticipates meeting our fiscal year 2024 retention targets. To
help address recruiting shortfalls, we are applying a combination of
authorized monetary and non-monetary force management levers including:
Programs that provide investment in a sailor's personal
(or family) development in exchange for additional obligated service in
the Navy.
Direct monetary compensation for retention decisions in
critical ratings, skillsets, and career milestones.
Expanding the ability to offer geo-stability, which has
proven successful, including co-location with a military spouse and
assignment policies that allow sailors to extend at sea or take tougher
jobs in exchange for guaranteed assignment at a location.
quality of service
Quality of Service (QoS) is a Navy priority. The Navy uses our
annual Health of the Force (HOF) survey to garner insight into the
Navy's culture and climate, including the protective factors of
cohesion, connectedness, inclusion, organizational commitment, and
trust. The percentage of participants with moderate to high levels of
these key factors increased in 2023, a testament to the initiatives and
commitment to continue to advance our Navy's culture. The Navy
continues to monitor sailor well-being through risk factors associated
with stress and burnout, which remain concerning due to inadequate
manning and mission demands. To get after this, MyNavy HR, alongside
the greater Navy efforts, are aggressively pursuing QoS initiatives to
improve the quality of life and quality of work of our sailors.
advancing our navy's culture
Everyone in the Navy deserves to serve in an environment of trust
and respect, where connectedness and inclusion are high. Building on
the Navy's call to think, act, and operate differently, the CNO
launched the Culture of Excellence 2.0 construct that focuses on
building Great People, Leaders, and Teams. COE 2.0 charges leaders to
prioritize a sailor's holistic wellness of mind, body, and spirit;
master self-awareness and emotional intelligence; and build teams that
create a sense of belonging. By simplifying, streamlining, and aligning
our existing people programs, COE 2.0 will foster a Navy culture where
sailors feel supported and empowered to be their very best.
We will measure and assess culture through existing tools, such as
the Command Climate Assessment (CCA) and the Health of the Force (HoF)
Survey, and with new tools, such as the Virtual Commanding Officer's
Suggestion Box. The CCA provides a snapshot of harmful behaviors
through use of both the Defense Organizational Climate Survey (DEOCS)
and focus groups conducted post-survey by Command Resilience Team (CRT)
members. The DEOCS collects information on risk and protective factors
including sexual and racial harassment and discrimination, workplace
hostility, diversity and inclusion, and other aspects of organizational
climate. The occurrence of specific behaviors, such as sexual assault,
sexual harassment, suicide risk, or domestic violence may be identified
via DEOCS comments or follow-on focus groups. The HoF and suggestion
box provide us opportunities for feedback on command culture and
climate.
COE 2.0 is designed to be a living document, updated as necessary
to include best practices learned from the Fleet. By prioritizing
command culture alongside combat readiness, COE 2.0 will prepare us for
victory in combat by innovating to solve hard problems and reduce
harmful behaviors.
supporting our talent with h.r. service delivery & modern it solutions
The Navy remains focused on providing convenient, intuitive and
transparent H.R. services, empowering sailors, commands, and H.R.
professionals to actively participate in a streamlined H.R. resolution
process, using technology to guide users to their desired outcome. Navy
Personnel Command (NPC) and MyNavy Career Center (MNCC) continue to
improve the quality of service for our sailors and their families,
delivering improved pay and personnel processes to meet the Navy's
future mission and workforce requirements.
MyNavy H.R. transformation continues to advance across all five
lines of effort: Single Point of Entry (SPoE), Navy Pay and Personnel
(NP2), Learning Stack (LS), Enterprise Customer Relationship Management
(eCRM) and Authoritative Data Environment (ADE). Each line of effort is
being pursued to make sailor access to IT data faster and easier,
modernizing how the Navy handles digital information.
With the increased reliance on smart devices, we strive to provide
many solutions in the palm of sailors' hands and streamline the myriad
of digital administrative resources provided to the Fleet. Answering
the call for increased productivity in recruiting, MyNavy H.R.
delivered increased capability on hand-held devices, empowering
recruiters to immediately input applicant information anywhere, at any
time, reducing administrative burden and enabling more time in the
field for interactions with Future Sailors. Additional upgrades to
hand-held devices have empowered recruiters to engage with potential
recruits across popular social media platforms and now provides cloud-
optimized mapping routes for engagements with Future Sailors.
Transformation is a work in progress with forthcoming pilot
programs that will allow sailors to gain secure and quick access to
their career and personal data, as well as track and initiate cases for
issue resolution and increased visibility into the Permanent Change of
Station process through a modern, more user-friendly interface, all in
a continued effort to ensure that the MyNavy H.R. vision remains
aligned with sailors' needs.
flag officer reductions
The Navy continues to face challenges following the reduction of
more than 8 percent of its Flag Officer billets in support of the Space
Force and as required by the Fiscal Year 2017 National Defense
Authorization Act (NDAA). These cuts come at a high cost to maintaining
operational readiness, impeding Navy's efforts in an already
challenging operational environment, and in direct conflict with the
demands of strategic naval competition which require more rather than
less senior uniformed leadership and expertise in the dominant physical
domain of concern: the maritime domain.
The reduced number of Flag Officer billets has resulted in shifting
critical work to other Flag Officers and Senior Executives increasing
demands on those Flag Officers and Senior Executives by double and
triple hatting of positions. At present, nearly one third of the Navy's
remaining 150 Flag Officer billets are double or triple hatted with
some positions having more than a dozen direct reports. Rather than
streamlining processes, the reductions have increased direct reports,
multi-hatted positions, and the reliance on Selected Reservists,
impeding those processes, creating inefficiencies and complexities in
our command and control structures, and increasing overall risk to
mission accomplishment.
conclusion
I have complete confidence in the collective efforts of the MyNavy
H.R. team to attract, develop, and retain Great People, Leaders, and
Teams, which will ensure we maintain our competitive advantage. We will
keep striving to do better every day, fix what needs fixing, and commit
to improving the quality of our services. I'm eager to continue working
with this committee and others to maintain our strong warfighting teams
by recruiting and retaining talented individuals across the United
States. On behalf of the United States Navy personnel and their
families, I thank you for your sustained commitment and unwavering
support.
Senator Warren. Thank you, Vice Admiral. Lieutenant General
Glynn.
STATEMENT OF LIEUTENANT GENERAL JAMES F. GLYNN, USMC, DEPUTY
COMMANDANT FOR MANPOWER AND RESERVE AFFAIRS, UNITED STATES
MARINE CORPS
Lieutenant General Glynn. Chair Warren, Ranking Member
Scott, and distinguished Members of the Subcommittee, it is my
privilege to appear before you today, along with Sergeant Major
Reiff, sitting behind me, to provide an overview of our Marine
Corps personnel.
Your Marine Corps and your marines remain strong. Despite
headwinds, we met the recruiting and the retention missions in
the last year, and we expect to do so again this year. We have
done so while maintaining top quality, something on which we
will never compromise. The high caliber of marines directly
contributes to the warfighting capability and readiness of your
United States Marine Corps.
Despite our success, recruiting still presents challenges,
including a shrinking pool of eligible youth, who are
increasingly unfamiliar with the value of Military Service. To
counter these trends we are modernizing how we recruit and
working to increase access to schools, and we ask for your
continued support of these efforts. Together we can and must
ensure the health of the All-Volunteer Force.
I am pleased to report that we also continue to retain
marines at a historic pace, both in number and in quality. It
reinforces that once one becomes a marine, they desire to
remain a marine. The desire for continued service speaks to our
ethos--being part of a team, accomplishing the mission, taking
care of one another, and serving something bigger than
yourself. It also shows to us that marines believe in their
leaders and the processes that assign, promote, and award in a
fair and transparent manner.
Our talent management efforts remain foundational to the
force design that you have heard much about and the future
success of our Corps. Our overarching goal remains to increase
Marine Corps warfighting capability and sustain our lethality,
as well as maintaining our responsibility to be the Nation's
premier expeditionary force-in-readiness. In fact, to that end,
more than 30,000 marines are forward deployed or forward
stationed, prepared to respond right now.
Warfighting readiness is built on trust, including trust in
Marine Corps support to its families. Family readiness is quite
simply readiness, whether it is a childcare issue, health care,
housing--these things matter to marines, they matter to our
families. Consequently, they matter to me.
We continue to work hard to prevent destructive behaviors
and increase resilience. In the past few months we have
emphasized Marine Corps total fitness as our innovative,
holistic, and integrated strategy that is being implemented
right now. It strives to enhance marine resilience and
readiness across all domains, with specific emphasis on mental,
spiritual, social, and physical. I look forward to our dialog
on these topics so we can continue to provide marines with the
highest quality of life.
It is my honor to represent your Marine Corps today, and I
look forward to your questions.
[The prepared statement of Lieutenant General James F.
Glynn follows:]
Prepared Statement by Lieutenant General James F. Glynn
introduction
Chairman Warren, Ranking Member Scott, and distinguished Members of
the Subcommittee, it is my privilege to appear before you today to
provide testimony on Marine Corps personnel. The Marine Corps'
performance in future battles will be defined in large part by the
talent management investments made today and in the future. That is why
we are in the midst of implementing a modernized talent management
system that better harnesses, develops, and retains the unique skills
and strengths demanded of marines by Force Design and in support of our
Nation's defense.
recruiting
The significance of Marine Corps recruiting efforts is highlighted
by the fact that all--officer, enlisted, regular, reserve, and prior
service--fall under the Marine Corps Recruiting Command (MCRC), the
Commanding General of which reports directly to the Commandant of the
Marine Corps (CMC).
Your Marine Corps made its recruiting mission in fiscal year 2023
and is currently on track to meet it again this fiscal year. Officer
and prior service recruiting missions for the Marine Corps continue to
be successful, despite enduring enlisted recruiting challenges. As we
embark on the next 50 years of the All-Volunteer Force, we are reminded
that it is more accurately an ``All-Recruited Force.'' Service to our
Nation and the military remains an aspirational pathway to greater
opportunities--both in and out of uniform. Service as a marine
continues to attract those who meet our standards and aspire to prove
themselves worthy of earning the title. We must collectively ensure the
health of our All-Volunteer Force and the strategic advantage it
provides--talent, capability, and warfighting excellence. The CMC
remains committed to providing resources and sending the very best
marines to become recruiters in order to achieve the accession mission
while sustaining quality and standards. One in four of our general
officers have been recruiters during their career, and we pride
ourselves in assigning a sergeant major to every recruiting station.
This is the bedrock of successful Marine Corps recruiting.
A significant concern now and going forward is our start pool of 22
percent, which was leveraged to ensure mission accomplishment, and is
now well below the traditional 50 percent level. This requires marine
recruiters to focus on finding individuals to ship in the near-term,
impacting their time to physically and mentally prepare for the rigors
of the transformation process to marine. We are working to grow the
start pool, but it is a slow and deliberate process. Re-alignment of
recruiters and recruiting assets will help. In keeping with marines'
tenet of ``exploit success,'' we are increasing our recruiting force by
several hundred recruiters. We will continue to need robust
resourcing--to include advertising and modernization funds--to ensure
success. We also look forward to the Department's assessment of the
medical screening process from the Military Health System GENESIS Task
Force with a focus on finding efficiencies and increasing staffing of
MEPCOM's medical providers.
What We Are Doing to Address the Challenge
Sustaining Quality. Your enlisted marines are exceptionally
talented, skilled, dedicated, and motivated to serve--meeting our high
standards; we will never sacrifice this quality. The Marine Corps
exceeds Department of Defense (DOD) standards by every measure of
quality, and it takes marine recruiters connecting with communities in
every zip code to sustain.
Expanding Markets. Marines are the strength of the Corps, and we
deliberately and continuously engage young people from the full
spectrum of backgrounds, experiences, race and ethnicity, and gender to
draw the best talent into our ranks. Over the past decade, racially/
ethnically diverse enlisted accessions increased from 34 percent to 57
percent, and the same category of officer accessions more than doubled
from 16 percent to 35 percent. Enlisted female accessions remain steady
at 9 percent, and female officer accessions have increased to 13
percent.
Adapting Advertising. The Marine Corps advertising program is
essential to building awareness among high quality populations that are
increasingly unfamiliar with Military Service. Advertising funds repay
many times over, producing lower first-term attrition, higher quality
marines, and increased readiness. Robust and sustained advertising
funding is essential, now more than ever. We are thankful for
congressional support to modernize how we recruit in today's
increasingly online world.
Where We Need Assistance
National Dialogue on Service. Those who have served in uniform
depart the ranks with professionalism, maturity, leadership, and skills
that translate well into the civilian workforce. Veterans serve ably in
industries, commercial sectors, and government across the Nation,
bringing enhanced leadership and an exceptional work ethos back to
their communities. However, messaging about service to the country
competes within a crowded and fragmented media environment--which often
promotes a different narrative. We must challenge the misconceptions
and misinformation about Military Service. We must converge at the
highest levels and bolster a whole-of-Government national dialog to
inform young men and women, and their parents and influencers, about
the value of honorable service in uniform and not solely rely on
service messaging. We recognize our veterans are a key part of this and
we seek to better leverage opportunities like Skillbridge to enhance
the dialog on service in and out of uniform.
Access to High Schools. We thank Congress for its continued support
for recruiter access to high schools and colleges. The fiscal year 2024
national Defense Authorization Act (NDAA) provided additional
timeliness guidelines for recruiter access to directory lists. However,
continued vigilance is essential to ensure that recruiters have
consistent and quality access to ensure the ability to recruit the
best. The single biggest reason we hear from young people for not
joining the Corps is that they simply weren't aware of the potential
opportunities. Maintaining consistent access to high schools and
student directories remains a top priority for ensuring continued
opportunity for all qualified individuals to serve. We will certainly
come to Congress with new ideas to further improve recruiting.
retention
As a result of Force Design, we shifted from a ``recruit and
replace'' to an ``invest and retain'' model with immediately positive
results. We are in the midst of transitioning to a more experienced
enlisted force characterized by increased retention and contract
utilization; this will give us the technical and leadership intensive
skills necessary on 21st-century battlefields. At the same time, the
Service is increasing investment in quality of life and quality of
service initiatives most closely related to the care of and retention
of marines and their families. We have implemented five major reforms
initiatives: 1) the Commandant's Active and Reserve Retention Program,
2) the extended FTAP retention model 3) the small unit leadership
initiatives, 4) promotion allocation fulfillment, 5) Marine Corps
Graduate education Program Enlisted pilot. All efforts are focused on
sustaining combat readiness by increasing the number of trained,
experienced, and deployable marines across the Total Force.
Although recruiting conditions are challenging, once your marines
become marines, they want to ``stay marine.'' We had historic retention
in fiscal year 2023 and are on track to meet mission again in fiscal
year 2024. We are seeing success across demographic groups as well.
Enlisted women have been retained at a 5 percent higher proportional
rate at both their first re-enlistment and subsequent term re-
enlistments when compared to male re-enlistees. Female officers retain
higher than their male counterparts at typical decision points which
coincide with end of initial contracts, end of obligation due to
accepting orders, and retirement eligibility. Despite these successes,
the retention environment is competitive. We continue to experience
challenges retaining certain communities, like aviation, cyber, and
some of our intelligence specialties. Of particular importance is
aviation retention. Assessments have shown this must be viewed
holistically and cannot be solved by bonuses alone. We are exploring
monetary and non-monetary incentives, to include improving aircraft
readiness rates and flying hours, and increasing the production
pipeline throughput, all of which will support increased operational
readiness. We pride ourselves on the ability to develop quality
citizens, and a successful transition from uniformed service can be
just as important as the initial transformation of becoming a marine.
To that end we continue to study transition and support programs as we
seek to better balance benefits to the individual against operational
requirements of the Corps.
We thank Congress--especially this Subcommittee--for the
incentives, flexibilities, and special pays you have authorized. They
enable the development of better strategic talent pools and increase
access to our talent for longer periods and with more options to better
access and match it to warfighting requirements. The current and future
environment also necessitates employment of non-traditional approaches,
skillsets, and talent management systems to enable the Marine Corps to
prevail and win against peer-competitors, while competing with industry
and others to attract and inspire the highest quality of individuals to
serve. We are studying and implementing many of these as part of Talent
Management.
Incentives & Special Pays
We continue to use both monetary and non-monetary incentives to
retain, match, and assign marines to billets that are appropriate for
their experience and skill. Selective Reenlistment Bonuses for Active
and Reserve marines allow shaping specific personnel requirements by
targeting critical military occupational specialties and supporting
lateral movement of marines to these billets. For fiscal year 2024, we
continue to be proactive in the retention campaign by designing
complementary monetary and non-monetary incentive packages--tailored to
individual marines with unique desires and aspirations.
The Marine Corps has established a Pacific (PAC) Cell to focus
solely on improving quality of life and morale for our marines,
civilian workforce, and families throughout the strategic Indo-Pacific.
The PAC Cell is engaged with those units stationed throughout the
Pacific and has solicited feedback directly from them. One idea we are
studying is the adequacy of policies regarding shipment and storage of
privately owned vehicles for marines stationed overseas. This would
improve spouse employment, access to childcare, and other quality of
life priorities. We are also considering other monetary and non-
monetary incentives to reduce the cost and stress of executing orders
to overseas locations for those in uniform and Civilian marines. We
thank Congress for your support in marine quality of life and look
forward to working with you on any policies that may require
legislative action.
Compensation
Competitive compensation is a foundation of the All-Volunteer Force
with impacts to both recruiting and retention. Currently, basic pay and
accompanying benefits, such as housing, medical care, bonuses and
allowances, and tax advantages, are competitive. However, inflation
impacts the value of military pay, so we appreciate the 5.2 percent pay
raise this year. We must ensure that our marines receive competitive
pay and are positioned to be less susceptible to economic volatility.
The Department is studying compensation holistically as part of the
Quadrennial Review of Military Compensation, and we are participating
in this study and look forward to its results.
Audit
As we invest in new platforms, barracks, and training, it is our
responsibility as good stewards of taxpayer funds to continue to prove
that when the Corps is provided a taxpayer dollar, we can show exactly
where and how it has been invested--a responsibility we take very
seriously. Following a rigorous 2-year audit, the Marine Corps achieved
an unmodified audit opinion, the best possible outcome--and the first
time in the Department of Defense's history that any service has
received an unmodified audit opinion. These results demonstrate how
seriously the Marine Corps takes its stewardship of taxpayer funds and
our ability to account for and put to best use every dollar trusted to
the service. This audit supports what we have believed for a long
time--when Congress provides the Marine Corps a dollar, we invest it
wisely, and we can tell you exactly where and how it was spent to
further our Nation's national security objectives. The Marine Corps
worked with independent public accountants to validate budgetary
balances and records and to audit physical assets at installations and
bases across the globe. These actions included counting military
equipment, buildings, structures, supplies, and ammunition held by the
Marine Corps and our DOD Partners. The audit's favorable opinion was
only possible through the support and hard work of numerous dedicated
marines, civilian marines, and many other partners across DOD.
Nonetheless, we will not rest on our laurels; the audit report pointed
out some areas for improvement, and we will use these recommendations
to make our fiscal practices even better.
Healthcare
Healthcare remains consistently highlighted by marines and families
as a factor in their career retention decisions. Quality healthcare for
our marines is the minimum standard and vital to the retention of the
force and family. To care for our families, and those who support our
service adjacent to our ranks, is also imperative. It is a growing
perception that access and quality of medical care is eroding, and it
has emerged as a factor in decisions to continue to serve in uniform.
The challenge is particularly acute overseas in locations such as
Japan, where network care in the civilian community is not always
readily accessible nor at the standard set by the Department of Defense
for our marines and their families. The United State Indo-Pacific
Command is of heightened strategic importance and access to quality
healthcare must be a priority. We look forward to the results of the
review of healthcare quality directed in the fiscal year 2024 NDAA.
talent management
Talent Management (TM) is the act of aligning the talents of
marines with the needs of the service to maximize the potential of
both--increasing Marine Corps combat capability and readiness. It
describes a fundamental redesign of our personnel system to maximize
the number of fully trained, qualified, experienced, and deployable
marines within our Total Force. The overarching goal is to increase
Marine Corps combat capability and remain the premier expeditionary
force-in-readiness. TM requires that we recruit and retain the best
talent, modernize the assignment process consistent with our
warfighting philosophy, introduce new measures to increase career
flexibility, and utilize modern digital tools, processes, and
analytics, with transparency. Throughout this redesign, we remain
committed to our high standards that attract young Americans to the
Marine Corps and drive warfighting outcomes and the sacrifice, pride,
and dedication necessary to achieve the hard-earned title marine. We
honor the commitment as new marines arrive in our ranks expecting
meaningful and challenging assignments and a culture of
professionalism, pride, mutual trust, and respect. Marines are
responding to efforts to recognize their talents, and I ask for your
continued support of these efforts. Much like the overarching approach
to Force Design, TM is a multi-year, Total Force effort--a service-wide
strategic design process that we are executing.
Some of our promising talent management initiatives include:
Commandant's Retention Program (CRP) identifies the most
competitive marines and offers them an opportunity to stay a marine via
a pre-approved reenlistment. Since introduction in fiscal year 2023,
the number of marines selected for CRP increased steadily to over 3,000
marines recently selected for fiscal year 2025. In order to capture the
benefits of both Early Reenlistment Authority and CRP, these two
programs were combined for fiscal year 2025.
Staff Non-Commissioned Officer (SNCO) Promotion Board
Realignment realigns promotion boards to better sequence the assignment
and reenlistment processes to reduce SNCO billet gaps in the fleet and
condense the processing time of reenlistment packages. The realignment
also provides greater predictability for SNCOs and their families while
reducing change of stations moves affecting families during the school
year.
Special Duty Assignment (SDA) Volunteer Program expansion
allows marine volunteers to provide duty station preference for
volunteer recruiters, drill instructors, and combat instructors. This
program increased volunteers by 62 percent, which reduces involuntary
screenings and improves morale and retention.
Direct Affiliation Program (DAP) affords qualified Active
component marines the opportunity to seamlessly transition to the
Reserve component with no break in service. This program also provides
numerous benefits not offered to traditional Reserve accessions from
the Individual Ready Reserve to include bonuses of up to $25,000 for a
3-year drilling commitment.
Increasing Lateral Movement allows marines to follow
their career goals, while staying in the Marine Corps family. To ensure
the even distribution of retained talent across the force, we will
continue incentivizing lateral move opportunities for qualified marines
by reducing administrative barriers to lateral moves and offering
targeted bonuses for high-demand, low-density skills.
Other initiatives in development:
Improving MOS assignment. We are developing a better,
more predictive, data-driven matching tool that will optimally align
applicant interest, Primary Military Occupational Specialty (PMOS)
skill requirements, and the needs of the Marine Corps. Using this new
Marine Corps Occupational SkillsMatching (MCOSM) tool for enlisted
marines, we will better align interests and talents with the needs of
the Service. Potential applications for MCOSM extend beyond accessions,
and we plan to utilize it to assist in PMOS classifications and career
retention.
Retention Prediction Network (RPN). We are currently
developing the RPN, a program used to identify potential recruit's
likelihood to enlist and continue to serve through their first
enlistment and beyond. RPN was a multi-year collaborative effort with
academia that harnessed vast quantities of manpower data to provide
data-informed talent management decisions. The objective is to better
recruit individuals with attributes aligned with becoming marines.
Talent Marketplace. The Talent Management Engagement
Portal (TMEP) will modernize the current assignments system with a
Total Force, transparent, data-based environment that allows marines,
commands, and duty assignment professionals to collaborate on the
assignments process. At full implementation, TMEP is envisioned to
utilize advanced analytics supported by artificial intelligence and
machine learning elements to enable a market-style assignment system.
It will allow for more informed decisions throughout a marine's career,
providing data on factors including billet availability, assignment
desirability, family considerations and potential career paths.
Promotion Opt Out allows officers to opt out of promotion
without penalty and enables them to complete a broadening assignment,
advanced education, career progression requirement, or other
assignment. We implemented this authority in calendar year 2022 and we
will continue to assess program efficacy and measure the impacts on the
deliberate development of our leaders.
Marine Corps Graduate Education Program--Enlisted has
opened attendance at the Naval Post-Graduate School (NPS) to selected
enlisted marines to earn a master's degree in specific programs. Six
highly qualified enlisted marines were selected for the initial and
second cohort and will be ready for assignment later this year or next
depending on degree received.
The talent management success thus far is dependent on modern
technology systems, and we are working toward modernizing the IT
portfolio and consolidating older, disparate systems into a small
subset of interoperable, multi-faceted applications that ride on a
single IT system hosted in the cloud. Cloud migration allows IT
efficiencies and effectively scaled applications, data bases, and
services across the enterprise to meet emergent requirements in a
dynamic environment. As we migrate to the cloud, we will be able to
optimize and capitalize on the promise of artificial intelligence and
machine learning. An area of interest and future support is acquisition
authority for software development and update. Our vision of cloud-
based, application-accessible platforms must move at the ``speed of
relevance.'' The goal is to have modern technology with increased
capabilities to enable the management of marines' careers.
Building Strong Teams
The United States Marine Corps is a notable example of a
meritocratic institution. The Corps takes pride in commitment to
recognizing and rewarding excellence among its ranks in a fair,
transparent, and methodical way. Whether it is accessing, assigning,
promoting, awarding, or retaining marines, we remain dedicated to
merit-based treatment of warriors. To remain the most ready and lethal
force, we capitalize on the knowledge, skills, abilities, performance,
and potential of every marine, and provide each marine the same
opportunity for success on their merits.
Since 2010, racially/ethnically diverse enlisted accessions have
increased from 34 percent to 57 percent and similar officer accessions
have increased from 16 percent to 35 percent. Women serving in combat
arms units are continuing to increase. Currently, nearly 20 percent of
Brigadier Generals and Brigadier General selects are of diverse racial,
ethnic or gender background. We remain committed to efforts to reach
out to every segment of this Nation to find those patriotic youth
inspired to become a marine.
taking care of marines and their families
Fighting effectiveness is not just built on unit training; it is
also built on trust and maintained with a marine's support structure at
home and in their communities. Marines rely on the institution to
provide them and their families with stability. To that end, we
recognize the importance of marine and family predictability and
support it as a major line-of-effort for successfully achieving our
talent management goals and combat readiness.
Marine Corps Total Fitness. The Marine Corps is promoting and
strengthening support of Marine Corps Total Fitness (MCTF) across the
enterprise. MCTF is a framework for optimizing human performance,
mission readiness, and resilience that emphasizes four primary domains:
Mental, physical, spiritual, and social. The goals of MCTF align with
the Marine Corps integrated primary prevention efforts to improve
overall wellness and resilience for marines and families. We are
developing Warrior Athlete Readiness and Resilience (WARR) centers that
will consolidate health, wellness, prevention, and performance
capabilities. We seek enhanced coping and resiliency skills through
stress identification and mitigation, positive psychology informed
approaches to relationships and parenting, and peer-to-peer mentorship.
Thus far, WARR centers have opened at Marine Corps Base Camp Lejeune
and Marine Corps Air Ground Combat Center Twenty nine Palms, with
others in the works. We appreciate Congress' support of this initiative
to promote the performance and resiliency of the Corps and our
families.
Family Support
Permanent Change of Station (PCS) Flexibility. The Marine Corps
continues to prioritize stability for units and reduce the stress
placed on marine and their families. PCS moves, while essential, can be
disruptive. Since 2016, we have reduced PCS moves by utilizing
Permanent Change of Assignment (PCA) orders more often. Through TM, we
seek to further increase PCS flexibility, balancing it with both the
needs of the individual marine's career, their family, and the service.
Childcare. High quality childcare is one of the many important
child and youth programs we offer. It is a readiness priority for the
Marine Corps. Our CDCs currently serve more than 30,000 children, and
we have wait lists for less than 1,000 children, primarily at Camp
Pendleton, Hawaii, Quantico, and Camp Lejeune/New River.
While wait lists are caused by a variety of factors, we share the
national challenge of employee turnover rates. We are addressing
childcare wait list issues through emphasis on hiring efforts and a
non-competitive childcare employee transfer program. We added over $100
million to the Child and Youth Program portfolio beginning fiscal year
2023 through 2027 to hire more employees at increased wages to help
retain a professional workforce. Our average CDC employee salary is now
higher than those outside the gate at most installations, and direct
care employees are also offered priority placement and a childcare fee
discount. Many of our CDC employees are marine spouses, which
contributes to annual turnover due to PCS. To address this challenge,
we have implemented a CDC employee non-competitive transfer program to
enable employees to transfer from their current position to one at a
different installation with ease. This has provided dividends, allowing
retention of more than 180 spouse employees we may have otherwise lost.
As a result of these efforts, current CDC employee turnover rate is 20
percent, considerably less than the 34 percent rate last year.
We also offer childcare fee assistance for eligible marines who are
assigned to an installation with a significant wait list. Over the last
three fiscal years, the rate of fee assistance utilization has
increased steadily for both community-based childcare providers as well
as children served. In Fiscal Year 2023, over 1,600 children were
enrolled in the fee assistance program at over 620 community-based
providers, at a total cost of $6.1 million. We recently increased the
maximum amount of fee assistance, which will undoubtedly help our
marine families, especially those in high-cost areas.
Spouse Employment. Spouse employment is also important for many
Marine Corps families and can be a significant factor in their
financial security, readiness, and retention. Family Member Employment
Assistance Program is available at each Marine Corps installation and
provides employment related referral services, career and skill
assessments, career coaching, job search guidance, portable career
opportunities, and education center referrals/guidance. We also
reimburse eligible marine spouses up to $1,000 for State licensure and
certification costs arising from relocation to another State. We
appreciate Congress' recent expansion of this program and continued
support.
Sexual Assault/Sexual Harassment
Sexual assault is a crime--these behaviors are antithetical to our
culture of honor, courage, and commitment, and respect. The Marine
Corps Sexual Assault Prevention & Response program's (SAPR) goal is to
counter sexual assaults before they occur and to provide services for
those affected by these crimes. We continue to encourage prevention,
reporting, investigation, and prosecution of these criminal behaviors
to our fullest extent. Through rigorous implementation of the
Independent Review Commission on Sexual Assault in the Military (IRC-
SAM)'s recommendations as approved by the Secretary of Defense, we are
striving to increase prevention and stop sexual assaults before they
occur. We will also remain steadfast in holding perpetrators
appropriately accountable for their crimes, and commanders and senior
enlisted leaders for the climate of their unit.
We aim to identify and prevent harmful behaviors by training and
educating marines from a holistic wellness approach of mental,
physical, spiritual, and social influence through the Marine Corps
Total Force Fitness Program. SAPR services have also been expanded to
victims of sexual harassment.
We continue to professionalize the SAPR workforce by hiring full-
time employees in support of the approved IRC-SAM recommendations and
prevention efforts. The Marine Corps implementation plan includes more
than 350 new civilian hires in fiscal year 2024, and a total of over
800 positions hired by fiscal year 2027 across multiple prevention and
response programs. This workforce expansion builds upon the Prevention
Plan of Action. Hiring this number of personnel has illustrated the
need for additional staffing for Human Resources Offices and methods to
expedite the Federal hiring process. The remote location of several
Marine Corps installations adds to the challenge in hiring these
professionals. We appreciate Congress' support as we continue these
efforts.
As of December 2023, the Office of the Special Trial Counsel is
fully staffed and operational worldwide. This office will
professionalize prosecution of special victim offenses and strengthen
victims' confidence in the military justice system by enabling
independent special trial counsel to assume prosecutorial discretion
over sexual assault, domestic violence, and other covered offenses.
Beyond our accountability efforts, we have implemented a modernized and
targeted training approach, particularly at entry-level training, to
ensure all marines are educated on standards of respect and care for
their fellow marines.
Suicide Prevention
The loss of a marine to suicide hurts deeply. The Marine Corps
continues efforts to reduce suicides through recent Suicide Prevention
and Response Independent Review Committee (SPRIRC) recommendations,
implementation of Marine Corps Total Fitness concept, and with our
integrated and comprehensive efforts across four prevention lines of
effort.
Prevention & Skill-building. Unit Marine Awareness and Prevention
Integrated Training (UMAPIT) and Operational Stress Control and
Readiness training focus on primary prevention and early intervention
basics. The Prevention in Action training for leaders and stakeholders
provides a comprehensive approach to prevention. We seek enhanced
coping and resiliency skills through stress identification and
mitigation, positive psychology informed approaches to relationships
and parenting, and peer-to-peer mentorship.
Application of Data & Research. An internal review board continues
to identify key themes and provide actionable information. The data
indicates that age, relationship distress, substance misuse, and access
to lethal means are the most frequently observed factors among marines.
Based on these findings, the Marine Corps has worked to amplify
marines' knowledge and skills that sustain healthy relationships. It is
also essential to help marines struggling with substance misuse as
early as possible to get them the help needed.
Communication. The Marine Corps continues to develop tools and
refine communication approaches to provide more resources in the hands
of leaders and marines at all levels. We are actively implementing
Brandon Act features, which ensure marines are educated on all options
to seek care, including the option to voluntarily seek help through an
officer or staff NCO supervisor and initiate a referral for a mental
health evaluation. In alignment with national strategies, messaging
promotes and reinforces help-seeking and self-improvement, while
reducing stigma. Our focus is on exposing marines and families to
available services to help navigate the stressors of life, supporting
command and leadership, and encouraging positive resolution of
conflict--both internal and external. An integrated prevention approach
is our vision--newly released policy, resources, and new Suicide
Prevention Program Coordinators are streamlining communication and
outreach.
Collaboration. The Marine Corps synchronizes with Navy mental
health services regularly to improve access to care and seamless
transitions between services. Building on lessons learned through our
implementation of IRC-SAM recommendations as approved by the Secretary
of Defense, we are implementing Prevention Plan of Action 2.0, which
integrates prevention of harmful behaviors linked to suicide risk,
sexual assault, and other harmful behaviors. The holistic approach of
Prevent Plan of
Action 2.0 will allow an overall wellness strategy that will
measurably improve outcomes in concert with Marine Corps Total Fitness.
As we strive to reduce suicides, it is important to acknowledge
that even with full access to help decided not to pursue it. Part of
our effort will always be to get every marine to use the care and
services offered--and we need to make sure that mental health care is
easily accessible. Compounding issues like nation-wide shortages of
healthcare personnel and providers have created a significant problem
for accessing healthcare, especially in more remote locations like
Okinawa or Twenty nine Palms, which impacts operational readiness. We
recognize this as a problem that needs constant attention, assessment,
and action.
conclusion
Our highest priority and primary objective remain recruiting,
developing, and retaining elite warriors in the highest State of combat
readiness to support and defend this great nation. Every recruiting,
retention, and talent management initiative that we undertake must
demonstrably and logically contribute to readiness and lethality.
The challenges to accomplishing recruiting, retention, and talent
management goals are known. We continue to recruit the best of our
Nation's youth to serve and incentivize the call to service to sustain
our warfighting ethos and excellence, culture of performance and
belonging. We must do so in an environment that has shown declining
propensity and eligibility to serve. Our measure of success is a Marine
Corps with improved performance and lethality in combat which enables
us to fulfill your congressional mandate to be `most ready when the
Nation is least ready,' today and on the battlefields of the future.
Today, we stand ready to do exactly that.
Semper Fidelis.
Senator Warren. Thank you, Lieutenant General Glynn. I
appreciate those comments. Lieutenant General Miller.
STATEMENT OF LIEUTENANT GENERAL CAROLINE M. MILLER, USAF,
DEPUTY CHIEF OF STAFF FOR MANPOWER, PERSONNEL, AND SERVICES,
A1, UNITED STATES AIR FORCE
Lieutenant General Miller. Yes, Chair Warren, Ranking
Member Scott, and distinguished Members of the Subcommittee. I
am honored to have the opportunity to appear before you with my
fellow service personnel colleagues.
The Department of the Air Force is committed to ensuring we
are postured to deter, and if necessary, prevail in an era of
great power competition against two sophisticated peer
competitors, the People's Republic of China and Russia. To
maintain our competitive advantage it is imperative we continue
to grow and sustain the force we need today and in the future.
We are dedicated to developing airmen with specialized skills
for strategic solutions and creating alternative career paths
focused on technical expertise, to include reestablishing
warrant officers and develop specialized technical tracks.
We have established human capital management guiding
principles for our civilian workforce to focus on our
priorities in talent acquisitions and foster agility and
innovation. These efforts enable our forces to better adapt to
an evolving and uncertain future.
To assist in identifying and retaining our talented
performers, we continue to transform our legacy human resource
information technology systems. For the first time in
Department history, we administered the Weighted Airman
Promotion System electronically in February, and successfully
implemented a complete overhaul of our officer and enlisted
performance evaluation systems to ensure we capture performance
characteristics critically important to define, develop, and
incentivize our airmen.
We continue to focus on retaining our rated force and have
two Active Duty aviation bonus programs implemented in fiscal
year 2023, the Expedited Aviator Retention Incentive and the
Demonstration Bonus, the Demo. Although implemented late in the
year, both programs proved to be highly effective, retaining an
additional 380 pilots compared to the previous years.
While those numbers are encouraging, the Air Force has
experienced a slight decrease in retention rate, which we are
countering with increasing recruiting effort and quality-of-
life initiatives. The regular Air Force remains on track to
meet our fiscal year 2024 recruiting goal of 27.2 thousand
personnel, but we will be short slightly of our end strength.
Our force management programs have increased our recruiting
pool and positively impacted our overall recruiting numbers.
Our commitment to quality-of-life initiatives for military
members, their spouses, and families remains strong. Available,
affordable, and quality childcare remains a critical readiness
factor, as does spouse employment. I am looking forward to
sharing our many successes in these and other quality-of-life
efforts with you today.
We have also focused significant efforts to build
resilience within the force. Across the Department, we
initiated the Wingman Guardian Connect Instruction Program,
targeting first-term enlisted airmen and guardians. The initial
pilot showed a significant increase in social connections, a
decrease in causes of depression and suicide risks.
As the Department of the Air Force looks to the future to
maintain our competitive advantage and reoptimize for the great
power competition, we remain committed to recruit, retain, and
develop our most critical weapons system, our airmen. I am
excited to share our successes with you today, and look forward
to your questions.
[The prepared statement of Lieutenant General Caroline M.
Miller follows:]
Prepared Statement by Lieutenant General Caroline M. Miller
introduction
Chairwoman Warren, Ranking Member Scott, and distinguished Members
of this Committee, thank you for the opportunity to appear before you
today and for your continued support. I am honored to share the United
States Air Force's continuing efforts to build and maintain critical
airmen readiness across the human resources portfolio.
As the Department of the Air Force (DAF) looks to the future,
readiness stands as the cornerstone of our mission. In today's dynamic
landscape, readiness goes beyond our platforms, lethality of our pilots
and the number of weapons in our inventory; arguably, the most
important critical factor to readiness is our human weapon system: our
airmen.
Cultivating the next generation of airmen through enhanced talent
management initiatives is our top priority. Through innovative programs
such as the Pathfinder Program, technical tracks and the civilian
program STELLAR FORCE 2030, the USAF will foster specialized expertise
and promote a culture of continuous learning. We must maintain optimal
end strength, aligning manpower to future force structures and
modernization efforts. Additionally, we continue to analyze and refine
recruitment & retention strategies and accession standards, adapting to
evolving demographic and societal trends while maintaining our
commitment to excellence across all facets of our force structure.
The DAF also continues to strengthen a resilient and adaptable
force. Our comprehensive approach reflects our unwavering dedication to
care and support for airmen, guardians and their families, ensuring
they are equipped to thrive in an ever-changing landscape while
upholding mission readiness and success.
Our Force Now and for the Future: To ensure readiness, we must have
a robust, dynamic, well-developed and technically proficient Total
Force encompassing Active Duty, Reservists, Air National Guardsmen and
civilians prepared for any peer adversary.
grow the future airman
It is imperative that we continue to grow the future force we need
to prevail against our peer competitors, China and Russia. We are
dedicated to developing airmen with specialized skills for strategic
solutions and creating alternate career paths focused on technical
expertise.
The Pathfinder Program, initiated by the Secretary of the Air Force
and propelled by General Allvin during his tenure as the Air Force Vice
Chief of Staff, cultivates airmen with distinctive expertise, able to
devise transformative solutions to enhance the Air Force's competitive
edge. This initiative is designed to find and cultivate talent among
our officer, enlisted and civilian corps, unbound by traditional career
paths. These uniquely skilled and innovative airmen will focus on
strategic Air Force priorities while maintaining current functional
expertise. We selected the first cohort in 2023 to work on complex
problems throughout the enterprise.
We implemented the officer technical track this year: a small
cohort of Cyberspace Operations officers focused on strengthening
specialized expertise in emerging technology. The first cohort all have
assignments for summer of 2024 at which time they will hone their
technical expertise, focusing on mission accomplishment and leading
operational-level technical missions. In addition to this small cohort,
we are expanding officer technical tracks in other critical areas to
support the re-optimization for Great Power Competition efforts and
analyzing data to determine feasibility of enlisted technical tracks.
The DAF is also applying principles of learning engineering to
optimize force development. We continue to capitalize on technological
advances to make training more effective and efficient. The Air
Education and Training Command is using the Maintenance Operations
Training Augmented Reality (MOTAR) program to bring virtual reality
``game-like'' training solutions to Ready Airmen Training. Virtual
Reality environments complement and supplement limited hands-on
equipment, such as aircraft engines, allowing airmen to gain increased
touch time when the physical engine is occupied by other students.
Furthermore, our leader development courses are using Leading
Inclusively Virtual Experience (LIVE) to provide a virtual simulated
experience, including scenarios for leaders to train and practice human
interactions. We continue to explore Artificial Intelligence tools in
the Human Capital domain to augment data-driven decisions and enhance--
not replace--military judgment to develop our airmen.
deliberately manage air force talent
Talent management is the cornerstone to develop the force we need.
We have successfully implemented a complete overhaul of our Officer and
Enlisted Performance Evaluation Systems. We aligned our evaluations
with Airman Leadership Qualities, representing performance
characteristics critically important to define, develop, incentivize
and measure our airmen. Our goal is to develop mission-focused airmen
and reinforce the behaviors valued by the Air Force across all enlisted
and officer ranks. We have already realized positive results of these
changes across the force.
In the fall, we conducted a beta test to standardize qualitative
feedback for airmen meeting their Squadron Command board. This
initiative, recommended by the Independent Review Commission, was
directed to better assess airmen into Command positions. The hiring
authorities were required to review qualitative data and conduct
interviews prior to selection for key leadership positions. The success
of the test also provided information to identify developmental
opportunities. The new process was approved for implementation starting
in September 2024.
We continue to focus on Coaching and Mentoring, recognizing the
importance of creating an enterprise in which a coaching culture is the
norm. To increase internal DAF coaches, we have extended our contracts
with reputable private-sector coaching entities and through
International Coaching Federation-accredited coach training. Our
desired end State is to have airmen who understand, value and use
formal and/or informal coaching to enhance the development of DAF
professionals in support of our mission.
civilian talent management
To maintain our competitive advantage, we must acquire and retain
civilian talent. This year, the DAF established Human Capital
Management Guiding Principles to focus on our priorities in talent
acquisitions and foster agility and innovation. The principles are:
Recognize the Civilian Force as Integral to the Total Force, Prioritize
Capability, Relentless Pursuit of Competitive Advantage, Enable DAF
Leadership Vision, Embrace IT Modernization, Collaborate Across
Services, Uphold Professional Standards, Prioritize airmen and
families' well-being and promote diversity. These guiding principles
will bolster the strength of our civilian workforce to enhance DAF
readiness and competitiveness.
The guiding principles are the foundation for the DAF STELLAR FORCE
2030 initiative. This initiative aims to revolutionize civilian talent
management practices by harnessing collective knowledge and expertise
to drive meaningful improvements in talent acquisition, development and
retention. STELLAR FORCE 2030 is a call to innovate across the DAF,
encouraging the human resource community and functional communities to
submit proposals and ideas to enhance civilian talent management. We
are collaborating with the Department of Defense and Office of
Personnel Management (OPM) to develop new policies to enable more
effective civilian talent management.
We continue to focus our attention in the air operations community
to pursue enhanced mission responsiveness. Our efforts include working
with OPM to revise classification and qualification standards for pilot
and simulator instructor trainees, seeking to improve the recruitment
of new pilots. This will enhance competitiveness and remove outdated
criteria that hinder our ability to attract and retain personnel.
end strength
The Air Force end-strength strategy must address crucial gaps in
our warfighting capabilities, thereby enhancing our ability to meet the
strategic challenges in a time of Great Power Competition (GPC). We
actively seek opportunities to divest capabilities not aligned with
this challenge, focusing instead on bolstering capabilities crucial for
executing the National Defense Strategy and GPC optimization. Moreover,
our end-strength strategy emphasizes that we have the optimal mix of
skilled personnel in the appropriate roles and at the right time, thus
enhancing our readiness and agility in this dynamic strategic
landscape.
Our fiscal year 2025 Total Force end strength facilitates the human
capital strategy to support future force structure including
modernization in programs such as the B-21 Raider, KC-46A, F-35 and
Electronic Warfare Integrated program. We continue to strategically
divest legacy platforms to redirect manpower to critical modern
aircraft and platforms required to win in the new competitive
environment. Taking near-term measured risks allows us to ensure
critical operations capabilities and future functions to support GPC.
The 494,700 Total Force end strength represents the airmen we need
right now to continue to execute current missions, while we also plan
for and begin to transition to the force of the future.
recruiting
Fiscal year 2023 was a challenging recruiting year; for the first
time in 24 years, we did not meet recruiting goals in the Active Duty,
Guard and Reserve. We examined our internal accession requirement
policies: tattoos, body composition, drug testing, etc., to determine
opportunities to reach the current population. Propensity to serve
remains historically low, hovering between 9 and 12 percent.
Additionally, those who have a parent who served are more likely to
join and this number has declined from 40 percent in 1995 to just 12
percent in 2022. To ensure policies keep pace with the changing
generation, DAF initiated a Barriers to Service working group to
holistically review our policies. The group identified 19 accession
policies that we have updated, providing approximately 6,800 people the
opportunity to serve their country as airmen. The quality of recruits
has remained unchanged with 80 percent of recruits in the 1-3A Category
(scoring 50 or above on the Armed Services Vocational Aptitude Battery
(ASVAB)) and our Active component has accepted no recruits in Category
4 (scoring 30 or lower on the ASVAB).
With these policy modifications, we are cautiously optimistic we
will meet fiscal year 2024 recruiting goals. We established the fiscal
year 2024 Active Duty enlisted recruiting goal at 26,000; the ANG goal
at 8,494; and the AFR goal at 5,700. For Active Duty, in response to
observed declines in current year retention averages and to help offset
potential future retention trend declines, we recently increased the
recruiting goal by 1,200 (from 26,000 to 27,200). The change is part of
a larger force management strategy that involves additional retention
programs designed to deliver the right number of airmen to match future
force structure within authorized end strength throughout the FYDP.
Additionally, our goal is to add a total of 3,534 new officers from
all accession sources across the Total Force. Five months into the
fiscal year, we are experiencing positive trends. The Active Duty Air
Force continues to meet its monthly enlisted and officer accession
goals and is over 12 percent higher than the same time last year. The
Reserve component is also meeting its enlisted accession goal, a full
36 percent higher than last year. Reserve officer accession is
currently below its year-to-date goal; however, it is 6.3 percent
higher than last year. Finally, while the ANG is not currently meeting
its year-to-date enlisted and officer recruitment goals, they are
seeing approximately 15 percent gains over last year.
Overall, the Air Force recruiting program is healthy, measured by
how far in the future we are filling and the size of our Delayed Entry
Program (DEP). We are currently filling slots 2 to 2.5 months in the
future and rebuilding our DEP from 4,600 in the beginning of fiscal
year 2023 to current rate of 8,900. Overall, we see no reason why the
positive recruiting trends will not continue throughout the rest of the
year.
retention
As the US Air Force shifts toward a more modernized model of
warfighting, retaining our talented airmen is a priority. Officer and
enlisted personnel retention rates continue to decline--less than a
percentage point per year--however, this is not unexpected, as they
normalize to pre-COVID historical average rates. We are actively
implementing programs to manage the force to our desired retention
levels and remain committed to an optimal balance of officers and
enlisted personnel across a range of functions in response to the
demands of a rapidly evolving technological landscape.
The Air Force continues to offer targeted monetary incentives to
address retention challenges. This year, we are expanding our Selective
Retention Bonus (SRB) program for an additional 19 jobs in fiscal year
2024. SRB targets capabilities in the enlisted Air Force Specialty
Codes with low manning percentages and high training costs such as
special warfare, aircraft maintenance, cyber and intelligence,
surveillance & reconnaissance. For fiscal year 2024, we programed $172
million to incentivize retention and are planning on maintaining the
$172 million amount for fiscal year 2025.
Additionally, we are continuing our two Active-Duty Aviation Bonus
(AVB) programs: the fiscal year 2024 Experienced Aviator Retention
Incentive (EARI) and the fiscal year 2024 Demonstration Bonus (Demo).
The two AVB programs have been highly effective; in fiscal year 2023 we
retained an additional 380 pilots compared to previous years when only
the legacy bonus program was offered. The financial analysis of the
fiscal year 2023 Demo program indicates a positive return on
investment. The Air Force spends $40 million per pilot in training and
retention costs to develop 10-year experienced pilots while the cost of
the fiscal year 2023 Demo program was an additional $52.3 million to
retain the additional pilots.
force resilience
The DAF places a high priority on the well-being of its airmen,
guardians, and families as they are our most significant competitive
advantage. We continually assess our family programs to modernize
existing services, introduce new solutions and innovate to address
evolving priorities. The DAF ensures individuals seeking assistance for
financial, transitional or health issues are viewed as a positive sign
of resilience. The Air Force is dedicated to supporting families by
providing tailored support and resources, including economic security,
childcare and spouse employment. Additionally, we are dedicated to the
prevention of harmful behaviors including sexual assault, harassment,
retaliation, domestic abuse, child abuse and neglect, and suicide
through addressing risk and protective factors that influence the
likelihood of those behaviors. Through these multifaceted efforts, the
DAF seeks to cultivate a supportive environment where airmen, guardians
and their families can thrive, ensuring mission readiness and success.
economic security
We appreciate your support through the fiscal year 2024 NDAA Basic
Pay, Basic Allowance for Housing and Subsistence increases. The Basic
Allowance for Housing increase provides much needed relief in these
challenging economic times.
We believe we have a competitively compensated force; however, our
increasingly educated and skilled enlisted corps demands we continue to
evaluate their compensation structure. We look forward to the 14th
Quadrennial Review of Military Compensation (QRMC) results, due to be
completed by January 2025. As we are awaiting results, the DAF
finalized several initiatives which helped off-set the additional costs
associated with military life. In fiscal year 2023, we restored Special
Duty Assignment Pay, funding it at $93.4 million in fiscal year 2023,
$95.2 million in fiscal year 2024 and an estimated $91.3 million for
fiscal year 2025. We increased the temporary lodging expense
reimbursement from 10 to 14 days for CONUS Permanent Change of Station
(PCS) and from 5 to 7 days for OCONUS PCS and increased Dislocation
Allowance for E-1 through E-6. While this added an additional $18.3
million to our fiscal year 2025 budget request, it is necessary to
ensure the financial security of our servicemembers during PCS moves.
The DAF was the first Service to implement the Basic Needs
Allowance (BNA) in January 2023 to address the needs of our most at-
risk airmen. Paid to airmen with a gross total household income of 150
percent of the Federal poverty guidelines (FPG) or less, the typical
BNA recipient is a married E-4 with six or more dependents receiving an
average $1,687 per month. Currently, 37 airmen are receiving BNA: with
44 airmen receiving the allowance since its inception. The DAF
requested $40.3 million in the fiscal year 2025 President's Budget,
attributed to the anticipated increase in potentially eligible
servicemembers when the fiscal year 2025 legislative proposal proposed
by the Administration is enacted to include servicemembers below 200
percent of FPG. The DAF identified approximately 1,400 servicemembers
potentially eligible based on their military compensation alone. We
anticipate the final figures will be lower once total family household
income is determined.
The DAF diligently continues to address the financial requirements
of our servicemembers. The Air Force's Military and Family Readiness
Centers (M&FRC) are the on-base servicemember and family touchpoint
providing education, counseling and referral services to families with
economic and food security concerns. We started enterprise-level
tracking in August 2021--M&FRCs received 345 visits for food
insecurity, 50 percent of which occurred in fiscal year 2023. In
addition to our M&FRCs, our command teams and First Sergeants network
continue to be incredibly valuable resources for our struggling
families. They assist in locating available sources to include the Air
Force Aid Society, which provided $279,346 in food assistance to 1,347
servicemembers.
child and youth programs
In addition to economic security, childcare is one of the most
critical issues for servicemembers and their families. Available,
affordable, quality child care programs are critical to support
families, enable our servicemembers to focus on the mission, and have
direct readiness and retention impacts. Child care is a critical
strategic priority for the Department and our PB25 submission focuses
on the recruitment and retention of the child care workforce through
efforts targeting compensation and structure of the workforce.
In 2023, the DAF Child and Youth Programs (CYP) provided care or
support to 52,061 children. These programs include DAF-operated Child
Development Centers (CDC), DAF-certified Family Childcare (FCC)
providers, Military Child Care in Your Neighborhood (MCCYN) community-
based fee assistance and several DAF/DoD pilot programs.
The DAF addresses the availability and delivery of CYPs with
targeted efforts to maximize available childcare options, expand
childcare capacity, increase DAF childcare program awareness and
leverage customer feedback to determine needs as outlined in the DAF
2021 Childcare Strategic Plan.
The unmet child care needs waitlist is trending favorably down,
decreasing between 25 and 33 percent, back to pre-COVID levels. The
unmet needs waitlist consists of children who were not placed in care
the day after care was needed, with approximately 3,700 children on
that list currently awaiting placement at a DAF CDC or FCC program. The
average wait across all priority categories is 137 days, with single/
dual military families waiting an average of 62 days for placement.
The DAF experienced post-pandemic childcare staffing shortages as
did the entire childcare industry. Direct care staffing rates at DAF
CDCs fell to 65 percent in July 2022, resulting in critical room
closures, increased wait times and families struggling to secure care.
During fiscal year 2023, the DAF continued offering monetary and non-
monetary incentives to attract and retain direct care staff--the most
popular being the 100 percent child care fee discount for the first
child of direct-care staff. Additional children of direct-care staff
and non-direct-care staff receive a 25 percent tuition discount.
Additional staff incentives included retention bonuses, employee
referral bonuses and tuition assistance. The DAF has experienced steady
growth in CDC staffing rates since July 2022, from 65 percent in July
2022 to 80 percent by October 2023. Our staffing levels remain robust,
ranging from 79 percent to 81 percent, reflecting our collective
efforts and commitment to ensure the highest quality of care is
provided. Approximately 3 percent ($15M) of the Child and Youth Program
fiscal year 2025 budget request is earmarked for staffing initiatives
to continue providing the highest quality of care.
We are also focused on our FCC provider program. The FCC caregivers
are the primary delivery system for expanded care needs for members
whose child care needs are outside of the traditional model such as 24/
7 duty, shift work, part-time/hourly and specialized care options. We
used targeted FCC recruitment and retention incentives, resulting in an
increase of our program to 435 homes at 61 installations, up 14 percent
from fiscal year 2022.
Another program is the MCCYN program. This provides fee assistance
to servicemembers who are not located near base-care options or where
base space is unavailable. In fiscal year 2023, $28.1 million supported
6,700 DAF children at community--based child care centers across the
country. For fiscal year 2024, we requested $30.4 million; in fiscal
year 2025, we increased our request to $31.5M. Continued investment in
our providers, facilities and programs is essential to grow the
availability of quality and affordable childcare services for our
families and ensure the health of the CYP.
Dedicated Military Construction (MILCON) projects and Facility
Sustainment, Restoration & Modernization (FSRM) funds are as critical
as staffing initiatives and fee assistance. We are grateful for the
fiscal year 2022 and fiscal year 2023 appropriations for nine MILCON
projects at JBSA-Lackland, Sheppard AFB, JBSA-Fort Sam Houston, RAF
Lakenheath, Osan AB (Host-Nation funded), JBSA-Randolph, Scott AFB and
two projects at Wright-Patterson AFB, as well as additional Planning &
Design funding and additional funding for four Cost to Completes. The
fiscal year 2024 NDAA-authorized amounts included a Cost-to-Complete
request ($20M) for the CDC at JBSA-Lackland, authorized and
appropriated in fiscal year 2022, and a net-zero facility CDC at
Hanscom AFB ($37M). In the June 2023 update to the Child and Youth
Facility Master Plan, the DAF identified 35 CDC requirements, including
11 MILCON projects totaling $367.4M, which are authorized and
appropriated. Currently, an additional 11 projects are in the design
phase and a final 12 projects are in the planning phase.
The DAF is addressing child care facility condition concerns with
FSRM funding. In fiscal year 2024, we set aside $46 million in focused
FSRM funding for 11 CDC projects. In fiscal year 2025, we are targeting
to increase to $50 million 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. Finally, there
are additional projects executed under a Non-Appropriated Funds
memorandum of agreement totaling $27.85M, including CDCs at Grand Forks
AFB ($8.1M), Hurlburt Field ($3.41M), McConnell AFB ($8.5M) and Altus
AFB ($7. 85M).
spouse employment
Spouse employment is a critical element to family resilience,
financial readiness, quality of life, retention and mission success.
Military spouse unemployment rate remains at 21 percent--significantly
higher than the 3.9 percent country-wide unemployment rate published by
the Bureau of Labor and Statistics. The unemployment rate for spouses
of enlisted airmen is 4 percent higher than spouses of officers with
the highest unemployment rate among spouses of airmen in the ranks of
E-1 to E-4 (26 percent). There are multiple factors impacting spouse
employment to include local CONUS job markets, transferring State
licensures/certifications, overseas employment & telework restrictions
for spouses overseas and the cost & availability of childcare.
The DAF relies on a variety of initiatives to counter spouse
employment issues and contribute to our families' economic security.
The M&FRC serves as a connector to extensive DAF and DOD resources to
assist with spouse employment and has been instrumental to assist 43
DAF spouse education/career courses. Additionally, in fiscal year 2022,
the Military Licensure Reimbursement program was initiated, followed by
the Spouse Small Business Reimbursement Program in 2023, in which
relocation costs up to $1000 are reimbursed. In the fiscal year 2025
budget request, the DAF has set aside $2 million for both programs to
offset the cost of PCS moves on spouses and encourage continued spouse
employment. Other initiatives include the Military Spouse Employment
Partnership and My Career Advancement Account (MyCAA), which assist
Active-Duty military spouses in obtaining a license, certification or
associate degree necessary to gain employment in an occupational
career. The Military Spouse Career Accelerator Pilot (MSCAP), launched
in December 2022, provides Active Duty, National Guard and Reserve
spouses with a 12-week paid fellowship program with industry, blending
professional development, networking and hands-on experience. The pilot
lasts for 3 years; to date, 425 spouses have been placed into
fellowships with 85 percent of fellows offered follow-on employment
with an average starting salary of $67,000.
combatting sexual assault & sexual harassment
The DAF strategy to address sexual assault and harassment is a
multidisciplinary approach focusing on prevention, response and
accountability. We focus on the entire continuum of harm--addressing
reports of sexual assault and harassment and associated experiences of
retaliation to maintain the ready, diverse and lethal force required to
defend our Nation. This approach includes a wide range of policies,
programs and training reinforcing the DAF commitment to counter sexual
assault, thereby enhancing accountability, prevention, climate &
culture, and victim care & support. The DAF recognizes we have more
work to accomplish to detect changes in climate and educate commanders
on the impact of harmful behaviors on victims and how a holistic
climate & culture is critical to mission readiness. We must identify
individual and environmental factors responsible for creating toxic
conditions that degrade our culture of care. We continue to address
training efficacy to equip leaders at all levels to promote a positive
unit climate and cultivate environments that protect airmen and
guardians from sexual assault, sexual harassment and retaliation.
The DAF continues to work on implementing the DOD's four-tiered
roadmap for the approved recommendations of the Independent Review
Commission on Sexual Assault in the Military (IRC-SAM). On 27 December
2023, we reached full operational capability of our Office of Special
Trial Counsel (OSTC) to oversee the investigation and prosecution of
sexual assault and other covered offenses. The DAF published updated
Sexual Assault Prevention and Response (SAPR) policy with changes for
best practices regarding: Restricted (confidential) and Unrestricted
Reporting options; SAPR victim advocacy services for DAF servicemembers
experiencing military sexual harassment; Installation Commander roles
and responsibilities related to SAPR program location and office
requirements; convalescent leave options for victims of sexual assault;
and Safe-to-Report policy changes. By integrating IRC-SAM
recommendations, as approved by the Secretary of Defense, we are
reaffirming to all airmen and guardians that we are striving to counter
sexual assault by fostering an equitable culture of dignity and mutual
respect.
The IRC-SAM recommendations, as approved by the Secretary of
Defense, also led to the co-location of support agencies, coined the
``connect to care'' collaborative approach. Centralizing the Sexual
Assault Response Coordinator, SAPR Victim Advocate supporting sexual
harassment advocacy, Domestic Abuse Victim Advocate, Victim's Counsel
and Religious Support Teams improves the ease of access when
coordinating victim support. The pilot program launched by the DAF at
six installations between August 2022 and January 2023 reported a 22
percent increase in collaboration, coordination, consistency, awareness
and access since the start of the pilot. The success was codified into
policy and is being implemented DAF-wide. Another training effort is
the launch of the Integrated Prevention Course at Air University and
the development of annual SAPR training targeted for General Officers
and Senior Executive Service civilians which was developed and deployed
DAF-wide in fiscal year 2023.
The DAF is committed to filling the 769 additional support billets
authorized by the Secretary of Defense. As of February 2024, we have
filled 457 positions. The DAF is committed to strengthening the full-
time response workforce structure to ensure critical support and
experienced advocates are available to provide continuity of care. We
continuously seek to promote understanding that prevention and response
to sexual assault require leadership focus and are a vital command
responsibility. Through engaged and equipped servicemembers and leaders
at all levels, we are committed to preventing and reducing sexual
assault while ensuring that victims receive care and perpetrators are
held appropriately accountable.
suicide prevention
According to the DOD Annual Report on Suicide in the Military
Calendar Year (CY) 2022 released on 30 October 2023, suicide rates in
the Air Force declined from a rate of 25.1 per 100K Active Component
servicemembers in CY19 to 24.3 in CY20 and 15.3 in CY21. In CY22, this
number saw a slight increase to 19.7 per 100K, consistent with the Air
Force average rate over the past 5 years. In comparison, the Active
Component suicide rate across the DOD for 2022 was 25.1 per 100K. After
controlling for differences in age and sex, the Active Duty, Reserve
and Guard suicide rates are comparable to US population suicide rates.
Use of a firearm was the most common method of suicide, which is
consistent with previous years. The largest demographic of suicides
continues to be single, enlisted men, under the age of 30, in the rank
of E-1 through E-4, which is consistent with previous years and to the
overall demographic profile of the DOD Total Force.
One of the Air Force's initiatives started in March 2022, Time-
Based Prevention (TBP), focuses on promoting safe storage of personal
firearms to put time and space between an airman or guardian who is at
risk for suicide and has access to lethal means. With the establishment
of a centralized contract to facilitate the purchase and distribution
of cable-style gun locks, more than 280K have been distributed across
the DAF to date. Continued implementation, expansion and leadership
support will build a culture in which safe storage is commonplace,
which will accelerate efforts to save lives by reducing immediate
access to firearms for those in distress and helping to prevent
accidental injuries and deaths among DAF members and their families.
The first standardized, unified, scientific and public health-
driven methodology for suicide death reviews in the DAF was completed
for calendar year 2020. In partnership with suicide researchers at the
Uniformed Services University of the Health Sciences (USUHS), the DAF
systematically analyzed factors to identify aggregated findings &
lessons and deliver generalizable & actionable recommendations to
reduce suicide. Researchers drew information from four sources,
including personnel records, investigation reports, medical records and
DOD Suicide Event Reports (DoDSER), collecting over 1,000 data points
for each suicide decedent. USUHS researchers piloted the Suicide
Analysis Board (SAB) process this past year on 117 suicide deaths from
2020. The final report was released in March 2024 with 68
recommendations; future studies will look at deaths from calendar years
2018, 2019, 2021 and beyond to provide additional data and
recommendations as we strive toward zero deaths by suicide. The DAF is
focused on implementing those recommendations, many of which are
already underway, to include conducting a lethal means safety campaign,
continuing to promote lethal means safety practices and focusing on
programs that build connections. The Wingman Guardian Connect Program
is one effective program already established that helps airmen and
guardians build the skills to form connections. An additional training
effort includes the launch of the Integrated Prevention Course at Air
University and the development of annual suicide prevention training
targeted for General Officers and Senior Executive Service civilians
which was developed and deployed DAF-wide in fiscal year 2023.
conclusion
Chairwoman Warren, Ranking Member Scott, and distinguished Members
of this Committee, thank you again for this opportunity to represent
our distinguished servicemembers and their families. We remain
committed to recruiting, retaining, developing and employing the force
needed to complete our mission in service of our country. I am honored
for this opportunity to provide insight into the quality of service and
quality of life of our servicemembers, which directly impacts the
mission readiness of our force. We look forward to our continued
partnership and appreciate your advocacy of the US Air Force--those in
uniform, our civilian professionals and the families, caregivers and
survivors who support them.
Senator Warren. Thank you, Lieutenant General Miller. Ms.
Kelley.
STATEMENT OF KATHARINE KELLEY, DEPUTY CHIEF OF SPACE OPERATIONS
FOR HUMAN CAPITAL, UNITED STATES SPACE FORCE
Ms. Kelley. Chair Warren, Ranking Member Scott, and
distinguished Members of this Subcommittee, thank you for the
opportunity to appear before you today representing the over
14,000 uniformed and civilian guardians of your Space Force.
Our military and our Nation's modern way of life depends on
your Space Force successfully securing our Nation's interest
in, from, and to space. While advanced technology is a vital
component of our capabilities, our guardians are the foundation
of our ability to maintain freedom of action in space.
Building and maintaining this force starts with winning the
fight for talent. In an era where opportunities to work in the
growing space economy are expanding at an unprecedented pace,
the Space Force must be seen as an employer of choice, and we
continue to focus on that.
To continue attracting the talent we need we must offer a
robust and competitive compensation package, compelling and
rewarding career opportunities that speak to today's youth and
strong support for spouses and their families. The Space Force
recognizes that quality-of-life issues like pay and
compensation, spouse employment, and available childcare are
significant factors in the family decision to enter and
continue in a Military Service and a military way of life. We
are focused on initiatives to ensure all guardians are
appropriately compensated for their service and are
prioritizing childcare and spouse employment in our efforts to
sustain quality of life for all.
Ultimately, we must implement strong branding and talent
acquisition efforts to ensure our target recruitment
populations understand the value proposition as our Nation's
newest Military Service.
Our work does not stop with attracting talent. We must
continue to focus on keeping the highly trained and experienced
guardians we have invested in. Thanks to your strong
partnership we continue to make progress serving as a
pathfinder in modernizing the Department's approach to talent
management, starting with enhanced space-focused education. We
have established a refreshed Officer Training Course, which
will expose new officers to the full spectrum of mission sets
before they arrive at their first duty station. We have also
partnered with some of our Nation's top universities to provide
new models of intermediate and advanced professional military
education. This is for both uniformed and civilian guardians.
We are revamping our performance assessment and leadership
selection processes, drawing on best practices from inside and
outside the Department, to build high-performing teams and
strong leaders. But perhaps most importantly, with the
tremendous support of this subcommittee, we are working to
build a first-of-its-kind, flexible Military Service model as
envisioned in the recently passed Space Force Personnel
Management Act.
We are doing these things, and much more, not just to take
care of guardians and their families, because it is the right
thing to do it and it certainly is, but because taking care of
guardians is what is required to win.
Warfighting success in space starts not with the technology
on orbit but with the people who develop the technology, who
launch it, operate it, and exploit it in defense of our Nation.
Your support enables our guardians to stand ready to face any
challenge in the space domain.
Thank you for the privilege of representing them today, and
I look forward to your questions.
[The prepared statement of Ms. Katharine Kelley follows:]
Prepared Statement by Ms. Katharine Kelley
introduction
Chairwoman Warren, Ranking Member Scott, distinguished Members of
this Subcommittee, thank you for the opportunity to appear before you
and represent your United States Space Force. I am excited to share
with you the progress of the Space Force, building and managing a force
capable of securing the Nation's interest in, from and to space.
Winning in space requires equipping our guardians with the tools,
talents, and experiences necessary for space superiority, and the
protection of the joint force, our allies, and our partners.
the force we need
The United States Space Force (USSF) operates in a unique and
dynamic personnel environment. We must be able to successfully build
and develop a highly skilled, inclusive, ready, resilient, and combat-
credible force.
We have engaged in a modern approach to talent management
incorporating education, training, and individualized development in
addition to supporting a healthy work-life balance, holistic health,
and family programs. In 2023, Congress passed the Space Force Personnel
Management Act. Thank you for your support with this legislation. This
will enable the Space Force to build a modern personnel management
system that will better allow the Space Force to develop and retain the
force it needs to be competitive and successful. The permeability
between full-time and part-time Military Service within a single
component will allow guardians the flexibility to manage their careers
and better meet personal and professional goals while meeting Space
Force operational needs.
To ensure our force readiness, the Space Force is making a
concerted effort to increase representation on the Joint Staff and
within the combatant commands. This heightened presence enables dynamic
responsiveness to the growing demand for space capabilities. Talented
guardians, well-versed in space equities, will play pivotal roles in
shaping the future of Space Force leadership.
The needs of the Nation require we be operationally capable of
deterring conflict and defending our Nation's interests immediately and
boldly. To this end, we continue developing the training, systems, and
experiences necessary to be the digital force required in any potential
fight.
At the same time, we are enhancing our end strength through the
investment in K-12 Science, Technology, Engineering, Mathematics
(STEM), and higher education to increase our pipeline of talent, along
with maximizing civilian personnel authorities. Our guardians, both
military and civilian, are our greatest strength.
end strength
The Space Force has requested 9,800 military end strength from
Congress for fiscal year 2025. This is an increase of 400 from fiscal
year 2024 enacted levels. We estimate that this is achievable given our
understanding of today's recruiting and retention landscape for Space
professionals. Also, with the enactment of the Personnel Management
Act, approximately 1600 full-and part-time Air Force Reserve billets
will transfer to the Space Force over the FYDP, the exact end strength
for each fiscal year will depend on execution plan time-phasing. This
summer we anticipate opening Tranche 1 for Air Force Reservists in
Space-focused specialties who wish to transfer to a full-time USSF
position.
As a result of this first window, any transfers in fiscal year 2025
will be year of execution transfer. The Space Force will continue to
manage military personnel inventory in support of new and evolving
mission requirements to deter and defeat our adversaries in a contested
space environment.
recruiting
The competitive market for STEM talent creates significant
competition for those unique and essential capabilities necessary for
the Space Force. Despite the environment, the Space Force, with the
help of the Air Force Recruiting Service, exceeded our enlisted fiscal
year 2023 recruiting requirements by nearly 10 percent and are on track
to meet our fiscal year 2024 recruiting goals. As a Service, we have
recruited exceptional talent in support of STEM and cyber-related
disciplines needed to meet our complex mission set, with 99.5 percent
of entries scoring in the upper half of the Armed Services Vocational
Aptitude Battery and ?97 percent graduating from Basic Military
Training and Tech School. While we have been successful to date, the
recruiting landscape is dynamic; there is a high demand for talent in
these technical communities, across the Department of Defense, the U.S.
Government, and industry. This year, the Department of Defense's Joint
Advertising Market Research Studies program indicated that the Space
Force brand recognition among our target audience is at 4 percent. The
general lack of awareness concerning the Space Force ``brand,''
requires uniquely innovative outreach and incentive methods to attract
and retain highly qualified talent in a challenging marketplace. To
establish the Space Force as a known, credible, and critical military
entity, we are investing $18 million in fiscal year 2024 to develop
unique Space Force marketing efforts.
Our focus today is on expanding our reach to parents, coaches,
friends, and prospective guardians in order to ensure our talent
pipeline remains robust. We are focusing investments to ensure that our
Nation understands what the Space Force contributes to our national
security and how a guardian career offers opportunity to serve,
educate, contribute, and defend our national interests.
taking care of guardians
Managing Talent
The Space Force continues to shape the guardian experience and
foster an organizational culture that empowers exercising mission
command to secure American interests in space and contributing our
unique space domain expertise in joint operations. In addition to the
recently passed Space Force Personnel Management Act, which will
provide flexible full-and part-time work roles to capitalize on the
best and brightest, connect with industry and academia, and recruit the
next generation, we are redesigning career paths to provide skills,
knowledge, and experience to meet the high tech demands of our
operations. Additionally, while we continue to develop a new
performance appraisal system focused on contributions to team and
mission, we are implementing a guardian-centric bridging strategy for
evaluations tying our values to mission accomplishment. The Space Force
is setting the foundation so ALL guardians will be better prepared to
meet the high-tech, data-centric, network-intensive joint operations
need for success in future campaigns.
Training and Development
The Space Force is redesigning our Officer Training Course. Under
this program, all newly accessed officers will attend the same initial
skills training course to learn the fundamentals of cyber operations,
intelligence, and space operations. This combined initial skills
training will ensure all officers have a comprehensive operational
background prior to pursuing more specialized duties like acquisition.
The Space Force has also worked to establish clear delineation of the
roles, responsibilities, duties, and career paths for our officer,
enlisted, and civilian guardians to optimize our force. In the next
phase we will revise guardian career paths consistent with our distinct
roles of Officers, Enlisted, and civilian guardians. Within our
noncommissioned officer (NCO) corps, we are creating enhanced
leadership training at future professional military education courses
that will take place at each NCO rank to set our guardians up for
success at all command and staff levels.
In June 2023, the USSF established intermediate-level education and
senior-level education programs in collaboration with Johns Hopkins
University's (JHU) School of Advanced International Studies (SAIS),
culminating in a Master of International Public Policy degree. The
programs are offered to officers and civilians in the Space Force and
other services, as well as international and interagency partners and
meet service and joint professional military education requirements.
This approach will allow the Space Force to tailor its education for
leaders for unique space related issues and establish a mechanism
whereby guardians can earn a degree from a recognized private
university. Approximately fifty students are currently enrolled in
their second semester of their first year at SAIS.
Promotion and Evaluation
It is crucial that the Space Force selects the best and the
brightest to help shape the space domain for the Joint fight. The Space
Force promotion system is regulated by law, Department of Defense and
Department of the Air Force policy. Our promotion program fulfills the
requirements of section 619 of Title 10, United States Code and
Secretarial policy by promoting the ``best qualified'' officers to
positions of increased responsibility and authority. The Space Force
promotion system selects the best qualified commissioned and
noncommissioned officers with regard to their record, their education,
their contributions and demonstrated potential. Promotion boards
convened to consider officers for promotion are charged with
recommending the best fully qualified officers based on this `whole-
person' concept. We leverage the Air Force Personnel Center to help the
Space Force execute its statutory requirements for promotion of
officer, enlisted and General Officers.
Holistic Health Approach
The Space Force has implemented a Holistic Health Approach (HHA) to
deliver a ready, fit, professional force supporting the wellness of
each guardian. This is an innovative, science-based approach to health,
emphasizing total fitness, preventive medicine, and education. In an
effort to operationalize HHA, the Space Force has established Guardian
Resilience Teams (GRTs) embedded with guardians where they work. The
GRTs consist of multidisciplinary subject matter experts, health
integrator and physical, mental, and spiritual health providers. Over
the past year, the Space Force has stood-up nine GRTs located at every
Space Force Base, the National Capital Region, Joint Base San Antonio/
Basic Military Training, and a remote GRT for geographically separated
units and remote guardians.
In support of HHA, the Space Force, in partnership with the Air
Force Research Lab, began a 2-year study of our service's Continuous
Fitness Assessment, to assess the effectiveness of continuous fitness
in meeting HHA goals and physical fitness requirements. Over 7,000 of
our uniformed guardians, representing 85 percent of our Total Force,
registered to participate in the study.
pay and compensation
The Space Force is dedicated to ensuring all guardians are
appropriately compensated for their service. Military compensation must
be designed to recruit and retain talent. The Quadrennial Review of
Military Compensation scheduled to conclude at the end of the calendar
year, will be a critical forum to explore and develop innovative pay
structures that make sense for today's military and the Space Force.
Total compensation--including basic pay, the basic allowance for
housing, the basic allowance for subsistence, health care benefits,
retirement benefits, the tax advantage of entitlements, special and
incentive pay and bonuses--has greatly helped the Space Force manage
existing talent. This network of pay, allowances, and other benefits is
designed to compare favorably with private industry and civilian
employment; however, given the highly technical workforce that makes up
our guardians, we must ensure salaries are competitive with
commensurate civilian positions.
There remains an extremely high demand for talent in information
and cyber warfare communities across the Department of Defense, the
U.S. Government, and the commercial and private sectors. To support
guardian retention, the Space Force is offering Selective Retention
Bonuses, Special Duty Assignment Pays, and Assignment Incentive Pays,
to attract, compensate, and retain our highly skilled workforce. The
use of these incentives in critical Space Force specialties and
locations assists in the ability to counter retention challenges at a
relatively low cost when compared to the cost of replacing guardians
lost to other organizations, industry, or the private sector.
united states air force support
The Space Force was established to be a mission-focused, agile
force. As such, we continue to receive support from the Department of
the Air Force in a wide range of activities and programs to include
family care, well-being, and diversity, equity, inclusion, and
accessibility. Additionally, the six Space Force bases have
approximately 8,000 airmen providing base operating support to include
finance, contracting, education and training, child and youth services,
dining, fitness, logistics, communications, medical services, emergency
services, and base security. We are a one team-one fight organization
and are grateful for the continued efforts of all members of our team.
Quality of Life
Force readiness requires the recruitment and retention of superior
personnel who are continuously able to perform their responsibilities.
By empowering guardians to maintain focus on the mission while enabling
guardians and their families, caregivers, and survivors to thrive, we
believe our force is stronger. The Space Force is prioritizing child
care and spouse employment in its efforts to improve and sustain
quality of life for all.
The Space Force is working directly with the Air Force to maximize
available, affordable, and quality child care options that allow
guardians to remain mission-focused, while also allowing spouses to
pursue career opportunities. We are working to improve access to child
care, increasing staffing incentives, adding family child care
providers, developing education and marketing materials, increasing
community-based fee assistance, and targeted construction investments.
Recently, Buckley Space Force Base hosted a hiring event that resulted
in a child care vacancy reduction of 25 percent, with 15 new hires, and
reduced the days to hire from forty-four days to 15 days. This aims to
reduce the child care waitlist significantly, with initial projections
anticipating a significant increase in direct care staffing from 49
percent to 73 percent within 1 month, the largest gain in 3 years.
Patrick Space Force Base, the Child Development Center increased
capacity for children ages 6-12 years old, but continues to seek
qualified individuals to fill 10 staff vacancies to improve
availability for younger children. Additionally, the Space Force has
established a quarterly ``Child Care Community Forum,'' opened to every
guardian: leader, parent, and member (military, civilian, household) to
educate and engage with guardians on child care programs, services and
information. The Space Force is focused on continuing to characterize
the unique aspects of guardians' child care needs to develop future
child care support strategies.
The Space Force recognizes that spouse employment is a significant
factor in the family decision to continue Military Service. The Space
Force has established the Guardian Family Career Program, which offers
spouses the opportunity to support fellow guardians while advancing
their careers with pre-identified remote or portable positions from one
Space Force installation to the next. Opportunities are available at
all levels and meet the spouse where they are in terms of experience
and professional interest. As a part of this program, we recently
released a new policy authorizing up to 5 days of PCS-related
administrative leave for civilian guardians listed as dependents on
their military or civilian spouse's PCS orders in an effort to support
families as they navigate career related moves.
conclusion
Your guardians, both military and civilian members, are preserving
U.S. freedom of action in an increasingly contested space domain. This
requires a military force specifically trained and equipped for the
purpose. U.S. projection for space supremacy demands space capabilities
our guardians provide to this Nation. Developing our force, both
military and civilian, is a national imperative and a once in a
lifetime opportunity. guardian talent and expertise is our most
important operational advantage. Additionally, amplifying the guardian
spirit starts with taking care of our personnel and shaping their
experiences. Doing so unleashes the creativity, innovation,
determination, and patriotism of our force. We thank you for your
continued support for our Space Force, its uniformed and civilian
guardians, and their families, caregivers, and survivors.
Senator Warren. Thank you, Ms. Kelley.
Senator King.
Senator King. Thank you, Madam Chair. I appreciate it. If
any of you have a really good software scheduling package let
us know. I am scheduled in four subcommittee meetings right
now, and in fact in 10 minutes, when I have to chair. So I
apologize for not being able to stay with you because what you
are doing is incredibly important.
Here is an issue that I am really focused on that I hope
you will think about and take back, and that is the transition
between Active Duty and veteran status. I talk to veterans all
the time in Maine, talk to Active Duty members. Everybody
identifies this as a problem. The most dangerous moment for
veterans--and we are all concerned about veteran suicide--is in
the transition, is in the 2 or 3 years during the period that
that takes place.
So part of it is renewed emphasis within the officer corps
on the TAP program, the Transition Assistance Program, and I am
afraid sometimes it is an afterthought. The rule is it is
supposed to be done a year before the military member leaves,
and the statistics are pretty dire. I cannot remember, but it
is like 20 percent actually meet that deadline.
But here is a specific question, and I am going to pursue
this with Mr. Vazirani. On the form--well, let me back up. One
of the ways to make that transition better is to supply the
outgoing military personnel's contact information to the State
Veterans Affairs Office where they are going, so they can be
met at the airport, so they can be put in connection with all
the benefits that are available to them, so they can meet
somebody. Ideally, in my case, in my suggestion, to have a
buddy who will meet them and help guide them through the maze
of programs and benefit that are available to them.
The problem is under the law the Defense Department cannot
forward the contact information to the State Veterans Office
without the servicemember checking a box that says yes, go and
do so. The problem is only 18 percent check that box, and my
belief is that they do not really realize what the implications
are.
We have tried to get the Defense Department to change it to
an opt-in rather than an opt-in. They tell us they cannot do
that, under the law. We are talking about an amendment in the
Defense Bill to make it an opt-out instead of an opt-in.
But here is one thing I hope you will discuss, and that is
I want to know what the question is next to the box. Does it
say, ``Shall we submit your personal information to the State
Veterans Office?'' That is sort of scary. Or maybe it ought to
say, ``Shall we submit your contact information so that the
State Veterans Office where you are bound can assist you in
accessing all the benefits that you have obtained?'' Do you see
what I mean? How the question is asked is important.
So I am trying to determine exactly what it says on that
form. I would really appreciate it if you all would give some
thought to this, A, to beefing up the TAP program, and, B, to
think about how to change the form in such a way that it still
comports with the law but allows the military personnel to have
a better sense that there is nothing back-handed about this.
This is for their benefit.
I hope you will all take some cognizance of this. Admiral,
you were nodding. I take it you think that this is important,
as well.
Vice Admiral Cheeseman. Sir, it sounds like a very good
idea and I am very willing to work with Secretary Vazirani and
others to enable your vision, sir.
Senator King. Thank you. I am going to pursue this with the
Secretary, and I will also be pursuing it with the committee as
we take up the Defense Bill this year.
Thank you very much, Madam Chair, and I apologize for my
absence, but the other hearing will not even happen unless I
get there.
Senator Warren. Thank you, Senator King, and I appreciate
you being here, and good luck on making it to your other
meeting.
Senator Scott.
Senator Scott. So let me completely agree with Senator
King. This does not make any sense. We had the same issue when
I was Governor, and I think we have about 1.5 million veterans,
and they just would not give us any information. We had a whole
veterans group that are trying to do everything they can to
provide.
Senator King. [Inaudible.]
Senator Scott. Absolutely. I agree with what you are
talking about.
Okay. So all of you guys are working on recruitment, so
thank you for what you are doing. What if you each had $4
billion? By the way, General Stitt, congratulations on your
service. Thank you for all of it. I hope you enjoy your
retirement, and I hope you move to Florida, like everybody else
does. It is cold in Massachusetts, just so you know, just in
case you are thinking about it.
If each of you had $4 billion to improve recruitment, how
would you spend it? Would you spend on wages? How would you do
it? General Stitt, do you want to start?
Lieutenant General Stitt. Senator Scott, it is a rare
question that we are often proffered $4 billion, so thank you
for setting the conditions with $4 billion. Looking at
recruiting, how do we look at marketing, and the success that
we are seeing with the Be All You Can Be campaign, the recent
advertisements that we saw during the men's and women's Final
Four with the addition of the Coach Krzyzewski ad as a small
reflection of what we are seeing for continued research, that
brought us to the unveiling of the Be All You Can Be campaign,
the data that we are collecting from it, and the further
refinement.
Certainly investing across the totality of human capital
and understanding that it is an individual that provides the
United States Army their competitive advantage, be that a
soldier or a civilian. So working with our counterparts in DOD,
assessing the totality of compensation with the Quadrennial
Review of Military Compensation, and looking at that and
providing our input I think provides us another means,
potentially, to examine where we could put resources coming
forward.
Senator Scott. Admiral, Go Navy.
Vice Admiral Cheeseman. Senator, Go Navy, and thank you for
the time in your office last week. I enjoyed our conversation.
Sir, any last dollar that the United States Navy could get
in this area would go toward marketing and advertising and
other activities that would increase the propensity to serve in
the United States Navy and in the Military Services. We know
through our data analytic efforts that every 1 percent increase
in propensity equals about 1,400 additional contracts, and in
previous years when propensity was around 14 percent, we
generally had no issues making our recruiting goals.
Propensity right now is about 9 percent, but that is not
enabled by influencer that could help those young folks, those
young future sailors, join the Navy. I get plenty of young
sailors in the target demographic between 18 and 24, filling
out forms, showing initial interest. It is whether their
interest wanes once they leave the initial contact with their
recruiter or whether it is enabled by a mentor that understands
what Military Service is all about.
So my answer, in short, is anything that would increase
propensity in this country, and not necessarily with the 18-to
24-year-olds but among the influencers, you know, coaches,
guidance counselors, student administrators, clergy. Somebody
that could offer a conversation about what the military has to
offer, that is what I would do with that money, sir. Thank you
for your time.
Senator Scott. General Glynn?
Lieutenant General Glynn. Senator, thank you, and
anticipating that my colleagues would go right after the
recruiting thing I tried to shape it. First and foremost, any
investment in young folks and their influencers is valuable,
regardless of if it is $1 or $4 billion, any investment.
Because in my opening comments I suggested that we increasingly
find--and you and I discussed previously, that young folks are
not even aware of the opportunities so they are not even being
considered as often as they might have been in the past. That
is number one.
But I would not put all my money there. I would put a good
chunk of it--and I might be biased by our Executive Safety
Council that we held last night--I would put a lot of it into
our training and simulation, because that can be an attraction
to young folks. The folks that are going to leave the service
after one stint in uniform can go out and tell folks about the
high quality and the investment that they made in their life
and their livelihood going forward. So I think I would put a
significant amount into training and simulation.
Last, to your earlier panel, we cannot invest enough in the
quality of life that is an expectation, not just for our
servicemembers but for our families. We hear about it all the
time. It is the tipping point in their decision to stay or go,
a perception that things might be better, different somewhere
else than in the military. Oftentimes we know it is not. I
think earlier you rightfully focused on an area where I would
invest in military health care. It is an expectation of our
families, and we hear about it.
Lieutenant General Miller. Yes, Senator. Thank you for the
question. I mean, we have all been thinking about it a lot over
the last several years. But if there were $4 billion, I mean,
similar to my colleagues here, well, there are two things I
think that I would do. I would bring individuals to the
installations, from all over the country, however we are going
to do that. Charter aircrafts. Get them onto the installation,
show them what we can do. A lot of the discussion is the fact
that they are not exposed because there are decreasing military
veterans in our country. But when you actually bring them--and
you need to bring them younger, and bring them in and say any
job that you want, or anything that you are passionate about,
we have it in the military.
But I would bring them to the installations. We have to
break down the barriers. Once we had 9/11 it was very difficult
to get on and off the installations, so even if you in the
neighborhood you have to bring them on there. So I would do
that across the country.
The second thing I would do would be, well, there are two
things. The infrastructure, absolutely we have got to invest
in, I mean, because they come and you have got hangars falling
down, and so we have taken risk over the multiple years on
infrastructure so we can go after the shiny platforms. But we
have to demonstrate that we do care for the families--dorms,
housing, childcare facilities.
Then finally, the medical system just has to be addressed.
The medical system is a barrier to service because people hear
about it, and I know that MHS GENESIS, we are working through
that, the DHA. However, there are still multiple stories of
families not able to get access to care. So we have got to
increase our ability to provide access to care for military
members, spouses, children.
Then, you know, CONUS is not as bad, but overseas, there
are some countries that military families cannot get access to
care.
Senator Scott. Thank you.
Ms. Kelley. Senator, thank you for the question. I
certainly agree with all of the comments my colleagues have
made. I would offer a couple of thoughts from the Space Force
perspective, which is a little bit unique, by some benchmarks.
First, the Space Force absolutely is very excited that we
are making our recruiting numbers, but they are really small
numbers. What we know, though, is we definitely have a brand
awareness issue, and the National Call to Service campaign that
was discussed a little bit on Panel 1 and kind of discussed
here today is really important to the Space Force, as well.
We think that the data that we have received thus far, year
over year, really bears out the fact that the American people
really do not know about the Space Force writ large, and even
if they do they might not understand what we do. So my first
emphasis would be on making sure that the value proposition of
the service is known to the potential group of young people who
may join.
The second thing I would offer is that we really do have a
unique opportunity with the Personnel Management Act to really
recharacterize how people can serve inside of the Space Force
in full-and part-time work roles, and allow for them to take
advantage of things like academic time or working in a private
company, without sacrificing the administrative barriers going
between on Active Duty or into the Reserves or into the Guard.
So there is something to be said there about reducing that
barrier structure, which then, I believe, has the likelihood of
allowing people to want to remain with the military instead of
being forced to make a choice to leave.
The last point I would make on this is the quality of life
and the care for families, to not make that a choice against
remaining with the Military Service has got to be an emphasis.
I know it is for all of us that are here today, at this panel.
Senator Scott. Thanks. Thanks, Chair.
Senator Warren. Thank you. Thank you, Senator Scott.
So recruitment, we hear a lot about that. I want to focus
in again on an issue we have talked about that is the retention
issue.
Two-thirds of Active Duty military families have children
living at home--two-thirds. The number one issue for many, many
parents is, ``Where will my children be? Who is taking care of
them when I have to be at work?'' Now, this is why the
Department of Defense runs the largest employer-sponsored
childcare program in the entire United States. Our childcare is
affordable, it is high quality, so that our servicemembers can
show up to work, protect our country, and know that their
children are safe and well cared for.
Here is the good news. The DOD program is known for being
one of the best childcare programs in the country. But here is
the bad news. DOD cannot find enough workers. There were 12,000
children on DOD's waitlists as of last year, waiting for
childcare. Think about what that means. That is more than
12,000 parents struggling to find out how to meet their
military obligations when they have small children at home that
need care.
So today we have the deputy chiefs, and I just want to get
this on the record. I will start with you, Lieutenant General
Miller.
Is childcare critical to the Air Force's readiness and
retention, and therefore to national security? Or let me ask it
another way. How important is childcare to being able to retain
the military that you have invested in? You have paid for their
training. These are the people who not only can do the job, the
people who are doing the job. How much do you need childcare?
Lieutenant General Miller. Oh, it is absolutely critical to
readiness. The first thing you do when you get a PCS [Permanent
Change of Station] assignment is you look at, if you have
children, where are my children going to go? What is the access
to the childcare? You know, what is available to me? How do I
get on the list as soon as possible? So it is absolutely, it is
a mission ready--I mean, it is mission readiness.
Senator Warren. Mission readiness. Lieutenant General
Glynn?
Lieutenant General Glynn. Yes, I would, I would echo
Lieutenant General Miller's comment. It continues to be a
consideration for every family, and what families seek, we hear
over and over again, is predictability. So can I predictably,
in this instance, predictably, take care of my children? Do I
know what school system? Are there after-school activities
available? All the things related to. Yes, Senator, it is very
important.
Senator Warren. Okay. ``Can I count on this,'' really
important. Vice Admiral Cheeseman?
Vice Admiral Cheeseman. Senator, same answer for the Navy.
It is absolutely mission critical to be able to take care of
our sailors' children. We are making every effort we can to
increase capacity, all those childhood development centers that
you are talking about.
Senator Warren. Lieutenant General Stitt?
Lieutenant General Stitt. Senator Warren, critical to the
overall quality of life and therefore critical to the care of
our soldiers and families. We want to make sure that when the
soldier comes in to work they are focused on the mission, and
that they know that their child is cared for appropriately.
Senator Warren. Ms. Kelley?
Ms. Kelley. Senator Warren, it is absolutely crucial in the
Space Force, because of the uniqueness of some of the mission
sets that we do and some of that focus around-the-clock type of
scenario.
Senator Warren. You know, that is the thing about it, too.
It is the kind of work you do.
I do not know how to keep underscoring this. Twelve
thousand children are on your waitlists right now, and I have
to assume the demand would be even greater, except there are
some people who just give up and do not even put a child on the
waitlist. They just say ``the list already is too hard.''
Here is the problem. Since the start of the pandemic,
recruiting and retention of DOD childcare workers has been a
challenge. The shortages and the waitlist for military families
are not getting better. You all are talking about your
recruiting is getting better across the services. It is not
getting better for your childcare workers.
In March, DOD reported it was still short 3,900 caregivers
needed to match our existing childcare needs. In other words,
the DOD centers are there. This is the part that is really
shocking. We have got the physical facilities for it, but the
staffing shortages right now are so bad that centers are
accepting 30 percent fewer children than they could if they had
full staffing.
I know there are a lot of ideas about how to improve
childcare access for military families, but clearly staffing up
has to be the number one focus. Hiring more people would let us
increase the overall capacity, literally by tens of thousands
of children, if we just hire up to all of the spots we have
got.
So there is good news again, and that is this year's DOD's
budget request includes funding for proposals from a special
task force to address the childcare staffing shortage. Number
one on the list is reworking the pay scale for childcare
workers. We will be doing this for the first time in 30 years.
We need to give these caregivers the critical pay raises that
they need.
DoD has asked for $33.5 million to invest in childcare for
military families. I would just like anybody who wants to, to
make the case to get it on the record, why DOD should get its
full $33.5 million from this Senate, and we will fight for it
over in the House, so that, at a minimum, we can start to staff
up the facilities that we have got.
Anyone want to swing at that ball?
Lieutenant General Miller. Senator, I will take that. We
have got to get the additional funding to do this. Right now we
have, in the Air Force we have initiated many things to
increase that, and we have seen an increase, but we are still
sitting at about 80 percent childcare providers. So we have a
20 percent deficit, and so anything we can do. I will tell you
that we are also looking at modifying the PDs of the childcare,
so it was more of an educational type thing, so we can pay them
more.
But absolutely, we need that because it is a readiness
issue, and right now we are facing peer competitors that we
have not seen since probably World War II, and Russia, you
know, during the cold war, so it is critical now.
Senator Warren. Good. Anybody have anything they want to
add on this?
Lieutenant General Stitt. I look forward to working with
the committee and the Department of Defense on a way forward.
We need to find the right people and compensate them
appropriately.
Senator Warren. Thank you, Lieutenant General Stitt.
Lieutenant General Glynn. Senator?
Senator Warren. Lieutenant General Glynn?
Lieutenant General Glynn. Yes, just, one, I think, one
positive note in all of what you just said, and then
reinforcing it is, thanks to the support we have gotten in the
past--the fee assistance program, right?--it gives me much more
comfort about where and what our children are up to, because we
do not have a waiting list for fee assistance. The assistance
is being fully utilized and maximized.
What it does speak to is what, I believe, you said earlier,
which is the quality of the care and the confidence that
families have in the on-installation childcare. So we have
folks waiting for their opportunity to come out of, you know,
something, not on an installation, onto it. I am optimistic,
and we appreciate the continued support there.
But, you know, to your point, you know, the funding of it,
there are many quality-of-life discussions and issues that many
of them came up in Panel 1. We collectively talk about this all
the time. There are not too many we would argue against. But we
have to have the top-line funding to afford them. There are
things in what you are suggesting here that we would all do
right now.
We have different levels of assistance for folks, for their
first child that enrolls between 50 and 100 percent. Talking
between us, we would all have 100 percent if we could all
afford 100 percent. So we have to have the top line to afford
these programs.
Senator Warren. Our job is to make sure you can afford 100
percent.
Did you want to add something, Vice Admiral Cheeseman?
Vice Admiral Cheeseman. Senator, yes, ma'am. I cannot not
go on record after all my colleagues did.
Senator Warren. Absolutely.
Vice Admiral Cheeseman. So I appreciate the time. So to
your point about childcare, in the Navy, and I imagine it is in
the rest of the services as well, there are CDCs within the
budget to be built. A lot of emphasis has been put there, in
the Navy, to give it the foundational support that our sailors
need. Any assistance we could have from Congress to accelerate
that or to help us with the hiring, the future hiring that we
anticipate, will be greatly appreciated.
Senator Warren. Okay, I appreciate that. Miss Kelley, you
do not want to be left behind here.
Ms. Kelley. Not at all. Certainly not on this topic, ma'am.
What I would add is also that there are other programs as well
that we have to take advantage of that cover that round-the-
clock care that we discussed----
Senator Warren. Yes.
Ms. Kelly.--and also leveraging childcare in your home
scenarios in the community partnerships that are so important.
So clearly an additional top line to cover increased pay is
crucial, as is taking advantage of some of the other options
that are out there, because the situations are so unique for
individual, at least in my case, guardians, that we want to
make sure that we have got multiple options to try to combat
this issue.
Senator Warren. I am looking forward to the day when every
single servicemember with a small child who is thinking about
whether to sign up for another tour of duty is saying, ``You
know, if we don't though, we are going to lose this first-rate,
top-notch, affordable, available child care. That is one more
good reason to stay in the service.'' So that is the day we are
looking forward to.
I want to thank you all. Do you have a closing statement,
anything more you want to say?
I want to thank all of our witnesses for your testimony
today. I also want to thank John Clark, Gary Leeling, Andy
Scott, Noah Sisk, Katie Magnus, and Sean O'Keefe for their work
in putting today's hearing together.
Our people are our greatest strength as a Nation, and we
need to do better for them. We have got a lot of people who are
committed to doing well. We need to make sure you have got the
resources to do even better. That is our job here.
I want to thank you all for being here. Senators have until
Friday, May 9, to submit additional questions for the record.
With that, this hearing is adjourned.
[Whereupon, at 5 p.m., the Subcommittee adjourned.]
[Questions for the record with answers supplied follow:]
Questions Submitted by Senator Mazie K. Hirono
access to contraceptives
1. Senator Hirono. Secretary Martinez-Lopez, in October 2023, my
colleagues and I led a letter regarding servicemember's access and
coverage to Opill, the first FDA-approved oral contraceptive available
without a prescription. The Defense Health Agency's Pharmacy and
Therapeutics Committee ruled that it would cover Opill in its uniform
formulary if it was cost effective, which it since has. While we
appreciate that TRICARE now covers Opill, does the Department require
servicemembers to obtain a prescription? If so, why does it continue to
maintain this unnecessary barrier?
Secretary Martinez-Lopez. On March 13, 2024, Opill, an over-the-
counter (OTC) contraceptive pill, was added to the TRICARE Uniform
Formulary for TRICARE beneficiaries at all pharmacy points of service,
based on its relative clinical and cost-effectiveness. In accordance
with Federal law and regulation, TRICARE requires a prescription for
Opill.
2. Senator Hirono. Secretary Martinez-Lopez, will the Department of
Defense direct the Military Service Exchanges to stock the over-the-
counter contraceptives without burdensome restrictions or delays?
Secretary Martinez-Lopez. The Exchanges are operated by the
Military Services in accordance with their needs and requirements. I
commit to working with the Military Services and providing them support
as necessary on this matter.
comprehensive contraceptive counseling
3. Senator Hirono. Secretary Martinez-Lopez, I applaud the
Department of Defense's development of walk-in contraceptive clinics
and removal of contraceptive care co-pays. However, there was a
provision in the 2016 NDAA that all Armed Service Members must receive
comprehensive contraception counseling (CCC) at all military treatment
facilities at least once every year. A 2022 RAND report found that 25
percent of Active Duty service women received counseling and only 18
percent of Active Duty service women received counseling from a
Military Health System provider prior to deployment. Do you have any
updates on the implementation for the congressional mandate in the 2016
NDAA for all servicemembers to receive comprehensive contraceptive
counseling at least once a year and prior to deployments?
Secretary Martinez-Lopez. Defense Health Agency Procedural
Instruction (DHA-PI) 6200.02, ``Comprehensive Contraceptive Counseling
and Access to the Full Range of Methods of Contraception,'' May 13,
2019, establishes procedures for comprehensive standards on health care
with respect to access to comprehensive contraceptive counseling. As
outlined in the policy, counseling is to be provided at specific
episodes of care, when feasible and medically appropriate, at a minimum
annually, in at least one of the following settings: during annual well
woman visits and reproductive health screenings; during military
medical treatment facility (MTF) clinic visits following referral after
the periodic health assessment; during physical examinations; during
pre-deployment related visits; and/or when requested by the
beneficiary.
As Active Duty servicemember may simply choose not to receive
contraceptive counseling, the Department believes it is fully meeting
the needs of Active Duty servicemembers to provide comprehensive access
to contraceptive counseling for those that desire it through a variety
of different platforms, both in person and virtually, and is fully
complaint with statutory requirements.
building the force
4. Senator Hirono. Secretary Vazirani, Secretary Keohane, Secretary
Martinez-Lopez, Ms. Foster, For the panel, in your written statement,
you acknowledge that ``there is a decreasing connection between
Americans and the military.'' What do you think is causing the
disconnect between Americans and the military and what are tangible
things that can be done to help bridge this gap going forward?
Secretary Vazirani, Secretary Keohane, Secretary Martinez-Lopez,
and Ms. Foster.The decline of a military presence in many American
communities has led to a lack of familiarity with the inherent benefits
of Military Service, which directly contributes to the public being
disconnected from its military.
o The Base Realignment and Closure (BRAC) efforts, a declining
veteran population, and reduced military personnel end strength
requirements have collectively diminished youths' firsthand exposure to
service and to those who serve within many communities.
o The Department conducts a study to continuously track sources
of military impressions. These data show that Military recruiters and
advertising are usually the only presence from which the public can
draw more favorable associations with Military Service \1\. This
results in service being generally ``out of sight and out of mind'' for
most Americans.
---------------------------------------------------------------------------
\1\ DOD Ad Tracking Reserve Study (2023)
o For many, perceptions of Military Service are informed by
popular media, which often depicts the riskier elements of service
(i.e., combat, deployments) and the more negative potential outcomes of
---------------------------------------------------------------------------
service (i.e., PTSD, physical injury, emotional issues).
o In essence, stereotypes and misperceptions shape how youth and
the adults who influence them consider Military Service as an
undesirable option.
o Top-of-mind associations of risk are the key barriers for
youth when considering Military Service. The Department conducts
several studies to understand youths' perceptions of the Military and
these data reveal that about 6 out of 10 youth believe that some form
of psychological or emotional problem (59 percent) and difficulty
adjusting to everyday life (56 percent) \2\ are likely outcomes of
their service. Today, with 52 percent of youth never having considered
Military Service \3\ and only 10 percent reporting they are likely to
serve in the next few years \4\, the Department has taken significant
steps to reconnect with American communities.
---------------------------------------------------------------------------
\2\ 2 DOD Ad Tracking Recruits Study (Oct-Dec 2023)
\3\ DOD Youth Poll, Ages 16-21 (Fall 2023)
\4\ DOD Youth Poll, Ages 16-21 (Fall 2023)
The Department, in collaboration with the Military
Services, is developing a strategic campaign to better communicate the
vast array of opportunities and advantages available through Military
---------------------------------------------------------------------------
Service.
o We have made a significant investment of $182 million for a
joint service paid integrated media campaign spanning fiscal year 2024
to fiscal 2028 \5\. This investment will significantly increase and
sustain the presence of positive messaging for military recruiting
among the youth population and their adult influencers.
---------------------------------------------------------------------------
\5\ FY24-FY28: $182m (FY24: $40m; FY25-FY28: $35.5m/year)
We have also been working to encourage the next
generation of Americans to pursue military, national, and public
---------------------------------------------------------------------------
service opportunities.
o The Department recently helped organize the ``Service for
America Summit'' which brought together leaders from AmeriCorps, Peace
Corps, the Selective Service System, and the U.S. Office of Personnel
Management for the first time to collaboratively advance military,
national, and public service.
Additionally, efforts the Department are pursuing to
expand and improve quality high school access for military recruiters
will be critical to improving recruiting production.
o Certain aspects of quality access, such as: recruiters' visits
being announced to all students and staff ahead of time, interested
students being provided an opportunity to meet with recruiters during
these visits; recruiters being allowed to setup in an area that is
conducive, both in time and location, to the exchange of information
between students and the recruiter, and school officials promoting
opportunities for recruiters to make formal presentations to students
regarding military career opportunities and benefits can improve the
quality of visits.
To encourage the next generation of Americans to pursue
military, national, and public service opportunities require a whole-
of-government, and indeed, a whole-of-nation effort. We need leaders at
every level in government and the private sector to make a call to
service to build awareness of national service opportunities and to
promote understanding of the value of service both to individuals
themselves and the Nation.
Supporting Information
Proportion of Youth with a Parent who Served [Youth
Attitude Tracking Study (1995) & DOD Youth Poll (Fall 2023)]
o 1995: 40 percent
o 2023: 13 percent
Proportion of U.S. Veterans [U.S. Census Bureau]
o 1980: 18 percent
o 2022: 6 percent
Top 10 Reasons Not to Join the Military [DOD Youth Poll.
Ages 16-21, (Fall 2023)]
o ``What would be the main reason(s) why you would NOT consider
joining the U.S. Military?'' [Select all that apply]
[GRAPHIC(S) NOT AVAILABLE IN TIFF FORMAT]
5. Senator Hirono. Secretary Vazirani, Secretary Keohane, Secretary
Martinez-Lopez, and Ms. Foster, you also highlight the importance of
the civilian workforce several times in your written statement. How are
you specifically addressing the recruitment and retention of the
civilian workforce that provide continuity and support cyber security,
acquisitions, medical, personnel, and family support programs?
Secretary Vazirani, Secretary Keohane, Secretary Martinez-Lopez,
and Ms. Foster. The Department of Defense (DOD) remains committed to
improving recruiting and hiring strategies to efficiently locate the
skilled talent necessary to support the DOD's global and emerging
mission requirements. The use of Direct Hiring Authorities (DHA) has
allowed the Department to recruit the human capital needed to meet the
mission, while reducing time-to-hire (TTH) and maintaining veterans'
representation.
Congress has granted DHA to target recruitment and expedite hiring
for certain positions critical to the DOD mission, including depot-
level maintenance; cyber; acquisition; medical; science, technology,
and engineering; childcare; financial management; and military housing.
Other DHAs target Defense Industrial Base and Major Range Test and
Facilities Range operations and positions, and military spouses in
overseas locations.
We are looking at ways to enhance pay for our DOD Health Care
providers using title 38 provisions and have utilized Targeted Local
Market Supplements and Special Salary Rates to address recruiting and
retention for markets that are experiencing recruitment and retention
hardships.
Ensuring we have the broad range of perspectives necessary to fuel
innovation demands investment in attracting diverse talents to meet our
critical operational mission needs, to include our most demanding
science, technology, engineering, and mathematics (STEM) priorities.
DOD will continue to expand partnerships with colleges and
universities, including Historically Black Colleges and Universities
and Minority Servicing Institutions, and geographically diverse
institutions across the U.S., focusing on entry-level hiring and
internship opportunities for students and recent graduates.
DOD is also utilizing scholarship programs such as the Defense
Civilian Training Corps (DCTC) to attract and develop the talent
necessary to meet our critical and operational needs and expand
awareness of DOD employment opportunities. DCTC, a prestigious ROTC-
like scholarship and talent development program for civilians, will
strengthen the talent pipeline and contribute to building the workforce
of the future through educational opportunities targeted to DOD-
critical skills vital to keeping pace in the great powers competition.
recruiting challenges
6. Senator Hirono. Admiral Cheeseman, General Glynn, General Stitt,
General Miller, and Ms. Kelley, military recruiting continues to be a
challenge. The Pentagon recently completed a study that found 80
percent of new recruits have at least one family member or close friend
that served in the Armed Forces. For the panel--given that tie, how are
the Services leveraging the extensive veteran and retiree population to
boost recruiting?
Vice Admiral Cheeseman. The Navy leverages the extensive veteran
and retiree population to boost recruiting through building
relationships between our recruiting districts and local veteran
organizations, such as the Veterans of Foreign Wars and the American
Legion. We have also leveraged veteran groups in building community
relationships during Fleet Week events and have hired extensively from
veteran populations to support recruiting operations around the
country. Finally, the Navy continuously coordinates with the Secretary
of the Navy's Retiree Council to further support our recruiting
efforts.
Lieutenant General Glynn. The Marine Corps fosters an environment
that ensures the phrase ``Once a Marine, Always a Marine'' is a very
real commitment to service. Advocacy and support from our marine
veteran population in communities across the Nation is vital to success
as marine recruiters are experiencing the most challenging recruiting
environment since the establishment of the of the All-Volunteer Force.
The Marine Corps has multiple entities engaging and re-connecting with
our marine veteran population to revitalize the pride and purpose of
being a marine and to support the recruiting force.
In 2021, Marine Corps Recruiting Command launched ``Operation
Semper Fi,'' an ongoing campaign designed to connect with marine
veterans, gaining their assistance advocating for the Corps and
influencing prospects. Efforts included providing a letter and decal
from the Marine Corps Recruiting Command's commanding general,
releasing a public service announcement (titled ``Full Circle''), and
hosting center of influence events at local recruiting stations with
marine veterans in the community.
The Marine Corps works closely with veterans' service organizations
(VSO) to create awareness and connect with marine veterans. During this
year's Modern Day Marine Expo, the recruiting command's sergeant major
and senior enlisted advisor for recruiting operations provided a status
of recruiting brief to more than two dozen VSOs.
Lieutenant General Stitt. The Army primarily communicates directly
with its retired soldiers through Army Echoes, the quarterly newsletter
that educates them about their retirement benefits and how to continue
to serve as a soldier for Life. It's available through the Army Echoes
phone app and the Soldier for Life website at https://
soldierforlife.army.mil/Retirement/army-echoes. Retired soldiers
receive direct email notification each quarter to read the newsletter
in an email from DFAS.
The retired soldier mission, ``Hire & Inspire,'' urges retired
soldiers to tell their Army stories to inspire the next generation to
serve in the military. Other means for communicating with retired
soldiers include though annual Retiree Appreciation Days on Army
installations and through installation retiree councils.
The Army also engages in outreach and engagement with Military/
Veteran Support organizations to build partnerships that help raise
awareness about Military Service. At the installation level, we work
directly with local VFW, American Legion, and other veteran
organizations to encourage veterans to share their Army story and help
raise awareness about the benefits of joining the Army.
Lieutenant General Miller. The Air Force is implementing several
programs to leverage our Veteran, retiree, and Active Duty populations
to increase familiarity with Military Service and propensity to serve.
One program is the Advocates to Inspire Military Service (AIMS)
initiative, which partners the Air Force Recruiting Service with
military and veterans service organizations to collaborate and increase
engagement in the local communities. This relationship also creates a
more personal approach for the organization to refer potential
recruits.
Moreover, the Air Force is also incentivizing airmen and guardians
to inspire the next generation through its Stellar Talent Acquisition
Recruiting Referral (STARR) program. Through this program enlisted
members in the grades E-8 and below and officers in the grades O-5 and
below can earn up to two Air and Space Achievement Medals for referring
three recruits who enlist and ship to basic military training.
Ms. Kelley. Stellar Talent Acquisition Recruiting Referral (STARR)
aims to incentivize all airmen and guardians to inspire the next
generation to serve in the Air Force and Space Force.
STARR authorizes enlisted service members (up to senior master
sergeant) and officers (up to lieutenant colonel) to receive up to two
Air and Space Achievement Medals for referring three enlisted
accessions applicants who depart for basic military training.
DAF has also been working with Veteran organizations, such as the
Air and Space Force's Association (AFA) with Advocates to Inspire
Military Service (AIMS) initiatives and partnership with the Air Force
Recruiting Service (AFRS) to assemble a high performing force. This
program connects members with local recruiters to facilitate invaluable
relationships and enable opportunities for recruiters to be invited to
key community events and share contact information with potential
recruits. AFRS is also expanding similar effort with the Space Force
Association. As the Space Force builds out it's Guardian Recruiting
cadre, these members will be fully integrated into such outreach
efforts.
recruiting, citizenship for enlistees
7. Senator Hirono. Admiral Cheeseman, General Glynn, General Stitt,
General Miller, and Ms. Kelley, despite recruiting shortfalls, many
immigrants, including over half a million DACA recipients, are barred
from joining the military. Our country has a proud tradition of
immigrants serving in the military, which we should support. For all of
the witnesses, do you think a change to title 10 to allow DACA
recipients to enlist in the military would help recruiting?
Vice Admiral Cheeseman. Allowing DACA recipients to join would
expand the Navy's recruitable pool.
Lieutenant General Glynn. The Marine Corps is always open to new
ideas that will increase the eligible population of quality recruits.
To this question, there are lengthy vetting and background checks as
well as other challenges, that must be addressed; these involve other
DOD and Federal Government stakeholders, to include State Department,
Department of Homeland Security, and US Citizenship and Immigration
Services. We are interested in working with Congress, the Department,
and other stakeholders on a way forward.
Lieutenant General Stitt. Expanding the possibilities for any
otherwise qualified segment of the population to serve would increase
the pool of eligible applicants for our recruiting agencies.
Lieutenant General Miller. The Air Force recruits to the fullest
extent authorized by 10 U.S.C. Sec. 504. Through the Department's
partnership with the U.S. Customs and Immigration Service, accelerated
naturalization is offered at Basic Military Training to all who are
eligible and has resulted in approximately 1,100 naturalized citizens
over the past 18 months.
Ms. Kelley. Due to the security clearance requirements for the
Space Force, the service only accesses U.S. citizen (born or
naturalized) who have no current foreign contacts in accordance with
DODMAN5200.02--DAFMAN16-1405--DAFGM2023-01, Department of the Air Force
Guidance Memorandum to DODM5200.02--DAFMAN 16-1405, Department of Air
Force Personnel Security Program.
8. Senator Hirono. Admiral Cheeseman, General Glynn, General Stitt,
General Miller, and Ms. Kelley, how has the Biden Administration's
Immigrant Military Members and Veterans Initiative program affected
your ability to reach and recruit from immigrant communities?
Vice Admiral Cheeseman. The Immigrant Military Members and Veterans
Initiative (IMMVI) was established in response to E.O. 14012, Restoring
Faith in Our Legal Immigration Systems and Strengthening Integration
and Inclusion Efforts for New Americans. IMMVI provides support to
military families by considering on a case-by-case basis, parole
requests from current and former military members and their immediate
family members who are outside the United States so that they may seek
to reenter the U.S. and have better access to Veteran Affairs offered
benefits.
Additionally, Recruit Training Command (RTC), in conjunction with
the United States Citizenship and Immigration Services (USCIS), has
established a streamlined process allowing eligible and interested
recruits to naturalize at Basic Military Training (BMT).
Lieutenant General Glynn. The Marine Corps continues to recruit
from every ZIP code in the Nation. Recruiters have conversations with
prospective applicants and inform them of their ability to earn their
citizenship in accordance with current law.
Lieutenant General Stitt. One of the Army success initiatives for
serving members, including its non-citizens was implemented in December
2022, where Army authorized a soldier Referral Program (SRP). The SRP
is pilot that allows soldiers of all grades and all components (Regular
Army, U.S. Army Reserve, and Army National Guard) to share their Army
story with potential applicants and refer them to a local recruiter for
their potential enlistment. The program is reward to both the applicant
and the serving soldier. The applicant is afforded the opportunity to
join the biggest employer in the country while junior soldiers are
eligible for advancement in rank for referrals that ship to training.
As of May 2024, over 1400 individuals have enlisted under the SRP for
the Regular Army and shipped to training.
Lieutenant General Miller. The Immigrant Military Members and
Veterans Initiative program has not affected the Air Force's ability to
reach and recruit from immigrant communities.
Ms. Kelley. Due to the security clearance requirements for the
Space Force, the service only accesses U.S. citizen (born or
naturalized) who have no current foreign contacts in accordance with
DODMAN5200.02--DAFMAN16-1405--DAFGM2023-01, Department of the Air Force
Guidance Memorandum to DODM5200.02--DAFMAN 16-1405, Department of Air
Force Personnel Security Program.
9. Senator Hirono. Admiral Cheeseman, General Glynn, General Stitt,
General Miller, and Ms. Kelley, are there any other changes or updates
that you think should be made to help expand the pool of eligible
servicemembers?
Vice Admiral Cheeseman. In addition to a national call to service,
I suggest we look at methods to familiarize high school students with
the military closer to the start of high school.
This would help to address modern trends where high school
graduates have decided on a future career path earlier than ever.
Recent polling of 16-24 year olds indicates nearly one third of
students begin thinking about careers before entering high school, and
nearly half of all high school students decide on a career path while
in school.
Ensuring high school students are armed with accurate information
about life in the military as they are considering career options could
ensure those who might find a military career fulfilling do not
foreclose the option because of a lack of knowledge, but instead act to
keep themselves eligible through their conduct and their effort to stay
in physical and academic standards to join the military.
One of the strongest factors influencing propensity to serve among
recruitment age Americans is having an influencer in their lives who
has served in uniform. A generation ago this was still true of most
families, but now the percentage of youth with service-connected
influencers has declined to the lowest level since inception of the
All-Volunteer Force. At this point, nearly 30 percent of the college-
bound population report having no knowledge of the military at all.
Having a structured way to provide touchpoints with veterans, including
support in legislation, could help to make up for this gap.
Lieutenant General Glynn. The Marine Corps is always open to new
ideas that will open the aperture for more quality recruits. Marine
Corps Recruiting Command is working with recruiting and medical
partners to review the current DOD Instruction on accession medical
standards with an aim at modernization, improving opportunities for
those who wish to serve their nation. We are also reviewing the policy
waivers we receive most often to potentially broaden the pool of
eligible applicants. In a broader sense, as a government, a
comprehensive assessment of incentivized service to the Nation--in
uniform and otherwise--could create a pool of candidates inclined to
consider continued service.
Lieutenant General Stitt. The Army continues to look for ways to
enhance recruiting efforts. While Army doesn't currently have any new
proposals under development, we ask that you continue to provide your
support as we explore innovative ways to attract young Americans to
join our ranks.
Lieutenant General Miller. The Air Force is a leading member of
Department's Barriers to Service Cross Functional Team which continues
to assess and modernize its policies and processes while maintaining
the quality force we need today and into the future. As a result, the
Air Force has accessed approximately 6,100 quality recruits who would
have otherwise been ineligible.
Ms. Kelley. As part of a DAF effort in fiscal year 2023 and in
partnership with the USAF, the USSF reviewed various ``Barriers to
Service.'' Policy changes included modernized hand and neck tattoo
policies, body composition policies more aligned with DOD BFM
standards, authorizing ``Stripes for Referrals''-awarding rank
advancement up to E-2 for recruits who refer applicants to DAF prior to
Extended Active Duty (EAD), authorizing award of the Air and Space
Achievement Medal (ASAM) for DAF members who refer applicants that
ultimately enter the Service, and adjustments to the Department's
Strength Aptitude Test. Changes in these areas have expanded the pool
of eligible servicemembers.
navy recruiting programs
10. Senator Hirono. Admiral Cheeseman, as you note in your written
statement, overcoming recruiting challenges requires support from the
collective Navy team and the country and one of the recruiting
initiatives is ``Every Sailor is a Recruiter.'' The Navy has existing
programs like the Hometown Area Recruiting Program (HARP), that allows
sailors to go to their hometown areas to assist recruiters in locating
individuals to enlist. Additionally, the Senior Minority Assistance to
Recruiting Program, or SEMINAR, provides assistance to the Navy in its
efforts to recruit more Black, Hispanic, and Asian/Pacific Islander
applicants. These seem like win-win opportunities to promote recruiting
while also allowing servicemembers to return to their home of record
and have the opportunity to see family and friends. Admiral Cheeseman,
is the Navy leveraging these existing programs to boost recruiting,
especially for minorities?
Vice Admiral Cheeseman. Yes, the Navy is leveraging both Hometown
Area Recruiting Program (HARP) and Senior Minority Assistance to
Recruiting Program (SEMINAR). Both programs have seen an increase in
participation over past years. A few examples of how these programs are
being employed include: A Naval Aviator from Saipan conducted a SEMINAR
event there last week. He visited all 4 high schools and 2 colleges on
the island, arranged for a static display of an HH-60 at the airport,
and participated in civic engagements. The Navy is also integrating
HARP into the Nuclear Enlisted Training Pipeline to capitalize on the
enthusiasm and passion of the very best newly minted Nuclear Operators.
11. Senator Hirono. Admiral Cheeseman, do you think there are
challenges with current commands allowing their servicemembers to be
gone for 14 to 90 days?
Vice Admiral Cheeseman. It is certainly possible that a member's
absence from the command would pose challenges, but it would be a
challenge well within the ability of the command to address. When a
sailor is assigned to a command (as opposed to transferring between
commands), the Commanding Officer's approval is required to participate
in hometown recruiting programs like Hometown Area Recruiting Program
(HARP), Officer Hometown Area Recruiting Program (OHARP) or Senior
Minority Assistance to Recruiting Program (SEMINAR). Unlike with a
sailor's departure due to taking leave, the command is expected to
ensure that only the most qualified sailors, with a strong endorsement
by the CO, participate.
This gives the command opportunity to ensure that the requested
timing is supportable, such as during periods of relative downtime
between deployments or while on shore duty. These programs also offer
commands additional flexibility in personnel management, along with the
eventual recruiting benefit that accrues to all Navy commands.
Especially today when there are fewer veterans in families to serve as
military influencers, judicious use of hometown recruiting programs
offers the Navy an effective way to market a Navy career in person, at
a relatively minor investment on the part of the sailor's command.
__________
Questions Submitted by Senator Elizabeth Warren
maternal health in military families
12. Senator Warren. Secretary Martinez-Lopez, maternal mental
health conditions are the most common complication in pregnancy and the
postpartum period. The Biden Administration Blueprint for Maternal
Health includes the establishment of a pilot program to increase
psychiatric consults within the Military Health System to better
identify and treat maternal mental health conditions when a
servicemember is struggling in the prenatal and postpartum period. What
is the status of this pilot?
Secretary Martinez-Lopez. The MHS Reproductive Behavioral Health
Consultation pilot is currently scheduled to formally launch in
September 2024 and run for 1 year. Launching the pilot in September
will support personnel after servicemembers have relocated due to
permanent change of station season. The DOD and Department of Veterans
Affairs will evaluate the results from the pilot in the fall of 2025
and determine the feasibility and advisability of an enterprise-wide
adoption, modification, or continuation of the pilot.
13. Senator Warren. Secretary Martinez-Lopez, where and when will
the program's psychiatric consults and other services be available?
Secretary Martinez-Lopez. Consultation services provided by VA
Reproductive Mental Health subject matter experts will be available in
September 2024 through fall of 2025. The pilot will take place at two
military medical treatment facilities: National Naval Medical Center
San Diego and Naval Hospital Rota.
14. Senator Warren. Secretary Martinez-Lopez, what kind of training
are Military Health System providers receiving to better identify and
support servicemembers struggling with mental health in the prenatal
and postpartum period?
Secretary Martinez-Lopez. A variety of specialty trainings in
perinatal health are available for medical providers and
psychotherapists:
The Department of Veteran's Affairs (VA)/DOD Women's
Mental Health Mini-Residency has been ongoing since 2018; nearly 400
DOD health providers have participated in the last four trainings.
The DHA Clinical Community Speaker Series Day, usually in
the Spring, provides training on women's health. Spring 2024 offerings
included the following: An Analysis of Cardiovascular and Hypertensive
Disease in Pregnancy; Assessment of Ethical Issues Related to Health
care of Women & Children; Implementation Journey of Postpartum
Hemorrhage Bundle and Walk-In Contraceptive Services; Clinical
Perspectives on the Complex Intersection of Pelvic floor Disorders and
Mental Health; VA/DOD Clinical Practice Guideline (CPG) on Management
of Pregnancy: Updates, Research, Interventions and Equitable Care
Updates in Premenstrual and Perimenopausal Women.
The Canadian Armed Forces Health Services and Uniformed
Services University of the Health Sciences held the International
Military Women's Health Workshop in Spring 2022. Topics included
reproductive health, women's mental health, and operational women's
health.
15. Senator Warren. Secretary Martinez-Lopez, what is the DOD
currently doing to help prevent maternal mental health conditions in
servicemembers and military spouses, and to help reduce the stigma
related to reporting and receiving treatment for these conditions?
Secretary Martinez-Lopez. While the Department is unaware of the
existence of specific evidence-based programs proven to prevent
maternal/perinatal mental health conditions, all members of the Armed
Forces and their dependents can receive standardized mental health
screening at any MTF worldwide. Per the VA and DOD Clinical Practice
Guidelines (CPG) on Management of Pregnancy, updated in July 2023,
standardized mental health screening in the perinatal and postpartum
period is conducted at specific intervals using evidence-based tools,
either the Edinburg Postnatal Depression Scale or the Patient Health
Questionnaire-9.
While these tools might not result in a specific mental health
diagnosis, they can help provide early identification of those most at
risk. Depending on the results of these standard screening tools,
appropriate treatment, depending on patient presentation, is offered.
For those who are identified as being at increased risk of depression,
health care providers follow the U.S. Preventive Services Task Force
guidelines, which recommend that clinicians provide or refer pregnant
and postpartum persons to counseling interventions (Perinatal
Depression: Preventive Interventions, 2019). Staff at MTFs can also
provide a variety of other effective treatment modalities, such as
individual or group interpersonal psychotherapy, cognitive behavioral
therapy, and/or medication as required by the condition and medical
history. In addition, the DOD offers a variety of mental health support
resources for beneficiaries.
In addition to standard screening, prenatal patients, their
families, and other members of the patient's support system are
proactively provided with education throughout the pregnancy and
postpartum period, so they are aware of the signs and symptoms of
perinatal mood and anxiety disorders. As physical, physiological, and
psychosocial changes can occur anytime during the pregnancy and
postpartum periods, ensuring these conversations occur early and often
decreases stigma, normalizes screening and detection, and encourages
patients and their families to discuss any mental health concerns.
servicemembers and scams
16. Senator Warren. Secretary Vazirani, online scams are on the
rise and are increasingly targeting service members. What methods are
scammers using and what is the Department of Defense doing to inform,
warn, protect against such scams?
Secretary Vazirani. Online scams are one way scammers attempt to
target servicemembers, who have historically been vulnerable to a
variety of illegal or unethical practices in the commercial
marketplace. With support from Congress through legislation such as
mandated financial readiness training, the Military Lending Act, and
the Servicemembers' Civil Relief Act, the Department has developed a
set of tools to help safeguard military families from predatory
lenders, unfair debt collectors, and other bad actors to support the
financial readiness of the Force.
DOD's foundational protection strategy focuses on training and
educating the Force on military and general consumer protections, while
ensuring and encouraging servicemembers know how to seek support should
they become targets. This strategy also involves training DOD leaders
and service providers to identify and report incidents. All
servicemembers receive standardized training, either during initial
entry training or at their first duty station, on the fundamentals of
military consumer protection law, protection against deceptive consumer
practices, and how to recognize and avoid identity theft. Additionally,
military and general consumer protection content is provided as common
military training at various stages throughout the military lifecycle.
The standardized training content also includes guidance on how
servicemembers can access and monitor their free annual credit reports.
To monitor and stay ahead of emerging scams, DOD collaborates with
financial experts from other Federal agencies and leverages its
longstanding partnerships with various not-for-profit non-Federal
entities. The DOD regularly conducts cross-agency consumer protection
advocacy campaigns that offer timely and relevant content to keep
servicemembers and their families informed. For example, each July, the
Department partners with the Federal Trade Commission (FTC) and
Consumer Financial Protection Bureau (CFPB) for Military Consumer Month
(MCM). MCM provides updated information and resources to help leaders
and DOD service providers better educate servicemembers and their
families about military consumer scams and protections.
DOD also takes action to respond to emerging threats. In January
2023, the Department became aware of an imposter scam targeting newly
enlisted servicemembers where fraudsters posed as a trusted
representatives from the Defense Finance and Accounting Service (DFAS).
Through its well-developed partnerships, DOD collaborated with the FTC
and the CFPB to educate servicemembers and DOD leaders across multiple
channels (e.g., social media, eNewsletters, DFAS communication alerts,
etc.) about this specific threat. By increasing servicemember and
leadership understanding of the DFAS imposter scam at all levels, the
DOD helped protect servicemembers from falling victim and suffering
financial losses.
17. Senator Warren. Secretary Vazirani, a 2020 report by the
Federal Trade Commission found that Active Duty service members were 22
percent more likely than their civilian counterparts to report that an
identity thief had used their stolen information to open a new credit
card or other account, and a January 2023 Consumer Financial Protection
Bureau report found that cases of military identity theft are
increasing. What is the scope of this problem and how is it being
addressed?
Secretary Vazirani. The Department takes seriously the threat of
identity theft, like other military consumer protection threats, as it
may threaten the financial well-being of servicemembers and their
families, which ultimately impacts mission readiness. The Department
has taken action to help members reduce their risk of identity theft
and to provide support to those servicemembers who have fallen victim.
Military and general consumer protection is a mandatory topic area in
the DOD's required financial literacy training that is delivered at
various touchpoints across the military lifecycle. Within those topics,
servicemembers are trained on how to recognize and identify, and if
necessary, encouraged to take steps, including reporting, to resolve
identity theft.
Mandatory training is reinforced by DOD's outreach efforts on
social media, DOD-owned websites, eNewletters, and a mobile app called
Sen$e, alongside each Military Service's efforts to deliver micro-
learning on the subject. DOD also provides a global network of
nationally accredited financial counselors who are trained in military
and general consumer protections and who, through agreements with its
non-Federal partners, can access credit reports to review with
servicemembers and spouses during face-to-face counseling sessions.
18. Senator Warren. Secretary Vazirani, there has been a growth in
digital payment apps in the servicemember community. What steps is DOD
taking to protect servicemembers from the potential abuse of bad actors
on online payment apps?
Secretary Vazirani. The Department keeps abreast of developments in
financial technologies through regular interagency interactions enabled
by its membership in the Financial Literacy Education Commission, which
includes the membership of 24 Federal agencies, and through its
longstanding partnerships with relevant not-for-profit non-Federal
entities. DOD works with these partners to develop messaging to inform
the military community about emerging financial threats. DOD both
develops its own educational content for servicemembers, their
families, leaders, and DOD service providers, and collaborates on
products being developed by other Federal agencies to ensure effective
outreach and messaging to the military audience.
To address the rapid proliferation of online payment applications,
DOD worked with the Consumer Financial Protection Bureau in 2022 to
educate DOD service providers at its annual training symposium on
Consumer Credit and Buy Now Pay Later products. At the 2023 symposium,
the Federal Trade Commission presented a session on Consumer Know-How:
Rights, Rip-offs, and Resources and the Commodities Futures Trading
Commission provided information on Digital Assets, scams, and
protections. In 2024, the U.S. Department of the Treasury's Office of
the Comptroller of the Currency provided information on Banking and
Financial Services. DOD will continue to seek out opportunities to
train and educate its leaders, service providers, and members of the
military community on the latest developments and what impact they
might have on individual and military family financial readiness.
__________
Questions Submitted by Senator Tammy Duckworth
medical readiness in the indo-pacific
19. Senator Duckworth. Secretary Martinez-Lopez, the DOD Inspector
General published a report in 2023 highlighting capacity and capability
challenges facing the Military Health System in the Indo-Pacific
region, including staffing shortages and limited TRICARE network
providers. This year, I'm developing a proposal for the Fiscal Year
2025 NDAA to create a medical readiness program in the Indo-Pacific
region that would expand access to quality medical care for
servicemembers and their families during peacetime and in the event of
a contingency. The proposal would allow DOD to enter into agreements
with foreign medical facilities and accredit these facilities to ensure
they meet the same standard as DOD military treatment facilities. The
DOD already has similar agreements with the Republic of Korea to help
servicemembers and their families get access to Korean medical
facilities. Can you speak to how working with our allies and partners
in the Indo-Pacific to gain access to foreign medical facilities could
provide lifesaving care during a conflict for servicemembers needing to
be medically evacuated?
Secretary Martinez-Lopez. We appreciate your ongoing support to
help ensure the Military Health System is positioned to continue
providing worldclass health care to our servicemembers and their
families both in the U.S. and abroad. We agree that working with
partner nations within the USINDOPACOM area of responsibility (AOR) to
increase access to quality host-nation medical care has the potential
to help address shortfalls in meeting Combatant Command operational and
concept plan requirements in support of Large-Scale Combat Operations
(LSCOs). Facilities that meet our standards and are available during a
mass casualty or LSCO event could aid in the provision of timely
lifesaving care. There are a range of additional benefits of having
partner nations prepared to support causalities during a LSCO with
particular emphasis on trauma capabilities and experience with
similarities and differences in our respective medical systems. While
the Department does support the concept of expanding the access to
vetted civilian medical networks of allies and partners within the
INDOPACOM AOR, for peacetime access to care, global health engagement,
and in case of LSCO scenarios, the criteria differ for each of those
three scenarios.
20. Senator Duckworth. Secretary Martinez-Lopez, can you work with
me and my staff to refine this proposal with a goal of potentially
establishing this medical readiness program in the fiscal year 2025
NDAA?
Secretary Martinez-Lopez. Yes, we recognize the value of working
with partner nations within the INDOPACOM AOR to increase access to
quality host-nation medical care. My staff are prepared to work with
your office to achieve this goal.
__________
Questions Submitted by Senator Dan Sullivan
enhanced recruiting efforts in high schools
21. Senator Sullivan. Secretary Vazirani, I understand that your
office proposes increasing the number of minimum visits offered to high
schools by service recruiters to a minimum of 4 per year. That proposal
would enhance the quantity of visits, but does not address the quality
of the visits. What statutory changes are needed to enhance the quality
of the visit?
Secretary Vazirani. Optimal access would include unfettered access
to students and access to student contact information in a complete and
timely manner. Additionally, recruiters would have an opportunity to
attend high school career fairs/sporting events free of cost and be
allowed a minimum of two recruiter visits, per service, per month
(quality visits). While this is optimal, striking a balance between
what recruiters need and want, and what school officials are able and
willing to provide, is challenging.
Optimal access would include the following elements:
Schools would allow recruiters to visit at least once or
twice a month.
Visits would be announced to students and faculty.
Students would be given passes to visit with recruiters
when requested.
The location for recruiters to set up should be in a
student high-traffic area.
Career days and classroom presentations should be allowed
and encouraged.
Complete contact/directory information would be provided
within 60 days of request.
22. Senator Sullivan. Secretary Vazirani, do high schools
facilitate virtual recruiter visits upon request?
Secretary Vazirani. Recruiters interact best with students in face-
to-face settings. Many schools provided a virtual means for recruiters
to meet with students during the COVID-19 pandemic, but this was born
out of necessity as opposed to more productive face-to-face meetings
that have since resumed.
23. Senator Sullivan. Secretary Vazirani, does DOD or DoEd provide
guidance to high schools on what support the schools must provide to
service recruiters?
Secretary Vazirani. Previously, we have worked with Department of
Education officials to level set expectations. Department of Education
officials reached out to State Chief School officials and shared that
information. Beyond that, states and local school officials establish
guidance (policy and State law) regarding the degree of support
required to be provided to service recruiters by schools.
24. Senator Sullivan. Secretary Vazirani, do State departments of
education provide contact information for high school aged students who
are choosing to home school?
Secretary Vazirani. No. There are no formal requirements for State
departments of education to provide student listings for high school
aged students attending a home school program. Individual states have
differing reporting requirements for home-schooled students.
25. Senator Sullivan. Secretary Vazirani, how do recruiters contact
students who are attending school virtually or remotely?
Secretary Vazirani. Recruiters continue to employ the same methods
to attempt to contact home schooled students as they do for traditional
in-resident students. This includes the use of email, social media, and
the telephone, as well as attempting to engage students in their local
communities through attendance at career fairs and other activities.
waivers for potential recruits
26. Senator Sullivan. Secretary Martinez-Lopez, MHS Genesis
provides an unprecedentedly high level of access to a potential
recruit's medical history. In turn, conditions or diagnoses that
otherwise may not have been known or mistakenly overlooked flag a
potential recruit's record and can make him/her ineligible for a
condition that is likely ultimately to be waived. Common examples
include seeing a mental health counselor during a difficult time or
even acne medication. What initiatives are being undertaken to make the
waiver process more efficient?
Secretary Martinez-Lopez. The Services have increased waiver
authority resources, reorganized waiver offices to improve efficiency,
and increased oversight of waiver authorities to streamline waiver
processing timelines. MEPCOM's Innovation and Facilitation Team has
conducted multiple training sessions with the Service waiver
authorities on how to use MHS GENESIS to review applicant medical exam
results and electronic health histories to increase the speed in which
they process waivers. Prior to this initiative, the waiver authorities
were using time intensive and redundant paper-based processes to
adjudicate waiver packages.
27. Senator Sullivan. Secretary Martinez-Lopez, are there any
initiatives that DOD is exploring that would eliminate the need for
waivers for low-level, past medical conditions that are highly unlikely
to cause issues during the recruit's initial term of service?
Secretary Martinez-Lopez. The Accession and Retention Medical
Standards Working Group is currently reviewing the medical standards
outlined in DODI 6130.03 Volume 1, which pertains to the Medical
Standards for Military Service: Appointment, Enlistment, or Induction.
Since the initiation of the Medical Accession Records Pilot (MARP) in
June 2022, conditions have been periodically added, with the most
recent update on June 5, 2024, bringing the total to 51 conditions.
MARP directs the United States Military Entrance Processing Command to
evaluate Military Service applicants using revised time limitations for
these 51 disqualifying medical conditions as specified in DODI 6130.03,
Volume 1. The most recent additions include time standard relaxation
for ADHD, learning disorders, and restrictive airway conditions.
28. Senator Sullivan. Secretary Vazirani, what percentage of
recruits require a medical waiver?
Secretary Vazirani. In fiscal year 2023, 23.1 percent of non-prior
service accessions that entered Active Duty entered with a medical
waiver. Through the first half of fiscal year 2024 (October 2023 to
March 2024), 29.2 percent of non-prior service accessions have received
medical waivers.
29. Senator Sullivan. Secretary Vazirani, what percentage of
recruits follow through with pursuing waivers once notified that a
condition requires a waiver?
Secretary Vazirani. We are unable to provide data for this question
as currently phrased due to inability to collect data on total number
of Service waivers requested. Upon disqualification by USMEPCOM
providers, the MEPS are only aware that the Service pursued a medical
waiver on a disqualified applicant when the applicant's waiver approval
letter is returned to the MEPS for review and adjustment of the
applicants file. This informs USMEPCOM that the Service concerned has
waived the applicant's disqualifying condition(s). The below chart
reflects the data we can provide.
[GRAPHIC(S) NOT AVAILABLE IN TIFF FORMAT]
30. Senator Sullivan. Secretary Vazirani, and Secretary Martinez-
Lopez, do you believe the waiver process for a medical condition is too
burdensome on the recruit?
Secretary Vazirani and Secretary Martinez-Lopez. The current waiver
process provides the Services with key information on which to make an
informed risk assessment. While there is always room for improvement,
we believe the current process is the most efficient and effective and
places the minimum amount of burden on the new recruits in order for
the Services to make an informed quality assessment.
tricare plan access
31. Senator Sullivan. Secretary Martinez-Lopez, how are TRICARE
Prime Service areas determined?
Secretary Martinez-Lopez. As outlined in Federal regulation, the
primary purpose of TRICARE Prime is to support the effective operation
of a military medical treatment facility (MTF), which exists to support
the medical readiness of the Armed Forces and the readiness of medical
personnel. Consequently, TRICARE Prime is offered in areas where the
Director determines that it is appropriate to support the effective
operation of one or more MTFs.
32. Senator Sullivan. Secretary Martinez-Lopez, TRICARE plans for
dependents of Active Duty service members (ADSM) are geographically
dependent. When a servicemember is assigned to a remote location
greater than 50 miles from a Military Treatment Facility (MTF), the
dependents have the option of TRICARE Prime Remote or TRICARE Prime
Select. It is not uncommon for dependents to temporarily relocate
during an ADSM's deployment or extended temporary duty so they can be
nearer to extended family for additional support while the ADSM is
away. Is a statutory change required to allow the families of ADSM to
be able to keep TRICARE Prime or TRICARE Prime Remote if they
voluntarily move from the permanent duty station for additional family
support?
Secretary Martinez-Lopez. Entitlement to TRICARE Prime Remote (TPR)
is established by statute (10 U.S.C. 1079(p)), and a statutory change
would be required to allow Active Duty Family Members (ADFMs) to enroll
in and/or keep TPR if they elect not to reside with (or voluntarily
move away from) the member when the member is assigned to a TPR
permanent duty station. If an Active Duty Service Member (ADSM)
receives a subsequent unaccompanied assignment after the TPR
assignment, and the ADFMs are not authorized to accompany the member to
the next duty assignment, and the ADFMs continue to reside at the same
TPR address, they may remain in TPR for the duration of the subsequent
assignment, so long as they do not move away from that location. If the
ADFMs move into a Prime Service Area (PSA), they may enroll in TRICARE
Prime. If the ADFMs move outside a PSA, TRICARE Select would be the
only TRICARE option available to them.
33. Senator Sullivan. Secretary Martinez-Lopez, is the Extended
Care Health Option (ECHO) only available to members who have dependents
enrolled in the Exceptional Family Member Program (EFMP)?
Secretary Martinez-Lopez. Generally, yes. By law, TRICARE
beneficiaries must be ``registered'' to receive the benefits provided
under the ECHO Program. This registration policy enhances the efforts
to provide an integrated set of services and supplies to eligible
TRICARE beneficiaries and ensures effective utilization of program
resources. In order to register for the ECHO program, the Active Duty
sponsor must submit the following documentation to the enrolling
contractor responsible for administering the ECHO in the geographic
area where the beneficiary resides: 1) evidence that the sponsor is a
servicemember in one of the Uniformed Services; 2) medical records
which demonstrate that the Active Duty Family Member has a qualifying
condition in accordance with TRICARE policy and who otherwise meets all
applicable ECHO requirements; and, 3) evidence, as provided by the
sponsor's branch of service, that the family or family member seeking
ECHO registration is enrolled in the EFMP. This last requirement is
waived when the sponsor's branch of service does not provide the EFMP;
or the beneficiary seeks ECHO eligibility based on the deceased sponsor
provisions listed in TRICARE policy; or other circumstances exist that
make enrollment in the EFMP unnecessary or inappropriate, such as when
an individual resides with the custodial parent who is not the Active
Duty sponsor. To avoid delaying receipt of ECHO services while awaiting
completion of enrollment in the EFMP, beneficiaries may be granted
provisional eligibility status for a period of not more than 90 days
during which ECHO benefits will be authorized and payable.
34. Senator Sullivan. Secretary Martinez-Lopez, is it true that if
an ADSM is divorced and has a dependent child who was enrolled in ECHO
because of their eligibility that the child loses ECHO eligibility if
the child is primarily placed for custody with the non-ADSM parent,
even if the child maintains dependent status?
Secretary Martinez-Lopez. No, eligibility for the ECHO program is
not based on the domiciliary of the dependent child. The ECHO enrolled
dependent child will remain eligible as long as the dependent child
otherwise meets eligibility requirements of the ECHO program (i.e., the
sponsor continues to be an Active Duty member (unless deceased) and the
dependent child continues to have a qualifying condition).
community support programs
35. Senator Sullivan. Secretary Vazirani, does the Defense
Community Infrastructure Program allow funding to be used for public
school infrastructure that serves a significant portion of military
families?
Secretary Vazirani. The Defense Community Infrastructure Program,
administered by the Office of Local Defense Community Cooperation, is a
competitive grant program that can be used to support enhancements to
public infrastructure, to include schools that support an installation.
36. Senator Sullivan. Secretary Vazirani, how does Department
determine how DOD Impact Aid is distributed?
Secretary Vazirani. The DOD Impact Aid Program is governed by 20
U.S.C. Sec. 7703a and 7703b which prescribes how a Local Educational
Agency (LEA) qualifies for funding. The Department of Defense Education
Activity (DODEA) administers the DOD Impact Aid Program. A breakdown of
the process is provided below:
DODEA requests data from the Department of Education
annually.
The data provides the basis for determining which LEAs
are eligible to receive DOD Supplement to Impact Aid and which LEAs are
eligible to apply for DOD Impact Aid for Children with Severe
Disabilities (CWSD).
The Department of Education's Office of Impact Aid
provides DODEA with data on the LEAs that meet the following criteria
based on data collected from the preceding school year. The data
provided by ED includes:
o Students' residence (on or off Federal property)
o Average daily attendance figures for each LEA.
o The number of military dependent students with disabilities
who attend each LEA, and data on State and national average per pupil
costs.
o LEAs with at least 20 percent (20 percent) enrollment of
military dependent students (as rounded to the nearest whole percent).
o Contact information for each LEA.
37. Senator Sullivan. Secretary Vazirani, once DOD Impact Aid is
distributed to a state's education department, is there any way to
guarantee it goes to the schools that have large proportions of
military families?
Secretary Vazirani. DOD impact aid goes directly to the local
education agency concerned based on the Department of Education formula
and input from the local education agency, with one exception. Alaska
is the only State where that considers DOD Impact Aid as ``Alaskan
revenue'' so it is received by the State.
at-sea manning gaps
38. Senator Sullivan. Admiral Cheeseman, in January, there were a
reported 21,000 gaps for at-sea billets. Those gaps are often filled
with sailors pulled from ships in maintenance periods or the basic
phase of the Optimized Fleet Response Plan (OFRP). Can reservists be
used to fill at-sea manning gaps?
Vice Admiral Cheeseman. The Navy Reserve plays an integral role in
providing operational support to the Fleet and has regularly been
called upon to help fill at-sea manning gaps for specific skills. We
utilize Selected Reserve Sailors performing Active Duty jobs on Active
Duty for Operational Support (ADOS) or recall orders onboard surface
ships, submarines, and aviation squadrons at sea. The Navy will
continue to carefully balance employment of Reserve sailors to fill
Active Component vacancies with the need to maintain warfighting and
mobilization readiness of Reserve Component units for strategic depth.
39. Senator Sullivan. Admiral Cheeseman, given the immense numbers
of at-sea gaps, has the Navy explored making certain ships, perhaps
LCS, manned partially by full-time reservists as was done with some
Oliver Hazard Perry-class frigates in the 1980's?
Vice Admiral Cheeseman. Navy has assessed partially manning ships
with full-time reservists and found it is not an appropriate substitute
for Active Duty sailors. However, we do intend to establish reserve
billets at Surface Readiness Groups to support maintenance and other
requirements.
servicemember input on permanent duty station orders
40. Senator Sullivan. General Stitt, the Army recently instituted
two enlistment contract options that 11th Airborne soldiers in Alaska
consistently mention to me and my staff. The first is option 20, which
give recruits the option to pick their first duty station. The second
is option 19, which provides geographic stability by allowing soldiers
to remain at certain permanent duty stations. Do you have the official
numbers for 2023 on how many soldiers chose Alaska as their first duty
station?
Lieutenant General Stitt. 572 soldiers chose Alaska as their first
duty station in 2023.
41. Senator Sullivan. General Stitt, do you have numbers for how
many soldiers chose to stay in AK?
Lieutenant General Stitt. In fiscal year 2024, 198 soldiers have
reenlisted to remain in Alaska.
42. Senator Sullivan. General Stitt, how effective have option 19
and option 20 been as recruiting and retention tools in Alaska?
Lieutenant General Stitt. Approximately 25 percent of recruits
select their first duty station which appears to be an effective
incentive for enlistment.
43. Senator Sullivan. Admiral Cheeseman, General Glynn, General
Miller, and Ms. Kelley, is your service considering similar programs to
the Army's option 19 and option 20 to improve recruiting and retention?
Vice Admiral Cheeseman. We are not actively considering a
homesteading or guaranteed first location program at this point. Our
recruiters provide feedback routinely to the chain of command based on
their discussions with potential applicants, which we use to ensure we
have the right set of recruiting programs to offer a compelling package
to convert potential leads into future sailors. Up to this point, we
have been able to meet this kind of request through other programs,
such as offering guaranteed school programs with a known set of duty
locations.
In addition, existing Navy policy that applies to all sailors such
as marketplace detailing, operational deferments and a policy
preference for geographic stability in assignments is another way we
can encourage enlistments without the need to offer homesteading or a
chosen first duty station as a specific recruiting program.
Lieutenant General Glynn. Though the Marine Corps has the authority
to guarantee applicants one of three geographic locations (east coast,
west coast, and overseas) for their initial tour of duty--comparable to
the Army's `Option 19' enlistment program--the Geographic Option
Program is not currently used as a recruiting tool due to challenges in
the assignment process. Specifically, this program introduces rigidity
into the assignment process hindering the Marine Corps' ability to
assign marines according to Force Design objectives and Global Force
Management requirements.
Lieutenant General Miller. Currently, the Air Force's sole
geographic stability program, the First Term Airman In-Place Base of
Preference program, caters exclusively to airmen in their initial
enlistment. The Air Force is considering reinstating the In-Place Base
of Preference program for career airmen, as it offers a no-cost
Permanent Change of Station and a retention incentive. Currently, there
are no such programs available for officers.
Ms. Kelley. Currently, the Space Force is not considering similar
programs to the Army's Choice of Station Programs known as Option 19
and Option 20 to improve recruiting and retention. Most Guardians
benefit from the probability of initial assignments in CO, FL, and CA
along with the predictable, standardized battle rhythm of the employed
in place model. USSFs employed in place model (Space Force Generation
(SPAFORGEN)) brings an unmatched level of consistency in terms of
deployment ops tempo for Guardians vice deployment models that exist
elsewhere in the DOD. Space Force assignment policy and processes allow
Guardians to provide inputs on assignment preferences and desirability,
to include remaining at their permanent duty station.
__________
Questions Submitted by Senator Ted Budd
tricare program
44. Senator Budd. Secretary Martinez-Lopez, I am aware of the delay
in TRICARE's access to new drugs compared to other health programs,
partly due to strict step-therapy rules. In one such instance, TRICARE
beneficiaries under 18 must use two stimulants and one non-stimulant
before accessing a new non-stimulant ADHD treatment. Adults require
three stimulants and one non-stimulant. Other government and commercial
plans only require one step for similar treatments. Can you explain why
TRICARE has different step-therapy rules than other government and
commercial plans?
Secretary Martinez-Lopez. According to Federal law and regulation,
the DOD Pharmacy and Therapeutics Committee (P&T) recommends
pharmaceutical agent inclusion on the TRICARE Uniform Formulary based
on a review of the relative clinical and cost-effectiveness of the
pharmaceutical agent. DOD P&T membership includes practicing physicians
and pharmacists from many specialties and Military Services who use
their collective professional judgment based on evidence-based reviews
to recommend step-therapy rules for specific pharmaceutical agents. Of
note, some non-stimulant attention-deficit/hyperactivity disorder
treatments have black box warnings from the Food and Drug
Administration regarding higher rates of suicidal thoughts and behavior
when used. These types of warnings emphasize the precautionary value of
strict step therapy protocols toward reducing risk to the patient.
45. Senator Budd. Secretary Martinez-Lopez, will you commit to
working with my staff and me on these care access protocols?
Secretary Martinez-Lopez. DOD remains committed to its proven
evidence-based process balancing risks and benefits for all TRICARE
beneficiaries based on the Federal law and regulations that govern the
TRICARE pharmacy benefit.
marine corps total fitness
46. Senator Budd. General Glynn, can you please explain ``Marine
Corps Total Fitness'' and describe ways Congress can help the Marine
Corps develop this concept?
Lieutenant General Glynn. Marine Corps Total Fitness (MCTF)
delivers Warrior Readiness and Resilience (WARR) through an integrated
system that invests in prevention and skill-building efforts to
optimize warfighter performance, readiness, lethality, and resilience.
Total Fitness optimizes service-wide force longevity and performance
through holistic human performance programs designed to strengthen the
force and family.
MCTF focuses on four interconnected domains that equip commanders
with a seamless system to boost readiness:
Social: Building and maintaining healthy, positive
relationships with peers, unit leaders, friends, family members, and
members of the community.
Spiritual: Finding inner strength that comes from a
higher purpose.
Mental: Engaging in healthy thinking and behaviors builds
strong intellectual and emotional habits.
Physical: Building strength, flexibility, stamina, and a
well-rounded fitness program by possessing the knowledge, skills,
mindset, and tools to perform well, avoid injuries, and recover if
injured.
MCTF enables marines, units, and families to strengthen core
performance in any environment and recognize what supports--and
hinders--their overall wellness and ability to perform. MCTF defines
what it means to be healthy and can help strengthen the whole marine
and the marine's family, a benefit throughout the career continuum.
MCTF is integrated and embedded prevention. The Marine Corps will
leverage the integrated primary prevention workforce that is being
built and use the tenets of MCTF to foster the holistic wellness and
personal growth of marines and families.
The Marine Corps is developing WARR centers to enhance access to
integrated prevention and response services that can assist marines and
families in building their total fitness. These centers consolidate
wellness, prevention, and performance capabilities. WARR centers have
opened at Marine Corps Base Camp Lejeune and Marine Corps Air Ground
Combat Center Twentynine Palms. The Marine Corps is looking into
sustaining and further expanding the WARR model for holistic wellness,
by focusing on Human Performance, Health Promotions, Aquatics, Fitness,
Sports, and the Single Marine Program. MCTF is a top priority for the
Marine Corps, and efforts are underway to integrate key staff in
facilities where marines and family members congregate.
mhs genesis
47. Senator Budd. General Miller, MHS Genesis is uncovering more
recruit medical information on prospective recruits. This is slowing
down the recruiting process. The Air Force recruiting commander said
9,000 recruits walked away because of the delay. In response to this,
the Army has mobilized reservists to augment the Military Entrance
Processing Command and help review records more quickly. Why hasn't the
Air Force done the same thing?
Lieutenant General Miller. The Department recognizes the importance
of surging capacity to help improve medical processing times and began
augmenting USMEPCOM in April 2024 with Reserve medical administration
staff support and medical officers. In fiscal year 2024, the Air Force
provided 35 Medical Technicians and 28 Medical Providers to facilitate
Active Duty processing requirements. This support will continue through
at least fiscal year 2025.
navy recruitment initiative
48. Senator Budd. Admiral Cheeseman, you touched on the Navy's
progress in exceeding its recruited by 2,500 more individuals compared
to the same time last year. You mentioned the Navy's initiative
concerning the Future Sailor Preparatory Course program. Can you
provide a more detailed explanation of this program and discuss its
impact on improving the Navy's recruiting efforts?
Vice Admiral Cheeseman. The Future Sailor Preparatory Course (FSPC)
mirrors an Army program. The Navy has established the FSPC with two
tracks: Fitness and Academic. FSPC Physical (FSPC-P) first started in
April 2023 and allows Navy Recruiting Command (NRC) to recruit
applicants with an Armed Forces Qualification Test (AFQT) of 31 and
higher, and body compositions of 27-32 percent for males and 37-42
percent for females. These Future Sailors (FS) enter a 3-week physical
fitness program for up to 90-days. Once the FS reaches the DOD body-fat
standard, 26 percent (male) or 36 percent (female), they will graduate
the course and enter basic military training at Recruit Training
Command. As of 25 June 2024, FSPC-P has graduated 588 FS, with an
overwhelming majority meeting standards in the first 3 weeks.
FSPC Academic (FSPC-A) first began in Fall 2023 and allows
applicants with AFQT scores <30 to study, retake the Armed Forces
Classification Test (AFCT), and reclassify into a new rating. This
program utilizes a mixture of civilian instructors and Active Duty
officers to teach fundamental math, vocabulary, and reading
comprehension. After 3 weeks of classroom instruction, FS take the
AFCT. The first pilot course convened January 2024, and has graduated
over 1,400 FS, with over 29 percent moving into CAT III or higher, and
40 percent reclassifying into new rates. Those who do not improve
enough after the first 3 weeks are offered an opportunity to retake the
course once.
These programs make a positive impact on Navy recruiting. FSPC-P
specifically improves recruitment into Navy's most technically
challenging career fields such as cybersecurity and nuclear. Likewise,
the 40 percent of FSPC-A graduates who reclassify go on to fill more
complex career fields that expand job opportunities for recruits and
ultimately reduce gaps at sea for critically undermanned ratings,
including Master-at-Arms (MA), Hospital Corpsman (HM), Cryptologic
Technician (CTM/CTT), and Submarine Electronics/Computer Field (SECF).
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