[Senate Hearing 118-787]
[From the U.S. Government Publishing Office]
S. Hrg. 118-787
THE NOMINATIONS OF: MR. RONALD T. KEOHANE
TO BE ASSISTANT SECRETARY OF DEFENSE
FOR MANPOWER AND RESERVE AFFAIRS; AND
HONORABLE NICKOLAS H. GUERTIN TO BE
ASSISTANT SECRETARY OF THE NAVY FOR
RESEARCH, DEVELOPMENT AND ACQUISITION
=======================================================================
HEARING
BEFORE THE
COMMITTEE ON ARMED SERVICES
UNITED STATES SENATE
ONE HUNDRED EIGHTEENTH CONGRESS
FIRST SESSION
__________
MARCH 15, 2023
__________
Printed for the use of the Committee on Armed Services
[GRAPHIC NOT AVAILABLE IN TIFF FORMAT]
Available via: http://www.govinfo.gov
__________
U.S. GOVERNMENT PUBLISHING OFFICE
63-635 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
(ii)
C O N T E N T S
_________________________________________________________________
march 15, 2023
Page
The Nominations of: Mr. Ronald T. Keohane to be Assistant 1
Secretary of Defense for Manpower and Reserve Affairs; and
Honorable Nickolas H. Guertin to be Assistant Secretary of the
Navy for Research, Development and Acquisition.
Members Statements
Reed, Senator Jack............................................... 1
Wicker, Senator Roger F.......................................... 3
Witness Statements
Keohane, Ronald T., to be Assistant Secretary of Defense for 5
Manpower and Reserve Affairs.
Advance Policy Questions....................................... 28
Questions for the Record....................................... 42
Nomination Reference and Report................................ 44
Biographical Sketch............................................ 46
Committee on Armed Services Questionnaire...................... 48
Signature Page................................................. 53
Guertin, Hon. Nickolas H., to be Assistant Secretary of the Navy 7
for Research, Development and Acquisition.
Advance Policy Questions....................................... 53
Questions for the Record....................................... 73
Nomination Reference and Report................................ 75
Biographical Sketch............................................ 76
Committee on Armed Services Questionnaire...................... 78
Signature Page................................................. 88
(iii)
This hearing is printed to include all available
information
requested or required to be inserted for the
record.
(iv)
THE NOMINATIONS OF: MR. RONALD T. KEOHANE TO BE ASSISTANT SECRETARY OF
DEFENSE FOR MANPOWER AND RESERVE AFFAIRS; AND HONORABLE NICKOLAS H.
GUERTIN TO BE ASSISTANT SECRETARY OF THE NAVY FOR RESEARCH, DEVELOPMENT
AND ACQUISITION
----------
WEDNESDAY, MARCH 15, 2023
United States Senate,
Committee on Armed Services,
Washington, DC.
The Committee met, pursuant to notice, at 9:31 a.m., in
room G-50, Dirksen Senate Office Building, Senator Jack Reed
(Chairman of the Committee) presiding.
Committee Members present: Senators Reed, Gillibrand,
Blumenthal, Hirono, Kaine, King, Warren, Peters, Rosen, Kelly,
Wicker, Fischer, Cotton, Scott, Tuberville, Mullin, and Budd.
OPENING STATEMENT OF SENATOR JACK REED
Chairman Reed. Good morning. Let me call a hearing to
order. The Committee meets today to consider the nomination of
Mr. Ronald Keohane to be Assistant Secretary of Defense for
Manpower and Reserve Affairs, and The Honorable Nicholas
Guertin to be Assistant Secretary of the Navy for Research,
Development, and Acquisition.
I thank the nominees for their willingness to serve in
these important roles. I would also like to welcome the family
members who are here today. Mr. Keohane, I would like to
recognize your mother, Teresa, who I know wanted to be here
today and is watching proudly from home.
Mr. Guertin, I welcome your wife, Maria, son, Enrico,
daughter, Isabella, brother, Joseph, and cousin, Gregory. We
are grateful to our nominees' families and loved ones for their
continued support. Mr. Keohane, you are nominated to be the
Assistant Secretary of Defense for Manpower and Reserve
Affairs.
As the principal advisor on all matters relating to
civilian and military personnel policies, you will be
responsible for military community and family policy, and
reserve integration, as well as day to day supervision of the
Department of Defense Education activity and the Defense
Commissary Agency.
Your extensive leadership experience in the Department of
Defense, various Federal agencies, and private sector should
serve you very well in this role. First and foremost, you will
need to address the military's difficult recruiting
environment. The services have struggled to meet their
recruiting objectives for several years, and the total force
felt tens of thousands of recruits short of its goal last year.
Further, we know from recent survey data that young
Americans propensity to serve in the military is at its lowest
point in decades. There are many factors contributing to this
challenging environment, including competition with the private
sector for candidates when the employment rate is at a record
low.
Even in the best of times, the military has always
struggled to recruit when the labor market is slim. As such,
the services have adjusted their testing and qualification
strategies to try to overcome these challenges. The Army's
Future Prep course has shown reasonable success and may provide
useful insights for the other services.
Mr. Keohane, our military's greatest asset is its people
and it will be critical for you to dedicate rigorous, sustained
efforts toward improving recruitment. I would like to know your
ideas for increasing the number of young Americans eligible for
and interested in military service.
I would also note that military childcare remains a
challenge, with persistent waitlists for child development
centers, and in some high-density locations, waitlists for fee
assistance programs intended to partially offset costs for
private care. The services have made modest progress in
shortening these waitlist and hiring cleared providers, but
more must be done.
I would ask for your views on how this childcare shortage
can be improved. But before we move on, let me make one point.
Diversity and inclusion strengthen our military. By every
measure, America's military is more lethal and ready than it
has ever been. It is also more diverse and inclusive than ever
before. This is not a coincidence.
America looks more and more like the Nation it represents,
whether in race, gender, creed, sexuality, or any other
measure. This is the right direction as America's strength is
in its diversity. But greater diversity requires greater
understanding within the ranks, and understanding requires
learning and regular training. The fundamental bond that
assures unit cohesion is the commitment by every member to
protect, not exploit, his or her fellow servicemembers, whoever
they may be.
This is a state of mind and heart that must be constantly
inculcated by training and by example. With that being said, I
am alarmed by the nature of some criticism of the military.
Healthy oversight of our military is necessary and productive,
but undefined accusations are not.
If criticisms are to be made issue made with facts not
slogans. There are real consequences to these sorts of
accusations, both to the cohesion of our force and civil
society, but also to the benefit of our adversaries. This
Committee is charged with the solemn privilege of overseeing
our Nation's military.
To accomplish this, we must exercise responsible oversight.
Mr. Guertin, you are nominated to be Assistant Secretary of the
Navy for Research, Development, and Acquisition. If confirmed,
you would serve as the Navy's acquisition executive responsible
for the development and acquisition of all Navy and Marine
Corps platforms and weapons systems, and for enforcement of the
Defense Department's acquisition and sustainment procedures.
You currently serve as the Department of Defense Director
for Operational Test and Evaluation, having been confirmed to
that position by this Committee last year. A recent change to
the position for which you are nominated is the responsibility
to exercise rather milestone decision authority on behalf of
the Navy.
The milestone decision authority, the chief official tasked
with determining the entry point of an acquisition program in
the acquisition process, was previously held by the Office of
the Secretary of Defense but was transferred to the services in
the Fiscal Year 2021 National Defense Act. I would ask for your
views on the appropriate balance between acquisition programs
at the service level and OSD oversight of such programs.
Also, in 2021, the Navy released its Shipyard
Infrastructure Optimization Program, or SIOP, to address long
standing infrastructure issues at the Navy's four public
shipyards. The modernization plan is designed to help address
growing a maintenance backlog, especially within the submarine
fleet.
There is no similar plan for modernizing private shipyards,
however, even as these private yards conduct maintenance on
almost all of the Navy surface combatants. Both public and
private yards are struggling to meet their schedules, and I
would like to know how you will ensure the Navy effectively
executes the SIOP, given the scale and investment needed.
Thank you again to our nominees. I look forward to your
testimoneys. Now let me recognize, Ranking Member, Senator
Wicker.
STATEMENT OF SENATOR ROGER F. WICKER
Senator Wicker. Thank you, Mr. Chairman. I want to thank
our witnesses for being here today and congratulate them on
their nominations and appreciate their willingness to serve.
Mr. Keohane has been nominated by the President to be Assistant
Secretary of Defense for Manpower and Reserve Affairs.
If confirmed, he will therefore be directly responsible for
nearly all the policies governing careers in the military and
civilian workforce. During this hearing, I would like to learn
how he plans to address the most pressing challenge facing the
military, which is the current recruiting crisis.
If trends continue this year, the Army, Navy and Air Force
will all fail to achieve their respective recruiting missions.
The Army and Navy will be short by at least 10,000 recruits
each, and the Air Force will fall short on recruits for just
the third time in its history. The foundation of the all-
volunteer force is a steady supply of young men and women
willing to serve their country in uniform.
Without that foundation, the all-volunteer force becomes
top heavy and less effective. I expect the Assistant Secretary
to be a leader in fixing this problem. I am concerned the
Department of Defense is increasingly becoming an instrument of
controversial social policies. Most of these policies are
influenced by the office Mr. Keohane hopes to lead.
I believe this Administration is exacerbating the
recruiting challenge by prioritizing these policies. A large
number of Americans do not want to join organization led by
people who are often more interested in fighting culture wars
than preparing for actual wars, and I was very interested in
the Chair's comments just a few moments ago about making sure
that we are not creating policies based on unfounded
accusations.
As someone who joined the United States military half a
century ago as a young college student, and who served on both
Active Duty and in the Reserve, I have long ago come to the
conclusion that the United States military is the greatest
civil rights organization and the greatest equal opportunity
program in the history of the world. I believe that has been
the case for decades and decades and continues to be so.
So, I do wonder about the unfounded accusations that seem
to be driving policy. So, I am interested in what Mr. Keohane
might do if confirmed, to restore the Department's focus on its
mission, which is to provide military forces needed to deter
war and ensure our Nation's security. That is the mission that
makes people so enthusiastic about joining our armed services.
Now, Mr. Guertin has been nominated by the President to be
Assistant Secretary of the Navy for Research, Development, and
Acquisition, and he seems to be singularly qualified for this
important position. He will be responsible for managing the
development of weapons for the Navy and Marine Corps.
During this hearing, I hope to learn how the Navy can bring
the latest technology to our warfighters and make sure the
systems they currently have are ready to deploy. I am concerned
the Department of Defense is not moving fast enough to create a
credible deterrent within the next 5 years as the threat from
China increases.
I am sure Mr. Guertin shares that concern. Perhaps we will
explore that during questions. The Committee has provided means
for the Navy to move faster in acquisition, but they are not
taking full advantage of those means. Instead, the Navy relies
on cautious, slow methods that delay the delivery of critical
assets.
By attempting to eliminate risk to acquisition officials,
the Navy increases risk on the battlefield, and I think that
can be said service wide, not just for the Navy. We must
innovate. It is time to make the most of existing acquisition
authorities so our speed matches or exceeds that of our
adversaries.
Mr. Guertin will be in this new capacity in a position to
help us achieve a quantum leap in this regard. I am interested
in what Mr. Guertin will do, if confirmed, to change the
culture of acquisition workforce, to start accepting measured
risks, and delivery capabilities at the scale and pace that our
National Defense Strategy requires.
I thank our witnesses, and I thank you, Mr. Chairman.
Chairman Reed. Thank you, Senator Wicker, very much, and
gentlemen, before I recognize you, there are a series of
questions that were asked of all civilian nominees. You may
reply in unison. Have you adhered to applicable laws and
regulations governing conflicts of interest?
Mr. Keohane. Yes.
Mr. Guertin. Yes.
Chairman Reed. Have you assumed any duties or taken any
actions that would appear to presume the outcome of the
confirmation process?
Mr. Keohane. No.
Mr. Guertin. No.
Chairman Reed. Exercising our legislative and oversight
responsibilities makes it important that this Committee, its
subcommittees, and other appropriate committees of Congress
receive testimony, briefings, reports, records, and other
information from the executive branch on a timely basis. Do you
agree, if confirmed, to appear and testify before this
Committee when requested?
Mr. Keohane. Yes.
Mr. Guertin. Yes.
Chairman Reed. Do you agree to provide records, documents,
and electronic communications in a timely manner when requested
by this Committee, its subcommittees, or other appropriate
committees of Congress, and to consult with the requester
regarding the basis for any good faith delay or denial in
providing such records?
Mr. Keohane. Yes.
Mr. Guertin. Yes.
Chairman Reed. Will you ensure that your staff complies
with deadlines established by this Committee for the production
of reports, records, and other information, including timely
responding to hearing questions for the record?
Mr. Keohane. Yes.
Mr. Guertin. Yes.
Chairman Reed. Will you cooperate in providing witnesses
and briefings in response to congressional requests?
Mr. Keohane. Yes.
Mr. Guertin. Yes.
Chairman Reed. Will those witnesses and briefings be
protected from reprisal for their testimony or briefings?
Mr. Keohane. Yes.
Mr. Guertin. Yes.
Chairman Reed. Well, thank you very much. Mr. Keohane,
please.
STATEMENT OF RONALD T. KEOHANE TO BE ASSISTANT SECRETARY OF
DEFENSE FOR MANPOWER AND RESERVE AFFAIRS
Mr. Keohane. Thank you, Chairman Reed, Ranking Member
Wicker, and distinguished Members of the Committee. I am deeply
honored to come before you today as President Biden's nominee
for Assistant Secretary of Defense for Manpower and Reserve
Affairs.
I am grateful to President Biden, Secretary Austin, Deputy
Secretary Hicks, and Undersecretary Cisneros for their trust
and confidence in me. I want to start with thanking my family,
friends, and mentors for their encouragement and support that
has brought me to this place in time.
While my mother is unable to be here in person today, she
and my brothers understand the great importance of this moment
and are certainly cheering me on from afar, and last, to my
father, who undoubtably is watching down proudly on these
proceedings.
Coming from a family of educators, my parents instilled the
values of hard work, empathy, and public service in my siblings
and me, which has served as my North Star and given me the
passion and commitment to serve our servicemembers, their
families, and our career public servants.
I have very vivid memories as a small child loading up in
the family station wagon, as we would drive my father to our
local armory as he headed off to Fort Drum for his annual
training. Equally so, I recall the official military photos of
my uncles that sat in a place of prominence on our living room
mantle as they served in Vietnam. All a constant reminder of
the important sacrifice our servicemembers and their families
make for all of us each and every day.
I spent the vast majority of my 30-year career in support
of our servicemembers and their families. My first job out of
college was as a young Schedule C appointee in the Department
of Defense during the Clinton administration.
It was at that time I discovered my passion for working
with and for our servicemembers and their families. Throughout
my career, I have worked in support of a wide variety of human
capital focused efforts to include transition assistance,
sexual assault response and prevention, mental health
counseling, and support of our wounded, ill, and injured
population, among others.
Under the Obama administration, I had the honor and
privilege to serve as the Deputy Assistant Secretary of Defense
for military community and family policy, where I was able to
further play an important role in a wide array of programs
supporting our servicemembers and families.
Secretary Austin has laid out clear priorities, reaffirming
that the men and women of our armed forces are our most
valuable asset. I sit here before you today with the full
understanding that if confirmed, I will be charged with
addressing some of the most important policy decisions in the
Department, a responsibility I do not take lightly.
If confirmed for this position, I will pay special focus on
a number of major challenges, including recruiting and
propensity to serve, as well as several issues impacting
retention, including compensation, spousal employment, and
access to affordable childcare for our military and our career
public servant families.
I have deep appreciation for the hard work this Committee
has done on behalf of our servicemembers and their families,
and our civilian workforce. If confirmed, I commit to seeking
the advice and counsel of this Committee and your staffs
regularly to advance our Nation's priorities on these most
important issues.
Thank you for your consideration. I look forward to your
questions.
[The prepared statement of Mr. Keohane follows:]
Prepared Statement by Mr. Ronald Keohane
Thank you, Chairman Reed, Ranking Member Wicker, and distinguished
Members of the Committee, I am deeply honored to come before you today
as President Biden's nominee for Assistant Secretary of Defense for
Manpower and Reserve Affairs. I am grateful to President Biden,
Secretary Austin, Deputy Secretary Hicks and Undersecretary Cisneros
for their trust and confidence in me. I want to start with thanking my
family, friends and mentors for their encouragement and support that
has brought me to this place and time. While my mother is unable to be
here in person today, she and my brothers understand the great
importance of this moment and are certainly cheering me on from afar,
and last, my father who undoubtedly is proudly watching down on these
proceedings. Coming from a family of educators my parents instilled the
values of hard work, empathy and public service in my siblings and me,
which has served as my north star and given me the passion and
commitment to serve our servicemembers, their families and our Career
Public Servants. I have very vivid memories as a small child loading up
in the family station wagon as we would drive my father to our local
armory as he headed off to Ft Drum for his annual training each year.
Equally so I recall the official military photos of my uncles that sat
in a place of prominence on our living room mantel as they served in
Vietnam. All a constant reminder of the important sacrifice our
servicemembers and their families make for all of us each and every
day. While I have never served in uniform, I have spent the vast
majority of my 30-year career in support of our servicemembers and
their families. My first job out of college was as a young Schedule-C
appointee in the Department of Defense during the Clinton
administration. It was at that time I discovered my passion for working
with and for our servicemembers and their families. Throughout my
career I have worked in support of a wide variety of human capital-
focused efforts to include transition assistance, sexual assault
response and prevention, mental health counseling and support of our
Wounded, Ill and Injured population among others. Under the Obama
administration I had the honor and privilege to serve as the Deputy
Assistant Secretary of Defense for Military Community and Family Policy
where I was able to further play an important role in a wide array of
important programs.
Secretary Austin has laid out clear priorities reaffirming that the
men and women of our Armed Forces are our most valuable asset. I sit
here before you today with the full understanding that if confirmed I
will be charged with addressing some of the most important policy
decisions in the Department--a responsibility I do not take lightly.
If confirmed for this position I would pay special focus on a
number of major challenges including recruitment and propensity to
serve, as well as several issues impacting retention including
compensation, spouse employment, and access to affordable childcare for
our military and our career public servant families.
I have deep appreciation for this Committee and its role in the
formation and oversight of our national security policy. If confirmed,
I commit to consulting with you regularly to advance our nations
priorities in an active, bipartisan and cooperative spirit.
Thank you for your consideration and I look forward to your
questions.
Chairman Reed. Thank you, Mr. Keohane. Thank you very much.
Mr. Guertin, please, or Director Guertin, I should say.
STATEMENT OF HON. NICKOLAS H. GUERTIN TO BE ASSISTANT SECRETARY
OF THE NAVY FOR RESEARCH, DEVELOPMENT AND ACQUISITION
Mr. Guertin. Chairman Reed, Ranking Member Wicker----
Chairman Reed. Can you bring that microphone as close as
possible, please?
Mr. Guertin. Thank you. Chairman Reed, Ranking Member
Wicker, and distinguished Members of the Committee, it is a
privilege to be here today. I am honored to be before you as
the President's nominee to serve as the Assistant Secretary of
the Navy for Research, Development, and Acquisition.
I would like to thank President Biden and Secretary Austin
and Secretary Del Toro for their confidence in nominating me,
but I would also like to thank my family who you see behind me,
Maria, my loving wife of 21 years, our children, Enrico and
Isabella. Please let me recognize my mother and the rest of my
family, including my brother Pier and cousin Greg, who are also
here today.
Last, I would like to thank the many great mentors and
teammates across government, industry, and academia that have
helped me to learn and grow throughout my career. I am
especially grateful to this Committee to have afforded me the
best job I have ever had, my current role as Director for
Operational Test and Evaluation. To be in a position, if
confirmed, to take on the greatest job I have ever dreamt of to
be the Naval Acquisition Executive.
Just as I have enjoyed in my time as DOT&E, I look forward
to having an open, frank, and honest conversation with you
about how to transform the way the Navy and Marine Corps
acquires and sustains our seagoing capabilities. I take this
renewed commitment to continue to serve our Nation both very
seriously and with great enthusiasm.
It has been about a year and a half since I last introduced
myself to you, but please indulge me a moment for a short
recap. I spent the past 4 years working on developing, testing,
fielding, researching, and improving the acquisition of
military systems.
I started my career as an enlisted nuclear power plant
operator in submarines, and then completed the Active Duty
service, immediately transitioned to the Navy Reserves while
attending college, and after graduating, landing a job as a
naval civilian engineer.
The citizen sailor pairing would serve me well for the
following decades to keep me grounded and what it took to do
operations, maintenance, and testing in the fleet while also
developing new systems.
There is much vital work to do on behalf of the Navy and
Marine Corps team. It is not lost on me, and the enormous
challenge ahead. As I look across the Department, I see an
aging force in need of modernization. I see existing industrial
base challenges exacerbated by and still recovering from the
pandemic.
I see a need to innovate solutions to affordably develop
and field systems that provide our sailors and marines an
advantage in any conflict. Accordingly, I believe that we need
to think and act differently in order to field naval
capabilities that protect and enable our Nation's strategic
interests and economic prosperity.
I made a career centered around acting thoughtfully to
change the way we field excellence and warfighting systems. I
have had an impact on the methods, outcomes, and spanning the
acquisition of testing of naval capabilities for ships,
submarines, aircraft, ground vehicles, and the weapon systems
that go in them.
I am committed to fulfilling the duties of this office to
lead a great team dedicated to designing and building
excellence that works and can be delivered and maintained in
the quantities needed for the naval force to be effective well
into the future.
As a part of that, I intend on collecting their intellect
and enthusiasm to accelerate and streamline the delivery of
innovation needed to provide unparalleled warfighting advantage
at scale. Our enduring requirement must be to foster and
embrace change, and in doing so, create mission systems that
are also built to change over time.
As Secretary Del Toro recently stated, we must empower our
Navy and Marine Corps acquisition professionals to aggressively
develop promising technologies into capabilities for warfighter
needs to maintain maritime dominance.
If confirmed, it is my objective to live up to that charge,
and provide for the best trained, best equipped, and most
capable naval force in the world. It would be an honor to
contribute to that mission and to serve as Assistant Secretary
of the Navy for Research, Development, and Acquisition.
Thank you for the opportunity to testify before you today,
and I look forward to your questions.
[The prepared statement of Mr. Guertin follows:]
Prepared Statement by Mr. Nickolas Guertin
Chairman Reed, Ranking Member Wicker, and distinguished Members of
the Committee, it is a privilege to be here today. I am honored to be
before you as the President's nominee to serve as the Assistant
Secretary of the Navy for Research, Development and Acquisition. I
would like to thank President Biden, Secretary Austin, and Secretary
DelToro for their confidence in nominating me. I would also like to
thank my family who you see behind me; Maria, my loving wife of 21
years and our children Enrico and Isabella. Please let me also
recognize my mother and the rest of my family including my brother
Pierre and Cousin Greg who are also here today. Last, I would also like
to thank the many great mentors and teammates, across Government,
industry and academia that have helped me continue to learn and grow
throughout my career.
I am especially grateful to this Committee to have afforded me the
greatest job I've ever had, my current role as the Director for
Operational Test and Evaluation, and to be in a position, if confirmed,
to take on the greatest job I've ever dreamed of--to be the Naval
Acquisition Executive. Just as I have enjoyed my time as DOT&E, I look
forward to having an open and frank conversation with you about how to
transform the way the Navy and Marine Corps acquires and sustains our
sea-going fighting capabilities.
I take this renewed commitment to continue to serve our Nation both
very seriously and with great enthusiasm. It has been about a year and-
a-half since I last introduced myself to you, but please indulge me a
moment for a short recap. I spent the past four decades working on,
developing, testing, fielding, and researching the improvement of
acquiring military systems. I started my career as an enlisted nuclear
power plant operator on submarines. Having completed my Active Duty
service, I immediately transitioned to the Navy Reserves while
attending college, and after graduating landed a job as a Navy civilian
engineer. This citizen-sailor pairing would serve me well for the
following decades by keeping me grounded in what it took to do
operations, maintenance and testing in the fleet, while also developing
new systems.
There is so much vital work to do on behalf of our Navy and Marine
Corps team. It is not lost on me the enormous challenge ahead. As I
look across the Department, I see an aging force in need of
modernization, I see existing industrial base challenges exacerbated
by, and still recovering from the pandemic, and I see a need to develop
innovative solutions to affordably develop and field systems that
provide our sailors and marines an advantage in any conflict.
Accordingly, I believe we need to think and act differently in order to
field the Naval capabilities that protect and enable our Nation's
strategic interests and economic prosperity.
I have made a career centered around acting thoughtfully to change
the way we field excellence in warfighting systems. I have had an
impact on the methods and outcomes spanning the acquisition and testing
of naval capabilities for ships, submarines, aircraft, ground vehicles
and the weapon systems that go in them.
I am committed to fulfilling the duties of this office--to lead a
great team dedicated to designing and building excellence that works
and can be delivered and maintained in the quantities needed for the
Naval force to be effective well into the future. As a part of that, I
intend on collecting their intellect and enthusiasm to accelerate and
streamline the delivery of innovation needed to provide an unparalleled
warfighting advantage--at scale. Our enduring requirement must be to
foster and embrace change--and in doing so, create mission systems that
are also built to change over time.
As Secretary DelToro stated recently we must: ``empower our Navy
and Marine Corps acquisition professionals to aggressively develop
promising technologies into capabilities our warfighters need to
maintain maritime dominance''. If confirmed, it is my objective is to
live up to that charge and provide for the best trained, best equipped,
and most capable Naval force in the world. It would be an honor to
contribute to that mission, and to serve as the Assistant Secretary of
the Navy for Research, Development and Acquisition.
Thank you for the opportunity to testify before you today, I look
forward to your questions.
Chairman Reed. Thank you very much, Mr. Guertin, and
gentlemen, thank you both for your testimony. Mr. Keohane, as I
mentioned in my statement, the Army has an interesting pilot
program, the Future Soldier Prep Course, which takes recruits
who may not do well on the test or the physical aspects of the
process, and puts them in a pilot program, develops them, and
if they do make those tests, enlists them in the military.
We also know anecdotally from some recruiters that there
are some very talented individuals, particularly first-
generation Americans, who may not be as good a tester, but they
would be excellent soldiers.
So, do we have to think about the standardized test? Should
we reconsider their use? Maybe it should be just one tool, not
the tool. Your comments?
Mr. Keohane. Senator, I completely agree. I think at this
point, everything should be on the table. I think we are at the
point in which we need to consider all new approaches.
We want to make sure that we are not lowering our
standards, yet being able to provide an opportunity for anyone
who wants to serve and is eligible to serve, meets the
stringent requirements has that opportunity.
If confirmed for this position, Senator, I would work with
my team in the services and indeed this Committee on resolving
that issue immediately.
Chairman Reed. Thank you. We spent a lot of money on
advertising. I do not have a feeling that we really understand
it as well as some other larger enterprises, nor do we track it
as well. Is that something that would be of interest and
concern to you?
Mr. Keohane. Yes, sir. I think it's on the top of my list,
just personally. I think we need to really look at doing things
differently. I think technology has not been embraced
necessarily in that particular recruiting environment. We need
to readjust, perhaps really engage heavy with some of the
technology. If it means coming back to this Committee for
additional guidance and approvals and authorizations, we need
to be prepared to do that.
Chairman Reed. Then again, we are fighting a difficult
battle because the demographics of the country continually
reduce the pool of eligible individuals. So, every year you are
looking at essentially a smaller potential group of enlistees.
We have to recognize that and we have to try means to
enlarge that pool, and I hope you can do that or will do that.
Mr. Keohane. Yes, sir. My previous boss used to always
refer to us as saying, we need to look--we need to fish in
different ponds, and I think we need to do that. Our
traditional views along the Department to recruit amongst the
same similar Southern States. We need to adjust that. We need
to look and make sure we are representing the entire country.
Chairman Reed. Thank you very much. Director Guertin, as
you know, we are having a problem building ships on time and
within budget. We are also having significant difficulties in
maintaining ships.
With only a few exceptions, nuclear powered submarines are
maintained by the four Navy shipyards at Portsmouth, Norfolk,
Puget Sound, and Pearl Harbor. Then we have private shipyards
that deal with most of our surface craft. But the Shipyard
Infrastructure Optimization Program, SIOP, which I mentioned,
is a 20-year, $21 billion effort.
It is absolutely critical. We need it. In fact, we do not
have 20 years. We have got to move very, very quickly. The
poster child for this whole issue is the USS Boise that has
been tied up since, I think, 2017, waiting for maintenance,
denying us a nuclear-powered submarine or attack submarine in
the fleet.
So, do you have ideas what we can do to expand our capacity
quickly?
Mr. Guertin. Senator, this is a topic of immense interest
to me. Having worked at several of those shipyards you
mentioned and having a strong connection with the shipbuilding
community, I want to make sure that we aggressively pursue any
method we can, but one of the biggest problems with workforce,
attracting and retaining skilled trades crafts and engineers
that we need in order to, you know, get them out to the
waterfronts so we can build these ships and maintain them on
time.
Our ships do not do us a lot of good in ports and dry
docks. They need to be able to respond to the Nation's needs,
and it is my commitment to make sure that that is aggressively
pursued and improved.
Chairman Reed. One of the ironies here is you are competing
against Mr. Keohane, and I do not think that should be lost
upon us because we are looking for essentially the same
dedicated, motivated, skilled young man or woman to go into the
shipyards as we are to go into the service.
So, we have to do that. But I can not emphasize enough the
criticality of accelerating and expanding our shipyards'
capacity because, you know, it is nice to have a number of x
number of ships, but when only the fraction of them can go to
sea, we are fooling ourselves. Thank you very, very much,
gentlemen. Senator Wicker, please
Senator Wicker. Thank you, Mr. Chairman. Mr. Guertin, you
said in your statement, I believe we need to think and act
differently in order to fill the naval capabilities that
protect and enable our Nation's strategic interests and
economic prosperity. So, talk to us about how we need to act
differently and be as specific as you can.
Also, I mentioned in my statement that this Committee,
through statute, had provided certain authorities that in my
judgment have not been fully acted on. Would you comment on
that? Do you need additional authorities to become more
flexible and nimble?
Mr. Guertin. Thank you, Senator. An excellent question.
Goes right to the core of why I think I can make a big positive
difference to the Navy and Marine Corps.
Some of the more specific things you asked about, or you
asked me to comment on was, you know, what exactly does that
mean? What does that look like? We live in a world now where
almost everything is software defined or controlled, or even
the way we build purely physical things is done through tools
and modeling and numerical analysis done in computers.
We need to embrace those digital tools used to make these
systems. Model based engineering is a critical element of
making sure we can build these things faster, and then also to
do some of the things I have been doing in my current role in
operational testing evaluation. How do we test them using
computers to test things more--in a more automated fashion,
using digital twins and other tools of that kind?
There are powerful opportunities to take advantage and we
need to make sure we bring those into how we do that technology
development so we could rapidly field capabilities that work
and can also be built to scale.
Some of the new authorities Congress has afforded us,
things like, you know, middle tier of acquisition, rapid
prototyping, reaching out to nontraditional businesses, those
are all on the table and I am excited about taking advantage of
those authorities in order to improve the pace of delivering
capability to the fleet.
Senator Wicker. Well, am I anywhere close in saying that
the Navy has not fully taken advantage of those authorities
this Committee has provided.
Mr. Guertin. Senator, I do not have the details on every
single program as yet, but I would be happy to give you a more
detailed answers as I get deeper into it.
Senator Wicker. Okay. Well, we will do that, and also, if
you need further authorities, we mark up a bill and pass it
every year. We have a history of doing that for decade after
decade, and we have a vehicle available to you in that regard.
Mr. Keohane, the Chairman mentioned in his statement basing
policies on unfounded allegations which were not helpful.
I guess I came back even a little stronger in re-
emphasizing that. So, I want to ask you about that. There has
been a--there has been an effort to just say that there was
extremism that needed to be rooted out. We had an extremism
stand down day.
As far as I am--as I can tell, it turned out that after an
extensive study and thousands and thousands of man hours, there
were only about 100 examples in the entire military system with
all of the services. Do you think that stand down day was a
valuable use of man hours?
Mr. Keohane. Well, Senator, I have limited visibility into
the Department and how that went at the end of the day.
However, I think certainly extremism is an important issue that
we always need to and always will be looking at in the
Department, making sure that we are educating. The smallest
type of extremism can certainly be problematic.
Senator Wicker. Do you think it is helpful, though, when we
are trying to get young Americans from all demographics and all
economic groups to do as the Chairman and I did decades ago and
signed up to defend their country, do you think it's helpful to
send a message that there is a need for extremism stand down
day?
Mr. Keohane. Well, Senator, again, I am not familiar with
how the whole day went. However, I do believe we need to start
our recruiting earlier and making sure that we do citizenship
type of activities and have folks focus a little bit more on
becoming good citizens before they get to a point of extremism
issues.
Senator Wicker. Okay. Well, and I acknowledge that this is
not a program that you came up with. Let me--but let me just
say, Mr. Chairman, and my time has expired, there is a lot of
talk about equity.
It has come to mean and in the regard of this
Administration, the equal outcome rather than the equal
opportunity. I am concerned about that, and perhaps on the
record you might comment. As a matter of fact, I would ask you
to comment on your views about that issue as you prepare to
take on this responsibility. I will just let you do that on the
record.
Chairman Reed. Thank you very much. Thank you, Senator.
Senator Hirono, please.
Senator Hirono. Thank you, Mr. Chairman. Mr. Keohane, is
that how your name is pronounced?
Mr. Keohane. Keohane.
Senator Hirono. Keohane. Because it looks distinctly
Hawaiian to me.
Mr. Keohane. I get that often.
Senator Hirono. You get that a lot, don't you?
Mr. Keohane. I get that a lot.
Senator Hirono. Because in Hawaiian we would say Keo-ha-ne.
Senator Wicker. She means that as a compliment.
[Laughter.]
Mr. Keohane. I take it as a compliment.
Senator Hirono. Yes. So welcome to both of you. To ensure
the fitness of nominees to serve, I ask the following two
questions of all nominees who come before any of the five
committees on which I sit, and these are foundational questions
I will ask you both.
Since you became a legal adult, have you ever made unwanted
requests for sexual favors or committed any verbal or physical
harassment or assault of a sexual nature?
Mr. Keohane. No, Senator.
Mr. Guertin. No, Senator
Senator Hirono. Have you ever faced discipline or entered
into a settlement related to this kind of conduct?
Mr. Keohane. No.
Mr. Guertin. No.
Senator Hirono. Mr. Guertin, as you noted in your
responses, the Navy's infrastructure has suffered from chronic
underinvestment, and the repercussions are crises like the one
communities in Hawaii are facing regarding Red Hill, reduce
naval maintenance capacity for our force, and untenable living
situations for our servicemembers and their families.
So, the need to repair our basic facilities is urgent. In
your prospective position you will be responsible for
sustainment matters for the Navy. Mr. Guertin, what is the
impact of underfunding the maintenance of the Navy's
infrastructure on the sustainable costs and times?
Mr. Guertin. Senator----
Senator Hirono. On sustainment costs and times----
Mr. Guertin. Thank you, Senator. So, if we do not take care
of how we make our systems to fix our systems, then they are
less able to do that work effectively. That comes under the
general context of technical debt, and that is something we
always have to keep our eye on. But unfortunately, it appears
that we have let our eye off the ball in that area.
The reason we have got now these new programs like SIOP and
other efforts that are going on there in Hawaii to improve that
infrastructure so we can do a better job of taking care of the
people that are going to do this work.
Senator Hirono. So, these are entrenched problems, and one
would hope that there would be some funding to address these,
to fix rather, these--the crumbling infrastructure that I would
say very persistent in all of our services.
So, what would--are you advocating for--should you get the
position, would you advocate for more money for the
infrastructure needs of our services or particularly the Navy?
Mr. Guertin. Senator is absolutely my intent to go and
visit these different shipyards and these activities and see
for myself what their conditions are and talk to the teams that
are working on these programs like SIOP and find out if they
are appropriately funded and if we need to come back and talk
to Congress about getting additional resources, if required.
Senator Hirono. Well, SIOP--thankfully, it is a 20-year
program and we have to make sure that we continue to fund the
modernization, etcetera, of our shipyards. But for example, Red
Hill had very little to do with our shipyards, and yet these
were--you know, this is infrastructure built in World War II.
So, my hope is that the Navy, and indeed our entire
military, will assess the infrastructure needs to make sure
that our pipes are not bursting, our electrical systems are in
place. I would look for you to do that for the Navy.
Mr. Keohane, in your prospective role as Assistant
Secretary of Defense for Manpower and Reserve Affairs, it will
be imperative for you to examine all ways to improve the
quality of life of our servicemembers and boost retention and
recruitment. Both of you have talked about that.
A top reason servicemembers leave the force, particularly
women, are they additional challenges a life of uniform service
has on family planning. If confirmed, what would you do to
address recruitment and retention concerns across the force? I
would like you to respond to cryopreservation as a fertility
tool for servicemembers who could--which they could use if they
wish to have children in the future.
That certainly, I would say, that could add to the
retention and recruitment arguments for our military. So, can
you--would you support cryo--which, by the way, the British
armed forces provides to their members?
Mr. Keohane. Excuse me, Senator. I truly believe that
providing quality health care to all of our servicemembers is
certainly critical and important. I believe that we need to
have everything on the table and look at every option. I would
certainly be happy to look at that and learn certainly a lot
more about it, but I do believe that that does and will impact
our recruiting ability with women.
Senator Hirono. Yes, and I would ask you to familiarize
yourself with what the British armed services does. They
provide this kind of option for women and men in their
services. I will submit some of their questions for the record,
Mr. Chairman. Thank you very much.
Chairman Reed. Thank you very much, Senator Hirono. Senator
Mullin, please.
Senator Mullin. Thank you, Mr. Chairman. Mr. Keohane, you
said at the beginning in your statement that you want to keep
everyone and allow anyone that wants to serve, to serve. Is
that correct?
Mr. Keohane. That meets our stringent standards, yes, sir.
Senator Mullin. Underneath the vaccine mandate that was
installed on August 24th, 2021, as of November 30, 2022, DOD
has discharged 8,123 servicemembers based on the vaccine
status. Naval personnel separated based on vaccine status was
awarded an honorable discharge.
However, 93.5 percent of our airmen, 85.8 percent of our
soldiers, 94.1 percent of our marines were given a general
discharge, denying them the GI Bill eligibility. This,
obviously, because the Fiscal Year 2023 NDAA, the vaccine
mandate was rescinded. Would you consider allowing these
individuals, one, to come back and serve, and two, if not at
least upgrading them to an honorable discharge?
Mr. Keohane. Thank you, Senator. I do understand each of
the services does have a process for adjudicating any of these
claims. If confirmed, I would certainly encourage any member to
petition their individual board to do so.
Senator Mullin. Would you advocate on their behalf?
Mr. Keohane. I would advocate on their behalf, sir.
Senator Mullin. To bring them back into the service?
Mr. Keohane. I would look at all that. I need to become
smarter in how the services have adjudicated those individual
cases. I would be willing----
Senator Mullin. What you mean by smarter by it. I mean, it
is pretty clear here. I am not trying to be combatant, I am
just trying to say, I do not--I am trying to follow that
clarify, what you are saying.
Mr. Keohane. I understand each of the services adjudicating
these cases based on their own policies and procedures. I need
to get a little smarter certainly on how they came to that
fruition at the end of the day. But we would be certainly, if
confirmed, work with the services and your office as well to
understand better what those cases were and why they are
different from one another.
Senator Mullin. Would you support bringing them back into
the service?
Mr. Keohane. If they are eligible. If they are eligible by
the standards that we have set forth, the services have set
forth, I would.
Senator Mullin. Okay. Another question for you, in 2018,
30.5 percent of servicemembers reported being sexually harassed
and 7 percent reported being sexually assaulted. Had the
regulations passed in the wake of the murder of Vanessa Guillen
had an impact on how you would continue prevention work?
Mr. Keohane. Well, Senator, that topic falls under a
different office within the P&R portfolio. However, I
acknowledge we work certainly closely together.
Senator Mullin. What--it does play a factor in
servicemembers signing up. As a father of three beautiful young
ladies who I would encourage all six of my kids to serve, it is
a concern of mine when you hear 30.5 percent of the
servicemembers in 2018 had been sexually harassed or 7 percent
sexually assaulted.
That is a huge issue, and for you talking about the
workforce, this is a big issue and a big challenge moving
forward. Vanessa Guillen's murder obviously brought that to the
forefront, and we worked hard on making sure we made some
changes in the bill with the Vanessa Guillen bill and
ultimately a change moving forward. But I believe this is
something that you would have to--it would fall in your lap.
Mr. Keohane. Yes, sir. I am sure we would work with my--I
would work with my colleagues on this. Bottom line is, this is
unacceptable and it is offensive that these are happening.
I know Secretary Austin has issued recent guidance on a
number of steps with the military academies, but this issue is
certainly very upsetting and we certainly need to address it.
If confirmed, I will address it immediately with my
counterparts.
Senator Mullin. Thank you. Last question has either one of
you reached out to the--I know you guys went through this
process last year. But has any of you, has either one of you
all reached out to the new Senators to set up a meeting with
anyone or a phone call on you all's behalf?
Mr. Guertin. Senator, the legislative affairs team does
that reach out to the Senators. My understanding is they
reached out to all members of this Committee.
Senator Mullin. Did they reach out to your office? I
checked before I got here and no one had reached out to us.
That is an issue, because if you are wanting our support, it
would be a--it would be beneficial to probably reach out to us.
Because I have this kind of unwritten rule in my office. I
am not voting for someone that did not take the time to come
meet with me, because I want to know who I am voting for. With
that, I yield back.
Chairman Reed. Thank you, Senator Mullin. Senator Kaine,
please.
Senator Kaine. Thank you, Mr. Chair, and to the witnesses,
thank you for your service. I want to ask Director Guertin a
question. You and I talked about this a bit already. Last year
we had in the Committee a lot of back and forth-ing over
amphibs.
When we had in the Navy posture hearing, and I think it was
at the end of April, there had been some churn and a suggestion
that the Navy and the Marine Corps, and maybe the SecDef or the
White House was not on the same page with respect to amphib
requirements that the marines would need.
At the posture hearing, Admiral Gilday, Secretary Del Toro,
Commandant Burger said, we are on the same page. You are not
going to see us diverge. You are going to get a report from
assume that will validate the requirements. That was in April.
We got the report in late December, and I thought it was
going to be like War and Peace sized because it had taken so
long to get it to us, and it was four pages long. It did say
that there is a need for 31, which is congressionally directed.
So, that was good, and it had everybody kind of signed on.
But I was surprised that it took so long and that the
analysis, at least what we were given, was so cursory. The
President submitted to us his budget last week, and the budget
includes only one LHA. No plan to build an LAPD in the FYDP.
So, setting aside that budget, you are not responsible for
that budget, but if you are confirmed, how will you approach
assessment of the congressionally directed requirements for 31
amphibious ships?
Mr. Guertin. So, Senator, it. is not lost on me that this
controversy about numbers of ships has been exacerbated even
earlier this week, with OSD weighing in on, you know, how many
ships were going to be in the budget and what--and that matter.
But for my efforts, working directly with the Chief of
Naval Operations and the Commandant of the Marine Corps to make
sure we have validated requirements and have those, you know,
pushed through the budget process, make sure we get the right
numbers of ships that meet the needs of the National Security
Strategy.
I am perplexed that this has been so controversial, but I
am committed to working on that and getting to the root of it,
making sure we are building the right number of ships that meet
the requirements of the National Security Strategy.
Senator Kaine. I look forward to working with you on that,
and I know other Members of the Committee feel the same way.
Mr. Keohane, I appreciated our visit yesterday, and one of the
things we talked about was mental health care, suicide
prevention. We have had a string of really challenging
instances in Hampton Roads.
Sailors connected to the George Washington, which has been
under a very long refurb, multiple suicides in that portion of
the fleet. Then a number of sailors who had been assigned
limited duty status at the Mid-Atlantic Regional Maintenance
Center on the Norfolk Naval Base, also died by suicide, four
within about a 45-day period.
That one caused the light bulb to go off in my head that
should have probably gone off before. If somebody is in the
Navy and they have an MOS and they really are trained to do
this thing, but then they are not doing that job because their
ship is in a seemingly endless refurb or because of something,
it might be a broken bone or a pregnancy, they are assigned
into a limited duty status, and it is unclear exactly when that
status will end, will they go back to the fleet, will they
receive a med board and exit the military.
Periods where people are not doing the thing, they train
for can lead to some sort of hopelessness or confusion, or what
is my place. Then that can exacerbate other issues and lead to
significant mental health challenges.
Should you be confirmed, talk to me a little bit about what
you want to do to have appropriate mental health services
available for all of our military members and their families,
but particularly maybe some of those who are in a limited duty
status or in another status where they are not necessarily
doing what they thought they were going to be doing.
Mr. Keohane. Thank you, Senator. So, within the Department
and under the umbrella of the M&RA shop, there is the military
and family life counselor program. It is the largest mental
health counseling program in the Department, 2,600 people
worldwide.
The great part of that particular process is an individual
can go seek counseling on any number of issues without having
any PII collected on them. So, it frees up that level of burden
on an individual. I think, if confirmed, I would work with the
team to promote that better within the Departments, within the
services out in the field, so people are more aware of that.
Additionally, I think this is a great opportunity where the
family programs can step in and offer external or highlight
other M&AR programs, things like that, that would also get some
of these servicemembers out and about, out of their box,
thinking a little bit differently.
Senator Kaine. I appreciate that. I look forward to working
with you on it. Thank you, Mr. Chair. I yield back.
Chairman Reed. Thank you, Senator Kaine. Senator Budd,
please.
Senator Budd. Thank you, Chairman, and good morning,
gentlemen. Director Guertin, assuming for a moment that China
intends to invade Taiwan in 2027, you know, this may be the
last year to initiate buys on critical capabilities that could
make the difference in deterring or denying an amphibious
assault across the Taiwan Strait.
So where do you think the Navy can and should assume risk
in its acquisition process to field these systems more rapidly?
Are there ways to move faster while still buying down the risk?
Mr. Guertin. Senator, I am a particularly big fan of using
some of the things I have been successful with and projects
that I have worked on and led in the past, things like open
architectures and using modularity to focus the efforts
necessary for delivering capability and making sure it works
excellently, and then integrating it into other things that are
also used.
As we do that more and more throughout the force and fleet,
will be able to upgrade and improve those systems as more of a
matter of course, since that is something that is
extraordinarily different.
So, using those kinds of engineering tools in order to put
those capabilities out where they can be as quickly as possible
is something I am particularly interested in.
Senator Budd. Thank you for that. The Navy is making--and
continue on with you, the Navy is making historic investments
in munitions and the industrial base, but we are still overly
reliant on single production lines for some of the most
critical capabilities, and there is a lot of risk in that. So,
if confirmed, what will you do to increase the capacity and
resilience across our industrial base?
Mr. Guertin. So, Senator, that is another great topic of
mine. Thank you for both of these questions. One of the things
that I want to make sure we do more effectively is to use
competition to improve outcomes, and also to be able to produce
things with different vendors.
The best way to do that is to more rigorously apply the
government's rules on intellectual property so we could share
the necessary pieces while preserving industry's ability to
innovate and secure their, you know, golden tickets, if you
will, but also to use the information coming out of where the
government has invested its money so we can get more vendors
into the game of building munitions specifically.
Senator Budd. Very good, thank you. Mr. Keohane, Fort Bragg
currently has a waiting list of more than 800 families for
childcare. We need more child development centers, we know
that, but they take time to build. So, if confirmed, what would
you do in the short term to reduce the strain on military
families?
Mr. Keohane. Thank you, Senator. That certainly, I can tell
you, is an issue dear to my heart as a small business owner
that plays just as importantly. I think the Department has been
doing a good job of late and I would expand upon this. They try
to think outside the box with childcare.
Not lowering the standards that we expect of our childcare
centers, but working with the States, either spending money,
giving money to the States to work with their--to work with the
facilities within the State to meet our standards.
I also think that there are other issues such as emergency
backup care, that could also play an important role for some of
our military families, especially while PCS or exceptional
family members. So, there are a number of things that I would
look forward to working on, if confirmed.
Senator Budd. We appreciate that and look forward to your
effort in that. Mr. Chairman, I yield back. Thank you.
Chairman Reed. Thank you very much, Senator Budd. Senator
Rosen, please.
Senator Rosen. Well, thank you, Chairman Reed. I appreciate
you having this hearing. I want to thank the nominees for
testifying today and for your willingness to serve. So, I want
to talk--I will talk about childcare, too, in a minute. But
first, I want to talk about commuting assistance for
servicemembers.
So, Mr. Keohane, I would like to ask you about a problem
facing airmen stationed at Creech Air Force Base and also the
servicemembers that are stationed in remote areas, rural,
remote areas.
They have to commute many miles from the base to where they
live. Creech has very limited housing nearby, so the vast
majority of the airmen, well they live in Las Vegas, which is
about 45 miles away. It is an even longer commute for those who
have to drop off their kids, and sometimes they utilize
childcare, sometimes it Nellis Air Force Base, which is on the
opposite end of town.
To your knowledge, does DOD have the existing authorities
to provide these servicemembers with possibly a gas stipend or
something similar to make their commute less expensive as they
are dealing with rising costs? Or this is something that you
might need help from Congress to address? If you are confirmed,
can I have your commitment to work with me on easing this type
of financial burden and others on our troops?
Mr. Keohane. Thank you, Senator. First and foremost,
absolutely. If confirmed, I would love to work with you and
your staff on this issue. I think it is an important issue.
I think it is one that probably does not get a lot of
attention because a lot of our facilities are located in remote
areas, and it is an extreme burden, especially during today's
economic environment, with high inflation and costs, for our
servicemembers and their families.
I am not familiar with the details, to be honest with you.
I do not think I can give you an answer that you would deserve.
But if confirmed, I would absolutely like to look into that and
get back to you.
Senator Rosen. Well, thank you, and I want to build on what
Senator Budd was talking about, because not only are the
commuting costs and availability of affordable housing nearby
in these remote areas or further away from an urban area. But
childcare, accessibility and affordability really important.
So last week, Senator Ernst and I reintroduced our Small
Business Child Care Investment Act. This is bipartisan
legislation that would increase the availability of affordable,
high-quality childcare to families by allowing nonprofits,
those nonprofit childcare providers to qualify as small
businesses and participate in all the SBA programs that would
be available. So, as you are aware, as was mentioned, it is
really an acute challenge for our servicemembers to access
affordable and high-quality childcare.
I know you said this to Senator Budd, but committing to
finding creative solutions like partnering with loan eligible
nonprofit childcare providers, other kinds of creative
solutions, we want to ease the burden for people to serve in
their transportation, in their housing, and in their childcare.
Do you have any other suggestions that you might like to share
with us today?
Mr. Keohane. Senator, I think you are absolutely right.
Those are priorities. We need to focus heavily on those. If
confirmed, I will do so. Again, I think the Department has done
well the last few years trying to think outside the box.
Most importantly, not lowering the standards of our
expectations for taking care of our military families and
childcare. But certainly, look forward to working with yourself
and the services as well, and outside entities to try to
brainstorm what makes the most sense, especially post-COVID.
I think we really need to understand better perhaps the
voices of the military families and what they need in this
environment.
Senator Rosen. Well, I think this all helps with
recruitment and retention of a quality people, and their
quality of their ability to serve our and our Nation and
protect us. So, really important. I would like to move with the
time, a little bit of time I have left, over to the submarine
industrial base capacity and workforce needs.
So, Mr. Guertin, and I will turn it over to you. This week
the President announced that Australia is expected to purchase
at least three, possibly up to five Virginia-class submarines
in the 2030's. This deal would deepen the AUKUS pact, a
landmark defense agreement between the United States,
Australia, and the UK, United Kingdom.
In addition, this deal sends a healthy demand signal to our
suppliers all along the sort of submarine industrial base. So,
construction of Virginia and Columbia-class submarines is
operating under a schedule dictating that two Virginia-class
submarines must be delivered per year through 2033 and one
Columbia-class submarine must be delivered per year beginning
in 2026.
Does the U.S. currently have the industrial capacity, the
skilled workforce, to keep up with this demand and these
deadlines, especially in light of this new agreement? If you
are confirmed, how will you address the workforce and capacity
issue that we might be facing?
Mr. Guertin. Senator, excellent questions. One of the
things that I want to make sure that I do, if confirmed to the
position, is to review how we are in terms of timeliness of
delivery. My understanding is that we have most of the
industrial capacity to keep up with the laydown, but we are
really struggling in the workforce area, as we have discussed
earlier.
We want to make sure that we are getting these skilled
trades, new people coming into the workforce, and learning and
growing, and have these great careers building these amazing
warships. It is a great opportunity for young people that I
want to make sure they can find an opportunity to get a part of
and be a part of something better--bigger than themselves, by
building these kinds of ships that we need so very much.
Senator Rosen. Well, thank you very much. I do not--I can
tell you, every single committee I am on, every time I testify,
I hear from a witness. It is always about the workforce,
people, pipeline. No different here. Thank you.
Chairman Reed. Thank you, Senator Rosen. Senator King,
please.
Senator King. Thank you, Mr. Chairman. Mr. Guertin, I want
to followup on some of the questions that you have had about
industrial base. It seems to me that's one of the lessons we
have from Ukraine, is maintaining the industrial base and being
sure that there are consistent demand signals that will allow
the private sector to make the investments necessary to have
the industrial base ready and able when we need them. Do you--
what do you take from Ukraine?
Mr. Guertin. So, Senator, first of all, watching what is
happening in Ukraine is a tragedy, and the rigor and fight, the
patriotic fight that the Ukrainian people are putting up
against this is amazing. What is also amazing is how fast they
are burning through munitions.
If we get an opportunity, if we are forced into an
opportunity where we have to deny an adversary something we
want to be a part of, we are going to have to have deep
bunkers.
In order to do that, we are going to have to really ramp up
the quantity of weapons that we have available to us. So, if
confirmed, I look forward to working with industry to send a
strong demand signal, and that extends over time, so they know
how to invest and how to position themselves so they can build
more affordably and at scale.
Senator King. Well, the term you used is extend over time.
Multi-year procurements, it seems to me, is one way to send
that demand signal. Is that--do you agree?
Mr. Guertin. Absolutely. My current colleague, Dr.
LaPlante, Undersecretary for Acquisition and Sustainment, he
has been doing some excellent work in this area to take
advantage of some of the authorities the Congress has provided
in order to get those longer-term deals established.
Senator King. One of the issues that I am concerned about
particularly is the transition from the DDG class destroyer to
whatever the new surface combatant is, to be sure that there is
not a trough, if you will, of demand, which would cause us to
lose skilled personnel. You can not, it is very difficult in
this economy to get them back. So, I commend to you close
management of that process so that there is not a gap between
the constructions of the new, of the DDGs, and then moving on
to the new surface combatant.
Mr. Guertin. Yes, Senator. Absolutely. We want to make sure
that we continue that production smoothly from one to the
other. My understanding is that right now, the two contractors
that are most likely to be in that business are working
together with the government, with the Navy, to, you know, bide
down risk, to improve the understanding of what that design is
going to be so that they can step right into building them
effectively when that time comes.
Senator King. I hope you will support that process.
Mr. Guertin. Absolutely, yes, sir.
Senator King. Final question on procurement. In this day
and age, it seems to me when we buy platforms, we should also
be sure that we are buying the IP. My vision is a 3D printer on
every ship. We should not have to go back to the original
manufacturer to make a part of a valve or a pipe or whatever.
So as part of the procurement process, we should be buying
the IP so that we can then do a lot of the maintenance and
upgrades in our own capacity rather than having to have these
long refurbishment programs.
Mr. Guertin. Senator, that is a particular interest of
mine, is better use of the intellectual property rights the
government gets when we have contracts with industry. My
commitment to you is to more aggressively utilize those rights.
When those rights do not get us that information just
naturally as a part of the business deal, where we need to
purchase additional intellectual property, where it is
something that is related to, you know, unique investments that
industry might do, that we can have a reasonable discussion
with industry about how that is in their best interest to make
sure that their equipment is managed and maintained effectively
over time.
Senator King. Thank you. Mr. Keohane, one of the issues--I
have been meeting with a lot of veterans lately, and one of the
issues in personnel is the transition out of the military.
We have the TAP program, but the consensus I am getting is
that there are gaps, there are problems with it, and the
suggestion is that the military should, the Pentagon should
spend as much time and money and effort on transition out as
they do on recruitment in.
I hope you will focus on that issue because of the
disproportionate number of veteran suicide take place in the
first two or 3 years after separation, and things like
notifying the State veterans services that people, somebody is
coming so they can be literally met at the airport. I hope that
is something you will pay attention to.
Mr. Keohane. Yes, sir. Transition assistance and those
programs have been something I have paid attention to for
years, been very passionate about. I certainly think they have
gotten a little bit better, but we need to do a far better job.
I think that trying to bridge that educational process earlier
in than waiting till the last few months of someone's time
within the service is certainly helpful.
When they return home, perhaps they should be required to
go to their local armory and pick up their final paperwork. You
know, do a soft handoff when appropriate. I think we need to
start thinking a little bit different based on how the world
really is today.
If confirmed, I look forward to working with the team, and
certainly you and your staff as well, Senator, to work on this
issue.
Senator King. Thank you. I think this is very important and
I agree. I commend your attention to it, and we will look
forward to following up with you.
Mr. Keohane. Thank you, sir.
Senator King. Thank you, Mr. Chairman.
Chairman Reed. Thank you, Senator King. Senator Blumenthal,
please.
Senator Blumenthal. Thank you. Thank you both for your
service and welcome to your new jobs. I think you will have
overwhelming support for these positions, and you certainly
have mine. Mr. Guertin, thanks to your Connecticut family. I
hope you will visit Groton, and we can combine our visit with
one to East Haddam, where your sister is a teacher.
Public service runs in your family and thank you for your
service in the Navy as well as now in the Department of
Defense. You have answered many of my questions already, so I
am not going to repeat them. But I would like to just focus for
a moment on, number one, the industrial base, the need to train
the workforce.
I am very glad that you are committed to that challenge and
meeting that challenge. Second, in terms of getting the
Virginia-class submarine production back on track, making sure
that we do build two submarines a year. We are a little bit
late on that timetable. I have raised with you the
indemnification issue.
The Navy has reversed 40 years of precedence. I know you
are not responsible for it. But it refuses to provide for and
award those already negotiated Block V ships in terms of
indemnification. I believe that the delays on the Navy
shoulders, I think that there has to be a resolution to this
indemnification issue.
Just want to ask you, if you are confirmed, will you commit
getting those Block V submarines under contract expeditiously?
Will you commit to working with the industry to find a mutually
acceptable path toward resolving that indemnification issue?
Mr. Guertin. Yes, Senator, you have my commitment on that.
Senator Blumenthal. Thank you. Thanks, Mr. Chairman.
Chairman Reed. Thank you, Senator Blumenthal. Senator
Cotton, please.
Senator Cotton. Mr. Keohane, I know you have already
addressed the recruiting crisis a lot this morning. I just want
to register my concerns about it as well. We missed our goals
last year by almost 15,000 in the Army and the other services
also struggled in various ways.
They are shifting around manpower so they looked like they
hit theirs. I do not think there is any signs that this year is
going to be better. I worry that the recruiting crisis is soon
going to become a retention crisis in the years ahead, as you
do not have a pipeline of young soldiers to replace junior NCOs
and they--more and more is demanded of them. Can you give me
your thoughts on what the key causes for this crisis is?
Mr. Keohane. Thank you, Senator. I think there is probably
a number of them. Certainly, the last handful of years, our
military has not been able to get out and be present with a lot
of communities, with our youth, with our teachers, with our
coaches. A lot of those typical areas that we would normally
build that relationship.
I also think that there have been a number of challenges,
even with BRAC and others where we have deserts of places
within the country that we do not have a military presence
which exacerbates the whole problem in general.
I do think when it comes to the marketing and so forth that
has been done traditionally, we need to do a better job. The
Department needs to do a better job and utilize technology and
think a different way of reaching out to the youth of today,
deal with things certainly much differently than I did when I
was their age.
Senator Cotton. What role do you think advertising and
marketing plays in this? The Army has just debuted a new set of
ads harking back to its 1980's, Be All You Can Be ads. What
role can different marketing strategies play in trying to
recruit more young men and women in the military?
Mr. Keohane. Sure, and I think in this instance, Senator,
one of the best things to do is also look at the private sector
and how they are marketing to their potential new employees and
so forth.
I think there is a technology aspect that we probably do
not use, the Department does not use well enough, and that is
either let's say somebody has been clicking on a number of
photos of a submarine. Does the Department capture or marketing
process capture those individual's statistics, and be able to
push the right marketing materials to them, get them to see if
they are interested?
I understand fully that that might require some additional
approvals from Congress to make sure that we are staying within
the confines of appropriate handling of information. But
technology is out there that we need to look at.
Senator Cotton. Okay. We hear a lot, especially from senior
uniformed leaders, about a low percentage of young Americans
are actually eligible to serve in our military. Do you know
what percentage that is? What percentage of young Americans are
eligible to serve?
Mr. Keohane. Senator, off the top of my head, I think it is
fairly low, probably in the 20's.
Senator Cotton. Yes, I think that is right, or maybe even
the teens. I have to say, I think that is too low. I mean, do
you think that is too low?
Mr. Keohane. You know, I think, you know, in the macro
level, it could be right. I have not really looked into it, but
I know it is--sadly, it is low. It is too low.
Senator Cotton. I just, I mean, all of our recruits should,
over time should be honored and celebrated. Maybe my favorite
recruit of all time, the teenage boys in World War I and World
War II lied about their age so they could enlist and get a shot
at the title overseas, and that we should be encouraging as
much as we can every young American to join and to be eligible.
I think most of us have probably had experiences of deep
frustration with the military services throwing up roadblocks.
You know, a young man who was a top tier college athlete and
had a knee or a hip injury and recovered, and continued to be a
top tier college athlete, yet the Army says he is not eligible.
Or a kid whose parents got divorced when he was 14 and some
doctor prescribed some mood-altering drug for 6 months, and 5
years later he is told it is still disqualifying. I am just
saying, like we can not have people who are, you know, half
blind or fat or flat footed or what have you in the military.
I guess in the second category, they can get in shape and
join. But I think we should look at ways to try to make more
young men and women eligible, especially those who are trying
to serve. So can I just get your commitment that you will look
at--this tendency that the service has, it is almost like a
boast I think, that like only 14 percent or only 21 percent are
eligible.
Again, like, it can not be serious felons or people half
blind, but we need to do a better job of opening up a bigger
pool of recruits, especially when it comes to problems that are
temporary or manageable, like old injuries or old psychological
diagnoses when kids were, you know, mere adolescence.
Even kids that have had some run ins with the law, you
know, nonviolent or juvenile run ins with the law. I think we
need to make a pool bigger so we got a bigger pond to fish in.
Can I get your commitment on that?
Mr. Keohane. Absolutely, Senator.
Senator Cotton. Okay. Thank you both, gentlemen.
Chairman Reed. Thank you, Senator Cotton. In fact, let me
associate myself with your remarks. I think they are right on
target. Thank you. Senator King, please.
Senator King. I wanted to followup, Mr. Keohane, on
recruitment and retention. So, we had a very interesting
hearing yesterday with General Saltzman, the head of the Space
Force.
They are doing something that is unheard of in the
military, which is lateral hires. They are bringing people in
at a higher level because of the expertise that they need. The
other thing they are doing is having a relationship with the
reserves so people can do their private sector job but then are
available when needed given particular skills.
Is that something that could be applied more broadly in
order to deal with this recruitment problem?
Mr. Keohane. Senator, I think it is absolutely--everything
should be on the table. I think that as our military changes,
the way in which we fight wars change, we need to have the
flexibility, we need to modernize some of our policies so that
if you have a certain MOS, perhaps you can move back and forth
easily between the Reserve and Active Duty. But we need to make
sure that we have everything on the table to understand how we
can better pull those folks in based on what the needs and
availability are.
Senator King. Following up on Senator Cotton's questions,
it may be that the physical requirements are not as important
if you are going to be a cyber warrior.
Mr. Keohane. Yes, sir.
Senator King. We need to be thinking about that. On the
issue of recruitment, I have seen data recently that it used to
be that recruitment and people joining the military were fairly
evenly distributed geographically across the country.
That has changed dramatically in the last 10 years, where
the military has become essentially Southern and Southwestern.
One of the problems in the Northeast is there are no bases
anymore so people do not grow up, young people do not grow up
seeing, in my hometown of Brunswick, we do not see people with
naval uniforms on anymore, and I think that is a real problem.
I hope in your recruitment efforts, you think about this
geographic dispersal, concentration actually, which is, I
believe, not healthy. We do not want our military to be a
regional body. So, can you give me some thoughts on this?
Mr. Keohane. Senator, I completely agree. I have heard you
speak in the past as well about the unintended consequences of
BRAC and exactly what you just described. I think we certainly
need to do a better job of making sure that our military is
more familiarized to our communities. There is probably a
number of ways we can do that, but certainly technology needs
to be one of them.
Senator King. But you can also direct recruitment efforts
in certain areas. In Buffalo, New York or in Cleveland, as
opposed to the Phoenix and Atlanta.
Mr. Keohane. Yes, sir. I think, again, everything should be
on the table. We need to really look at this with fresh eyes
and figure how we can better reach the population that we need.
Senator King. Thank you. Thank you, Mr. Chairman.
Chairman Reed. Thank you, Senator King. Senator Warren,
please.
Senator Warren. Thank you, Mr. Chairman. Mr. Guertin, you
have been nominated to manage the Navy's acquisition programs.
In other words, how the Navy buys things to build and to
maintain the fleet.
So, let's start with something easy. When the military
makes a purchase, should it pay whatever the company demands,
or should we be using taxpayer money only to buy things where a
price is justified by costs and we receive a quality product on
time?
Mr. Guertin. Well, Senator, the nature of the contracts for
the things that we use to buy this military equipment
absolutely should be rigorously applied. You know, we should
make sure we are paying for the things we get. There is a
variety of different contract types, and they all have their
ways of managing costs to make sure that the work is equitable
and fair.
Senator Warren. Right. But I just want to be sure that we
are saying the same thing, that what we are looking for before
we agree to pay for anything is that the price is justified by
cost and that we have a right to expect on-time performance.
Basically, right?
Mr. Guertin. Basically, right. But, Senator, let's make
sure we are not talking about, you know, different kinds of
animals. There is fixed price contracting, in which case I
completely agree with you. Then when we are--there is more
technical risk, where the outcome is more uncertain, then that
may be a better place to put cost plus contracting, where the
cost might not still be----
Senator Warren. Okay, but that is still justified by
costs----
Mr. Guertin. Absolutely.
Senator Warren. They are just different ways to calculate
it. That is all I am getting at. Because one of the tools that
DOD uses to get things made faster is what is called progress
payments.
That is where I want to ask more. So rather than pay for a
project when it is fully complete, a company that is getting a
progress payment gets advanced funding before they have finish
building a ship or a plane so that they can cover the large
capital investments that they need to make in order to do the
job.
I understand that. One of the ways that DOD responded to
the pandemic was to hide the rate of advanced payments to
contractors so they got even more upfront. Now, let's be blunt.
There was no data to suggest that that was necessary, but I
understand that DOD was trying to help workers and the defense
industrial base withstand an unprecedented emergency. I get
that.
But DOD is conducting a study now to determine how to
reform progress payments now that the pandemic has eased. So,
do you agree that if the study shows that increased payments
did not help DOD, that we should reevaluate using this method?
Mr. Guertin. Well Senator, as you might imagine, my current
role, it is all about the data. We want to analyze using data
and make sound decisions based on actual information. So first
of all, I think you are really on to something. I bet there is
a pony in there somewhere. But I think we should make sure we
have the data that backs it up.
Senator Warren. Okay. As long as we will act on those data,
the data show the progress payments are not really helping us
here. You know, I do not say this very often, but I think the
Trump Administration had a really smart idea for how to make
progress payments work even better.
They were sick of programs being behind schedule and over
cost so they proposed tying the size of the progress payment to
program performance and then sharing cost and pricing data.
Companies that deliver on time and provide all the data would
get their money up front.
The industry hated President Trump's reform proposal and
they managed to defeat it, but I think it is worth reviving.
So, let me ask, would you support conditioning or lowering the
progress payment rate if it means that ships and airplanes will
be cheaper and are more likely to arrive on time?
Mr. Guertin. Senator, first and foremost, I am all about
getting the best possible deal for the American people, no
question. I am also very interested in innovative business
models that get us to that end. That sounds like a great
opportunity, and I would love to explore it.
Senator Warren. All right. You know, look, failing to
conduct proper oversight to control costs hurts our national
security, and it hurts our ability to build the force we need
to support our National Defense Strategy.
We need to ensure that our acquisition policies are getting
a good deal for the military and not just lining the pockets of
giant contractors. Let's work together on that. Thank you.
Thank you, Mr. Chairman.
Chairman Reed. Thank you, Senator Warren. Gentlemen, thank
you for your testimony. Thank you for your willingness to serve
the Nation, and the men and women who defend us every day. I
know that is an effort not only individually, but your families
also.
We look forward to moving with your nominations, and
certainly I think you have my support, and with that, I will
adjourn this morning's hearing.
[Whereupon, at 10:49 a.m., the Committee adjourned.]
------
[Prepared questions submitted to Mr. Ronald T. Keohane by
Chairman Reed prior to the hearing with answers supplied
follow:]
Questions and Responses
duties and qualifications
Question. What is your understanding of the duties and functions of
the Assistant Secretary of Defense for Manpower and Reserve Affairs
(ASD(M&RA))?
Answer. The duties and functions of the Assistant Secretary of
Defense for Manpower and Reserve Affairs are to serve as the principal
advisor to the Secretary of Defense, Deputy Secretary of Defense and
Under Secretary of Defense for Personnel and Readiness, with
responsibility for overall policies and procedures of Total Force
manpower, personnel and reserve affairs to include the Army National
Guard, Army Reserve, Navy Reserve, Marine Corps Reserve, Air National
Guard, Air Force Reserve and Coast Guard Reserve. As part of the
critical duties of this position is the responsibility to
tivecoordinate across the Department of Defense, the Joint Staff,
Combatant Commands, the Military Services as well as Congress and other
appropriate stakeholders to set the conditions for a sustainable,
seamlessly integrated and complementary total force.
Question. What background and experience do you have that qualify
you for this position?
Answer. For the better part of my 30-year professional career I
have focused my efforts on developing and managing a wide variety of
quality of life programs that directly and positively impacted our
servicemembers and their families. Programs ranging from drug demand
reduction, , transition assistance, SHARP, ESGR, mental heath
counseling and support of the wounded, ill and injured population,
among others, have provided me with a deep, diverse and relevant skill
set. Under the Obama administration I had the honor to serve as the
Deputy Assistant Secretary of Defense for Military Community and Family
Policy (MC&FP) where I had oversight responsibility for quality-of-life
program policy issues which are even more critical in today's
environment.
major challenges and priorities (ron)
Question. In your view, what are the major challenges confronting
the ASD(M&RA), and how would you address them, if confirmed?
Answer. As the world recovers from the COVID-19 pandemic the
Department of Defense is faced with a number of major challenges. Among
the top issues the Department faces are those which fall within the
purview of the M&RA, including recruitment and propensity to serve, as
well as retention issues including compensation, spouse employment, and
access to affordable childcare.
If confirmed as the ASD (M&RA) I would work closely with the
experts in the ASD offices, the Services as well as other stakeholders,
including Congress, to address each of these important issues.
civilian control of the military
Question. If confirmed, how would you use your position to adhere
to and further the fundamental principle of civilian control of the
armed forces?
Answer. I believe civilian control is a fundamental tenant of our
successful democracy, and it cannot just be present at the highest
level. If confirmed I will support and advance the principle of
civilian control of the armed forces in my words and actions. I will,
as I always have, seek the advice and counsel of military and career
civil servants, as well as fellow appointees. But in the end, I realize
that decisions must be made and oftentimes those are to be made by the
civilian leaders of the Department. If confirmed, I will not only
support the Secretary and Undersecretary for Personnel and Readiness in
their decisionmaking, I will make those decisions for the M&RA, the
easy and difficult ones, with the advice and counsel of our military
advisers.
Question. If confirmed, how would you ensure your inclusion in the
discussion, debate, and resolution of U.S. defense and national
security issues?
Answer. If confirmed, I would ensure the ASD(M&RA) maintains an
active presence and voice on all matters related to the policies and
procedures of the Total Force manpower, personnel and reserve affairs
for which I will have oversight. Further, I will strive to maintain an
ongoing dialog with my counterparts across the Department of Defense,
the Joint Staff, Combatant Commands, and the Services while always
providing the best honest and candid advice to the Under Secretary, the
Deputy Secretary, and the Secretary of Defense.
personnel policy implementation
Question. If confirmed, what personnel policies and processes would
you implement to improve the efficiency and effectiveness of human
resources management--both military and civilian--across the
Department?
Answer. If confirmed, I would give significant attention to the
long-term recruiting challenges that face the Department. While I
understand that it is primarily the responsibility of the Military
Services to recruit and train, I recognize that there are roles that
OSD must perform to better enable success. I believe that we should
review the tools that we have to increase propensity to serve in order
to acheive our long-term recruitment goals. Similarly, I believe that
civilian public service is critical to our national security, and is
also an often overlooked career field. It deserves additional focus and
outreach.
Within each of the areas above, technology provides us with
excellent tools to observe and process mass amounts of data to better
understand our workers and recruits' needs and wants and better compare
our efforts to those of other organizations, both government and
commercial.
Question. What is your understanding of your responsibility, if
confirmed, to inform and consult with this Committee and other
appropriate committees of Congress, on the implementation of personnel
policies directed by law?
Answer. I understand that if confirmed, I not only have a
responsibility to the legislative branch to inform and consult with
Congress and all of the appropriate committees, I consider it smart
business to do so. Afterall, this body holds the direct line to the
American public and their input through you, coupled with your
experience on these issues is vital to any successful policy that I
might implement.
non-deployable servicemembers
Question. In your view, should servicemembers who are non-
deployable for more than 12 consecutive months be subject either to
separation from the service or referral to the Disability Evaluation
System, as is current Department policy?
Answer. I am aware that all servicemembers are expected to be
deployable and the Department's focus is to maximize the lethality and
readiness of the joint force. It is my understanding that the
servicemembers who are considered non-deployable for more than 12
consecutive months require a retention determination from their
Military Department. These individuals should be evaluated on a case-
by-case basis to determine if continued service is appropriate. Not to
do so may adversely impact the force readiness and place an undue
burden on the remainder of the force.
Question. In your view, under what circumstances would the
retention of a servicemember who has been non-deployable for more than
12 months be ``in the best interest of the service''?
Answer. I believe it is appropriate to evaluate each individual on
a case-by-case basis. Factors to consider include the individual's
ability to perform his/her military duties as well as the likelihood
that the servicemember will resolve the condition or reason resulting
in the non-deployable status. I believe we must also consider the
servicemember's role during a deployment. For example, a wounded
warrior who continues to serve as a cyber analyst may not be eligible
to deploy, but could still fulfill their combat mission. This, among
other potential factors, is why the individual's circumstances must be
considered on a case-by-case.
Question. The Department of Defense policy on in-service
transitions for transgender servicemembers provides that ``any
determination that a transgender servicemember is non-deployable at any
time will be consistent with established Military Department and
Service standards, as applied to other servicemembers whose
deployability is similarly affected in comparable circumstances
unrelated to gender transition.''
Please provide an example of a ``comparable circumstance'' that
would be used to determine deployability of a transgender
servicemember.
Answer. Speculation on my part would not be appropriate due to the
highly individualized nature of this policy. If confirmed, I will
ensure our policies promote dignity and respect for all servicemembers.
Question. On average, how long should a commander of a
servicemember undergoing a gender transition expect that servicemember
to be non-deployable?
Answer. As every case is highly individualized, I do not think it
is appropriate to speculate. However, if confirmed, I will address this
issue with the Assistant Secretary of Defense for Health Affairs and
other medical professionals in the Department.
diversity and inclusion
Question. In general, what is your assessment of the diversity of
the U.S. Armed Forces and of the DOD civilian workforce?
Answer. I believe that diversity is a strength and directly
contributes to readiness. I understand that although the Department is
fairly diverse across the board, racial/ethnic minorities and women are
still underrepresented among the Armed Forces' top leadership, compared
with the servicemembers they lead. However, I understand that the
Department and the Military Services are implementing initiatives to
support a more representative force in the years to come.
Question. According to researchers at the RAND Corporation, African
American and Hispanic youth are less likely to be eligible for military
service than white and Asian Americans. Why do you think this is the
case?
Answer. As I am unfamiliar with the RAND reports, I am not able to
provide a thorough response. However, if confirmed, I commit to working
with my staff and the Services, to learn what has already been done in
this area and to identify any areas where we can make adjustments to
ensure we are drawing from the wealth of diversity that today's youth
have to offer.
Question. In your judgment, should military accession and
commissioning standards be modified to achieve racial diversity goals?
Please explain your answer.
Answer. I believe the Department's focus needs to remain on
ensuring we have the best qualified military in the world while always
working toward a diverse and representative force that reflects our
society.
Question. If confirmed, how would you increase diversity and
inclusion in the armed forces, and work toward the goal of ensuring
that the Nation's military, at all levels, especially within the senior
officer ranks, reflects the broad diversity of the nation?
Answer. The future of the All-Volunteer Force and evolving nature
of warfare requires a Total Force comprised of diverse backgrounds and
skill sets to effectively support future warfighting missions. If
confirmed, I will strive to advance the Department's mission and the
continued need to recruit, develop, and retain top talent.
Question. If confirmed, how would you increase diversity and
inclusion within the Department's civilian workforce, especially at the
senior General Schedule and Senior Executive Service levels?
Answer. If confirmed, I will assess the current representation at
the senior General Schedule and Senior Executive Service levels, as
well as current Department initiatives designed to improve diversity at
these levels. As necessary, I will seek to expand these initiatives to
promote greater representation in the Department's senior civilian
ranks.
Question. Do you believe diversity goals should be prioritized over
merit and performance when considering who should be appointed to
senior military and civilian positions?
Answer. I believe the Department must recruit and retain a
qualified civilian workforce with the right critical skillsets to
achieve the Department's mission, and that qualification standards for
our military force must remain unmatched in the world. Civilian and
military qualifications and standards should ensure we are able to
recruit the best and brightest, while also ensuring our civilian
workforce and armed forces are diverse and representative of American
society.
Question. If confirmed, what specific steps would you take to
increase geographical diversity in the armed forces, especially from
areas of the country and local communities that are currently
underrepresented?
Answer. If confirmed, I commit to working with my staff, and the
Services, to learn what has already been done in this area and to
identify any areas where we can make adjustments to ensure we are
drawing from the wealth of diversity that today's youth have to offer.
extremism
Question. The current DOD policy on ``Handling Dissident and
Protest Activities Among Members of the Armed Forces'' prohibits
servicemembers from ``active participation'' in organizations ``that
advocate supremacist, extremist, or criminal gang doctrine, ideology,
or causes; including those that attempt to create illegal
discrimination based on race, creed, color, sex, religion, ethnicity,
or national origin . . . .''
What is your view of the prevalence and effect of extremism within
the armed forces?
Answer. I believe that the majority of our servicemembers and
civilians serve our Nation honorably--that includes their conduct after
they leave the military. However, any instance of extremist behavior
within any organization (no matter how frequent) degrades the overall
effectiveness of that organization. Within the armed forces, without a
doubt, good order and discipline is compromised when any extremist
behavior or activity presents itself. My personal and professional view
is there is no place for any extremist behavior or activity within the
armed forces.
Question. If confirmed, what would you direct the Military Services
to do to eliminate extremism within the ranks?
Answer. If confirmed, I will meet with the service leaders--
civilian, officers and senior enlisted advisors to learn how they
presently maintain good order and discipline at all times within the
ranks, and where we can help. I will work with my staff and leadership
to ensure that the Department continues to focus on keeping the
Military Services free from extremist behavior and activity, while
maintaining the rights and freedoms for all servicemembers.
military service academies
Question. What is your assessment of the diversity of cadets and
midshipmen in the Military Service Academies? What measures can be
taken to increase diversity in the Academies?
Answer. Diversity within our Services is critical. The Military
Service Academies produce the future leaders of our military;
therefore, it is essential the cadets and midshipmen represent the
diversity of our great country. If confirmed, I will work with the
Services to explore new marketing, recruiting, and community partnering
methods to increase the diversity of Military Service Academy
applicants.
Question. What is your assessment of the efficacy of the policies
and processes in place across the Military Service Academies to prevent
sexual assault and sexual harassment, and to ensure that cadets and
midshipmen who do report assault or harassment are not subject to
retaliation--social ostracism and reputation damage--in particular?
Answer. Any form of sexual assault or harassment hinders mission
accomplishment and damages unit cohesion. The Military Service
Academies, institutions among the top colleges and universities in the
country, should be held to the highest standards of conduct and
integrity. If confirmed, I will work with Military Department
leadership to make sure that they monitor such behavior to ensure the
Military Service Academies swiftly and justly address all forms of
inappropriate behaviors.
Question. What is your assessment of the efficacy of suicide
prevention programs at each Military Service Academy?
Answer. I am aware of recent media reports and understand the
Department and Services take this tragic issue very seriously. It has
also reached epidemic levels in the United States as suicide rates
increased by 30 percent from 2000-2018. If I am confirmed, I will
assess the efficacy of efforts taken to date and engage with the
Defense Suicide Prevention Office and Service leaders to look at ways
to strengthen suicide prevention programs.
Question. Do you believe the current 5-year minimum Active Duty
service commitment for Military Service Academy graduates is sufficient
return on investment for the U.S. military and the American taxpayer?
Answer. It is my understanding that the current Active Duty service
commitment for service academy graduates has remained unchanged for
many years. If I am confirmed, I will analyze the current obligations,
and verify our Nation is receiving a high return on this important
investment of taxpayer dollars.
Question. In your view, do the Military Service Academies
contribute to the pool of military officer accessions commensurate with
their attendant costs? Why or why not?
Answer. I am unfamiliar with the specifics costs to operate the
Military Service Academies, especially in comparison to other accession
program costs. However, I am familiar with the excellent reputation of
the Service Academies. If confirmed, I look forward to learning more
about the Service Academies' costs and the contributions made by this
particular pool of officers.
Question. What is your view of service academy graduates delaying
Active Duty service in order to pursue careers in professional sports?
Answer. I'm aware of this issue generally from my past experience
in the Department of Defense. If confirmed, I look forward to better
understanding the existing policy and recent legislative enactments in
this area to determine the appropriate way forward for the Department,
Services, cadets/midshipmen, and the American tax payers.
senior reserve officers' training corps (srotc)
Question. In your view, does the Senior Reserve Officers' Training
Corps (SROTC) program remain a viable source of officer accessions?
Answer. While I am not currently well versed in the details of
accessions via SROTC, the geographically diverse nature of the SROTC
program should provide an officer corps with the wide variety of
demographics, backgrounds, and experiences necessary to ensure the
continued readiness of the Military Services. If confirmed, I will
review the SROTC program to ensure it is an effective and viable source
for officer accessions.
Question. What is your assessment of the diversity in our ROTC
programs? What measures can be taken to increase diversity in the ROTC?
Answer. A diverse force begins at accessions, and SROTC gives the
Services the broadest ability to tap into diverse talent across the
country. If confirmed, I will review the SROTC programs and ensure the
Department continues to focus on increasing the diversity of the
officer corps to take full advantage of their talents through
opportunities to serve. In addition, I will strive to improve the DOD's
marketing, recruitment, and community partnership efforts to encourage
a more diverse applicant pool.
Question. In your view, should the Military Services continue to
operate SROTC units at colleges and universities that fail to meet
their minimum annual commissioning requirements? If not, please explain
the factors you believe should be used to determine which units should
be terminated.
Answer. I do not have access to the Department's information
regarding this issue. If confirmed, I will review the matter and will
look for ways to get the most out of current SROTC programs without
losing geographical or cultural representation.
Question. If confirmed, how would you modify the SROTC scholarship
program to attract the top talent that our armed forces need to meet
national defense?
Answer. As I currently understand, we have SROTC programs at some
of the best colleges and universities in the United States, providing
an opportunity to reach top talent. If confirmed, I look forward to
working with Congress and the Services to ensure SROTC scholarship
programs are maximally effective at attracting top talent for the
Nation.
military compensation
Question. Do you agree that the primary purpose of a competitive
military pay and benefits package is to recruit and retain a military
of sufficient size and quality to meet national defense objectives?
Answer. Yes. The Military compensation package must primarily be
competitive in order to sustain the recruitment and retention of the
high caliber men and women willing to serve the Nation in uniform in
order to reach and maintain our national defense objectives.
Question. What is your assessment of the adequacy of the current
military pay package in achieving this goal?
Answer. While my view into the Department's statistical data is
limited, current indications are the overall military compensation
levels compare favorably with the private sector. However, if
confirmed, I would remain open to increased compensation levels in
coordination with the overall balancing of these costs against other
critical warfighting and readiness needs of the Force.
Question. What changes, if any, would you recommend to the current
military pay and benefits package, if confirmed?
Answer. If confirmed I would work with my team of experts along
with the Services to explore alternatives that could positively impact
servicemembers and families, such as more and better access to family
care, both child and elder care. Listening to our families is critical
to any review and recommendation, but I believe that in this post-COVID
environment, families have changed their priorities and we need to be
able to adjust benefits to respond.
Question. What specific recommendations do you have for controlling
rising military personnel costs, including entitlement spending?
Answer. Military personnel costs equate to roughly one-third of the
Department's overall budget. Maintaining a balance between personnel
costs and other critical warfighting needs is difficult but necessary
for maintaining our Total Force, while meeting recruitment goals. One
key element of stabilizing military personnel costs, including
unemployment costs is maintaining high retention rates. From what I
understand, the Services have been fairly successful in this area, but
can always improve and this gets back to my point about listening to
the families and their needs in terms of benefits restructuring. This
could be a way of controlling some larger costs.
recruiting and retention (ron)
Question. In your view, what are the main reasons that less than 30
percent of 17 to 24-year-olds are eligible for military service, and
how would you propose increasing the size of that pool?
Answer. I believe several factors contribute to the low percentage
of 17-34 year olds who are eligible to serve. Among the top reasons for
ineligibility are obesity and medical reasons as well as past drug use
and criminal records. I understand that the Army and maybe the other
Military Services have programs for recruits to ``get in shape'' and
eat healthier in order to meet the enlistment standards. I think this
is an important step worth exploring, but we must also conduct outreach
sooner in the recruitment process. If confirmed, I will work with the
experts in my office, the Military Services as well and other
stakeholders, to include Congress, to look into the possibility of
outreach programs to help America's youth return to a more fit and
helthy lifestyle, while also increasing our outreach in vital education
programs as well, such as STEM programs. ASVAB scores are also
contributors to the low percentage of persons eligible to serve. All of
these issues deserve our long-term attention, and if confirmed they
will be an area of focused effort for me.
Question. Similarly, why do you believe that the propensity of
youth to serve continues to drop and is at its lowest level (about 10
percent according to DOD data) in years?
Answer. I believe the drop in propensity to serve among our youth
is due in large part to the lack of relatability with our
servicemembers and military life in general. The impact of COVID-19 has
compounded the issue as servicemembers were unable to have a presence
with youth, teachers, coaches, clergy, etc. that would have assisted in
exposing the communities to the military culture.
Question. Do you believe that non-native English speakers are
disadvantaged in qualifying for military service by the current testing
process?
Answer. I am not familiar enough with the intimate details of the
current testing processes for non-native English speakers. If
confirmed, I will fully examine the process to ensure non-native
English speakers are not disadvantaged.
Question. If confirmed, how would you address any such
disadvantages to increase the pool of eligible and interested youth?
Answer. I believe its imperative that our Armed Forces are a
reflection of the society for which they serve to protect and defend.
If confirmed, I would work with experts in my office as well as the
Military Services to ensure we are recruiting from a broader range of
pools across the United States, geographically, demographically and
economically. I see this position as removing barriers to anyone that
is able and willing to serve.
Question. In your view, should existing medical and other
qualification standards be reconsidered to accommodate youth willing to
enlist for service in certain high-demand specialties, such as remotely
piloted aircraft pilots or the cyber workforce?
Answer. I believe, given todays recruiting challenges along with
the changing landscape of cyber warfare and other technological
advances, that it would be wise to at least consider all aspects of the
accessions process.
military accessions vital to national interest program
Question. In your view, did the benefits of the Military Accessions
Vital to National Interest Program (MAVNI)--recruiting and utilizing
those with critical skills vital to the national interest--outweigh the
costs to the Department associated with conducting security,
suitability, and reliability screenings of applicants?
Answer. I am unfamiliar with the specific benefits and/or
challenges of the MAVNI program.
If confirmed, I commit to gaining a better understanding of this
program to determine how similar programs may contribute to our
national interests. I believe any decision on this program must be
centered on maintaining the national security of our country.
Question. In your view, was the program effective in helping the
Department to recruit for certain hard-to-fill specialties?
Answer. I am unfamiliar with the specific details of the MAVNI
program. If confirmed, I commit to better understanding the program to
determine if this program should be reinstated to assist recruiting
efforts by enlisting individuals to fill hard-to-fill specialties. I
believe any decision on the MAVNI program or any program with similar
intent must be centered on maintaining the national security of our
country.
Question. If confirmed, would you recommend reactivating the MAVNI
program and authorize the enlistment of new applicants? If so, what
conditions would you impose on program operations, particularly as
regards applicant security, suitability, and reliability screening?
Answer. I am unfamiliar with the specific benefits and/or
challenges of the MAVNI program.
If confirmed, I commit to gaining a better understanding of this
program to determine whether this program should be reinstated, and
what security, suitability and reliability screenings should be imposed
to ensure the security of our national interests. I believe any
decision on this program or programs of similar intent must centered on
maintaining the national security of our country.
reserve components
Question. In your judgment, what has been the effect of increased
operational tempo on Reserve component recruiting and retention?
Answer. I am not familiar with the effect increased operational
tempo has had on Reserve component recruiting and retention, but if
confirmed I will work to ensure the Department is able to recruit and
retain and effective Reserve force.
Question. In your view, do the Reserve components serve as an
operational reserve, a strategic reserve, or both? In light of your
answer, should the Reserve components be supported by increased
training, improved equipment, and higher levels of overall resourcing
for readiness?
Answer. In my view, the Reserve components are both essential to
the operational force and provide strategic depth for the Nation. If
confirmed, I will work to ensure that the Reserve components receive
the training, equipment, and resources needed to be ready to meet
immediate requirements while preparing for future challenges.
Question. In your view, what actions can be taken to improve
permeability between the Active and Reserve components?
Answer. Offering a seamless way for individuals to move between the
Active and Reserve components can enhance the recruitment and retention
of highly skilled personnel. If confirmed, I will review the current
policies governing this process and collaborate with the Senate Armed
Services Committee to improve transitions between the two components.
Question. In your view, are the current requirements for becoming a
Joint Qualified Officer appropriate for Reserve component officers? If
not, how should requirements be revised to better meet the needs of
Reserve component officers?
Answer. I am not that familiar with this process overall. However,
it is my understanding that since most Reserve component officers
perform duty periodically they have found the experienced-based joint
duty assignment path more practical for fulfilling joint credit
requirements.
Question. In your view, is the current professional military
educations system appropriate for the Reserve components? If not, what
changes would you recommend?
Answer. Professional military education plays a critical role in
cultivating our leaders. If confirmed, I will review the state of the
professional military education system for the Reserve components to
ensure there are processes that allow for the continuous improvement of
our people and the education system itself.
military quality of life (ron)
Question. If confirmed, what qualify of life and morale, welfare,
and recreation (MWR) programs would you consider to be a priority?
Answer. I am a firm believer, from first hand knowledge as a
business owner, that childcare is a critical and increasingly important
benefit. With that, I believe that emergency or backup care for
military families is also needed. Beyond that direct knowledge, I will
rely heavily on the voices of military families concerning the
prioritization of their needs, as their willingness to continue to
serve directly impacts that overall readiness of our force.
Question. What metric would you apply in determining which MWR and
quality of life programs should be sustained or enriched and which
should be eliminated or reduced in scope as ineffective or outmoded?
Answer. As I have previously mentioned, I believe a review of
current benefits, including quality of life and MWR benefits, is
warranted. That review should be heavily influenced by the voices of
our military families, Active and Reserve. Additionally, while many MWR
programs are self or almost self-sustaining, we are still stewards of
the resources. I believe its imperative to consider the sustainability
of each program, while ensuring it is a value add to the overall
compensation package for our servicemembers and families.
military family readiness and support (ron)
Question. What do you consider to be the most important family
readiness issues for servicemembers and their families?
Answer. I believe the most important family readiness issue for
servicemembers and families is access to quality, affordable childcare.
Question. If confirmed, what specific actions would you take to
ensure that military families are provided with accessible, high-
quality childcare, at an appropriate cost?
Answer. If confirmed, I will work with the experts in my office,
along with the Services, to conduct an ongoing review of accessibility
and affordability to high-quality childcare. It's imperative the
Department consider innovative ways to expand access such as
implementing emergency backup care, much like leading private industry
does.
department of defense education activity, dod schools, and dependent
education (dodea)
Question. What is your assessment of the overall quality of DOD
schools?
Answer. In my view, the overall quality of DOD schools is extremely
high. According to the most recent National Assessment of Educational
Progress, DODEA runs the best school system in the Nation. I will
continue to support excellence in our schools for military families.
Question. In your view, are DODEA's administrative overhead costs,
meaning its funding and employment above the school level, comparable
to those found in high-quality public-school districts in the United
States?
Answer. From my time as DASD for Military Community and Family
Policy, I learned that DODEA operates in a manner similar to that of
both a State Education Agency and a Local Education Agency and saw the
start of its ``Restructuring for Student Achievement'' which was
intended to focus more resources at the region and school level. If
confirmed, I will look at their progress and ensure we are continuing
to provide students with the best education possible, while remaining
good stewards of the public resources made available to them.
Question. Should the eligibility requirements for military
dependents to attend DOD schools be modified in any way, in your
opinion? If so, what modifications would you propose, if confirmed?
Answer. I understand that DODEA recently updated its eligibility
policy for the first time in over 10 years. I look forward to reviewing
the policy and learning about the law that the policy implements.
Question. What lasting impacts, if any, do you believe the COVID-19
pandemic will have on the way DOD schools are run and how DOD
dependents who attend those schools learn?
Answer. I understand DODEA operated very effectively during the
COVID-19 pandemic and never shut-down their schools after the pandemic
hit. I strongly support the continued inclusion of adaptive curriculum
and technology to reinforce and improve educational continuity and to
provide individualized instruction to meet students' learning needs
with what they need no matter where they are located.
Question. Do you believe that DODEA should further expand its
capabilities to deliver online education in the future?
Answer. It is my understanding that DODEA is currently conducting a
pilot program pursuant to section 589D of the Fiscal Year 2021 National
Defense Authorization Act that expands access to its virtual school to
a larger student population. If confirmed, I will learn more about the
pilot program and work with DODEA to direct resources and education
tools to reach its students whether in the classroom or in a remote
setting.
Question. In your view, can these programs be improved, and if so,
what would you recommend?
Answer. I am aware that DODEA is currently operating a pilot
program to expand its ability to provide online education to military
dependents around the world. If confirmed, I look forward to learning
about the pilot program and how it helps our military-connected
students.
Question. What is your assessment of the preparedness of DOD
schools to respond and react appropriately to active shooter
emergencies?
Answer. Sadly, all schools must remain prepared for active shooter
situations, to include DODEA schools that operate on installations.
Maintaining a key awareness of emergency procedures and conducting
regular training and drills are vital to success. If confirmed, I will
continue to support all programs intended to ensure student safety.
Question. How do you assess current class sizes (student to teacher
ratios) throughout DODEA schools, and do you recommend they be
adjusted? If so, why?
Answer. I do not have access to the Department's data on this
matter in order to make such an assessment at this time. However, I
believe that we must continue to invest in our military families
through our schools, which includes suitably staffing teaching
requirements, and I look forward to supporting this goal, if confirmed.
Question. Are you confident that DODEA has in place the policies
and processes to ensure that:
Allegations of sexual assault or sexual harassment by a student in
locations under the jurisdiction of DODEA are properly investigated?
Answer. I am aware that DODEA, as with all executive branch
agencies, is required to take reasonable steps to eliminate unlawful
discrimination in its schools, programs, activities, and workplaces
under Executive Order 13160, ``Nondiscrimination on the Basis of Race,
Sex, Color, National Origin, Disability, Religion, Age, Sexual
Orientation, and Status as a Parent in federally Conducted Education
and Training Programs.'' If confirmed, I will continue the work to
ensure that the policies and procedures are in place to address
allegations of sexual assault or sexual harassment, and to hold
offenders accountable.
Question. Information documenting such misconduct, if
substantiated, is recorded in the permanent record of the offending
student and that any school to which that student subsequently
transfers is made aware of that information, as appropriate?
Answer. I believe information on substantiated misconduct should be
included in a student's record and transferred to a new school, if or
when that occurs. If confirmed, I will review DODEA's process and take
appropriate action as/if necessary.
Question. If confirmed, what actions would you direct to ensure
that DODEA takes all appropriate actions to hold its teachers, other
employees, and students accountable for acts of sexual assault, sexual
harassment, and unlawful discrimination?
Answer. The elimination of all types of harassment, assault, and
discrimination is a perpetual goal that we must strive to achieve in
every corner of the Department, including DODEA schools. If confirmed,
I will review the training materials and resources that DODEA provides
to teachers, staff, and students to guarantee the proper utilization of
existing systems, and to ensure that offenders are held responsible
when any allegation is substantiated.
Question. In your view, should the quality and availability of
local public education factor into Department and military service
basing decisions?
Answer. Yes. Quality and availability of local public education are
absolutely essential to military family readiness. If confirmed, I will
work with the Services to understand how this should factor into basing
decisions.
community support for military families with special needs (ron)
Question. If confirmed, how would you ensure that servicemembers
with special needs family members relocate to new duty stations where
services are available to address the special needs of members of that
family?
Answer. The Exceptional Family Member Program (EFMP) provides
critical support to over 100,000 Active Duty military families.
Ensuring servicemembers with special needs family members have access
to the appropriate resources is critical to maintaining readiness. In
order to do so effectively, the unique and specific needs of that
family must be considered when new assignments are being determined.
Not only does the Department, along with the individual Services, have
the responsibility of ensuring necessary services are available at the
new duty station, it must insure such assignments do not have a
negative impact on the servicemembers career path. If confirmed, I will
work with the experts in my office, along with the Services and other
stakeholders, to include Congress, to conduct a thorough review of the
program using all available data, studies and reviews to make the
necessary improvements and provide the support and resources our
families need. Providing a consistent, accessible, and reliable process
for all servicemembers with special need family members, regardless of
their branch of service, is critical and long overdue.
Question. If confirmed, what policies will you implement to assist
these families in obtaining these services at their new duty station?
Answer. If confirmed, I will make it a priority to work with the
Services as well as other stakeholders, to include Congress, to
expeditiously conduct a thorough review of policies and procedures and
implement needed changes. While I cannot address any new policies at
this moment, I can attest to my unshaken commitment to our EFMP
participating families.
Question. If confirmed, how would you ensure outreach to those
military families with special needs dependents so they are able to
obtain the support they need?
Answer. If confirmed I will work with the experts in my department,
the Services, as well as across P&R to develop and execute a
comprehensive awareness campaign that not only makes servicemembers
aware of the EFMP services available to them but would serve as a ``one
stop shop'' for guidance and assistance.
morale, welfare, and recreation
Question. If confirmed, what challenges do you foresee in
sustaining MWR programs in the constrained fiscal environment of the
Department?
Answer. I believe it is important to support all aspects of quality
of life programs for our servicemembers and their families. If
confirmed, I would continue to prioritize quality of life programs that
promote the well-being and resilience of servicemembers and their
families. Providing the greatest possible access to MWR programs
supports and enhances military family readiness, and ultimately mission
readiness.
commissary and military exchange systems
Question. What is your view of the need for modernization of
business policies and practices in the commissary and exchange systems?
Answer. I am aware that the retail business environment has seen
evolutionary changes over the last decade. It is my understanding that
online ordering and delivery, especially since the pandemic, have been
a paradigm shift for the commissary and exchange systems. If confirmed,
I will ensure the commissaries and exchanges have the tools and
resources to deliver the benefit most efficiently to our servicemembers
and their families.
Question. What are the most promising avenues for change to achieve
these modernization goals?
Answer. I believe that concentrating future efforts on a structured
collaboration and cooperative efforts is the optimal way to gain
additional savings, synergies, and efficiencies. If confirmed, I will
work to improve the benefit and provide savings, as a tool to improve
recruiting and retention of course, and also to deliver nutritious
options to servicemembers and families. I believe every dollar invested
in the commissaries has a direct benefit to the overall readiness of
the Force.
Question. What should the Department do to make the commissary
system more self-sustaining?
Answer. It is my understanding that the commissaries, in-line with
the Secretary of Defense's Taking Care of Military and Family Members
memo, will maintain at least a 25 percent savings on grocery purchases.
If confirmed, I will evaluate the savings and efficiencies created as a
result of the memo and will work to sustain the required savings.
Sometimes the question is asked: ``is the commissary a business, or a
benefit?'' The answer seems clear--it is a benefit that is best served
when operated as an efficient business. We owe our Military families
all the support we can give them while they serve our country; and we
owe it to the tax payers to ensure our commissaries are run as
efficiently as possible.
Question. What is your view of proposals to consolidate, eliminate,
or privatize commissaries and exchanges in certain areas where they are
duplicative of services readily available at reasonable cost in the
community?
Answer. Although I do not know all of the details, I am aware that
the Department has looked at this before--numerous times--and
determined each time that merging the resale organizations does not
provide an economic benefit and is not feasible. If confirmed, I look
forward to learning more about the studies already done in this area
and will consider any new information that merits another look.
department of defense civilian workforce matters
Question. How would you describe the current state of the
Department's civilian workforce, including its morale and the
Department's ability to successfully recruit and retain top talent?
Answer. I do not have sufficient details at this time to adequately
comment on the civilian workforce's morale, or the Department's ability
to successfully recruit and retain top talent. If confirmed, this will
be one of my top priorities to ensure the civilian workforce is
supported to achieve the Department's mission. I believe this should be
a coordinated effort with other DOD leaders, and I will work closely
with them to address workforce needs, as appropriate.
Question. In your judgment, what are the biggest challenges facing
the DOD in effectively and efficiently managing its civilian workforce?
Answer. I do not have enough information at this time to thoroughly
comment on the challenges facing the DOD in managing its civilian
workforce; however, considering the Department's complex and technical
mission, I expect that the competition for highly skilled talent and
maintaining up-to-date skill sets for the existing workforce are major
challenges. If confirmed, I will work closely with stakeholders across
the Department to assess civilian workforce needs, and develop the
plans and strategies necessary to ensure DOD is effectively and
efficiently managing this critical workforce segment.
Question. What is your view of both the favorable and adverse
effects that borrowed military manpower can have on participating
military personnel and on the performance of civilian functions?
Answer. It is my understanding that the Department's Total Force
policies are aimed at providing local commanders and managers a maximum
amount of flexibility within the law. Additionally, these policies are
aimed at ensuring military personnel execute military essential
functions in order to maximize the operational capability of the
Department.
Question. Would there be any value to the Department, in your view,
in eliminating the moratorium on the use of A-76 public/private
competitions that has been in effect since 2009?
Answer. It is my understanding that if the moratorium were lifted,
the Department could find value in exploring areas where there has been
significant commercial change and development since 2009. However, it
is my understanding that the Department is not currently postured to
take advantage of the lifting of the moratorium.
Question. The Fiscal Year 2016 National Defense Authorization Act
required the Department of Defense to implement a probationary period
of at least 2 years for new civilian employees. How does this
requirement benefit the Department, in your view?
Answer. I have not been involved with the Department's
implementation of the probationary period provision. If confirmed, I
will review probationary policies to assess their effectiveness toward
meeting DOD civilian workforce objectives.
Question. In your view, what role should the Office of the
Assistant Secretary of Defense for Manpower & Reserve Affairs play in
establishing the ``return to work'' policies for DOD civilians who have
been operating in a ``telework'' environment for lengthy periods of
time due to the COVID-19 pandemic?
Answer. I believe the Office of the Assistant Secretary of Defense
for Manpower & Reserve Affairs should play a major role in the
deliberate development of the appropriate ``return to work'' and
``telework'' policies for the Department, with input from other DOD
leaders and employees, as appropriate. I believe such efforts must
consider lessons learned from the pandemic as well as workplace options
necessary to balance support for employees while achieving mission
results.
Question. In your view, what challenges will this ``return to
work'' effort engender and how would you address each of these
challenges, if confirmed?
Answer. As for many organizations, I believe the ``return to work''
effort will be to ensure the Department can be an employer of choice
while continuing to achieve its mission with excellence. If confirmed,
I will conduct the necessary assessment to address this and other
challenges, and develop strategies to address each one.
cyber workforce
Question. What is your view of the appropriate mix between the
uniformed cyber workforce and civilian employees?
Answer. It is my understanding that the Department is committed to
improving Total Force Management to ensure that compelling non-military
needs are met with the most cost-effective mix of civilian employees
and contract services. I believe that there is no ``one size fits all''
workforce. If confirmed, I will work to ensure the Department's
approach to defining the ``right'' workforce mix (to include the cyber
community) depends on the Department's current missions and goals.
Effective Total Force Management should give the Military Services (and
their subordinate organizations) the flexibility to determine how best
to meet the missions that are being asked of them.
Question. In your view, how effective is the Cyber Excepted Service
Workforce authority under section 1599f of title 10, United States
Code, in meeting the requirements for a highly qualified and competent
cyber workforce?
Answer. I do not have enough information to comment on the
effectiveness of the Cyber Excepted Service. I understand that the DOD
Chief Information Officer (CIO) has responsibility for overseeing its
implementation, and if confirmed, I will work with that official to
ensure the Department is meeting requirements for a highly qualified
and competent cyber workforce.
Question. What actions would you take, if confirmed, to mitigate
any gaps between cyber workforce capacity and capability?
Answer. If confirmed, I will work with officials in the office of
the DOD CIO to mitigate any cyber workforce capacity and capability
gaps. I believe this would involve assessing the skills of the existing
workforce, identifying future positions and skills requirements, and
developing strategies to address capability gaps, if any.
technical workforce (ron)
Question. In your view, what are the pros and cons of having Active
Duty military personnel (as compared to civilian employees) trained and
working as scientists, engineers, software coders, and in other
technical positions across the DOD research, development, and
acquisition enterprise?
Answer. Wide-ranging qualifications and expertise among Active Duty
military personnel is an asset to the capability of the fighting force.
Such diversity of skills adds to the Department's overall strength and
ability to be flexible in an ever changing world. However, maintaining
the lethality and readiness of the Department's fighting forces must
remain the highest priority.
Question. If confirmed, how would you ensure that the directors of
DOD science and technology reinvention labs (STRLs) have the civilian
workforce management tools they need to shape their science,
technology, and engineering workforces?
Answer. I recognize that there are unique needs in supporting a
highly qualified workforce with these desired talents. We must be
flexible to accommodate these needs.
If confirmed, I will work with the experts in my office along with
the Military Departments and other stakeholders, to include Congress,
to ensure adequate resources are available and the necessary policy
infrastructure is maintained to recruit, develop and retain this
important workforce.
senior executive service (ron)
Question. Given that competent and caring leadership is one of the
most significant factors in shaping a high-performing DOD civilian
workforce, if confirmed, what factors and characteristics would be most
important to you in selecting candidates for appointment to the Senior
Executive Service?
Answer. If confirmed, ensuring the selection of Senior Executive
Service candidates who demonstrate the ability to comprehend and manage
complex issues and organizations will be critical. Of equal importance
is one's ability to lead with empathy, respect and the willingness to
invest in growing the skills and abilities of all team members to
ensure the Department is committed to growing and nurturing the next
generation of leadership.
Question. If confirmed, how would you ensure that SES under your
authority are held accountable for both organizational performance and
the rigorous performance management of their subordinate employees?
Answer. If confirmed, I will ensure that members of the SES under
my authority have clearly defined and measurable organizational,
management and performance standards for themselves and their
workforce.
acquisition workforce (ron)
Question. If confirmed, how would you ensure the maximum use of
AcqDemo personnel flexibilities provided by Congress to improve the
quality of the Department of Defense's acquisition workforce?
Answer. If confirmed, I will work with my collegues supporting the
acquisition workforce to facilitate maximum use of AcqDemo personnel
flexibilities.
Question. In your view, in what ways can DOD better train military
personnel to be acquisition professionals?
Answer. In order to better train military personnel, to include
acuiqistion professionals, the military must continue to innovate and
grow training curriculum and technology training platforms to ensure
DOD has the most lethal and ready force.
Question. In your view, what role should the Office of the
Assistant Secretary of Defense for Manpower & Reserve Affairs play in
developing, executing, and overseeing such training?
Answer. The Office of the Assistant Secretary of Defense for
Manpower & Reserve Affairs ensures civilian personnel and military
personnel policy aligns with providing the highest level of
administrative support.
Question. How can acquisition workforce management policies be
modified to make leaders accountable for cost overruns on procurement
contracts?
Answer. Acquisition workforce management policies can be tested and
reviewed to look for additional ways to make leaders accountable for
cost overruns on procurement contracts.
Question. In your judgment, what factors should program offices
consider in determining which tasks are best accomplished by civilian
employees, military personnel, or support contractors?
Answer. Commanders at all levels should consider unit readiness,
complexity of task and continuity of work when determining which tasks
are best accomplished by civilian employees, military personnel, or
support contractors.
Question. Does the DOD have a metric for workload per acquisition
employee in order to baseline the current needs, as well as to
determine the adequacy of the size of the workforce (in comparison to
projected workforce needs for future years)? If so, how does that
compare to the current size of the acquisition workforce?
Answer. I believe the DOD puts measures in place to get metrics for
workload. Each position duty description has qualification standards
that can be rated against for performance. In addition, manpower
provides studies to determine the required size of the workforce based
on current and future mission sets. If confirmed, I can work with the
Under Secretary of Defense for Acquisition and Sustainment to determine
the current size of the workforce and ensure that the acquisition
workforce is sized appropriately to be able to sustain its current and
future missions.
stem educational opportunities for military dependents (ron) sbs
Question. In your view, what role should the Military Departments
play in supporting STEM educational opportunities for military
children?
Answer. Many of the men and women of our Armed Forces are highly
trained in the areas of science, technology, engineering and
mathematics. Some participate in the Office of the ASD(M&RA) program,
called STARBASE, which supports STEM educational opportunities for
civilian youth. This program may be a model for a new program which
specifically supports military children.
Question. If confirmed, how would you work with the Department of
Defense research and development organizations to increase STEM
educational opportunities for children of military personnel?
Answer. The DOD STARBASE program, run out of the office of the
ASD(M&RA), is a program where civilian children interact with military
personnel to explore and observe STEM applications as they relate to
our every day world. If confirmed, I will work with the experts in my
office to explore how this program may be expanded to increase STEM
educational opportunities for military children.
laboratory, science and technology, and test range stem personnel (ron)
Question. If confirmed, how would you ensure the maximum use of
personnel flexibilities provided by Congress to improve the quality of
the Department of Defense's STEM workforce?
Answer. The Office of the Assistant Secretary of Defense for
Manpower & Reserve Affairs can ensure civilian personnel and military
personnel policy aligns with providing the highest level of
administrative support to ensure the maximum use of personnel
flexibilities to improve the quality of the DODs STEM workforce.
Question. If confirmed, what steps would you take to ensure that
such personnel flexibilities can be employed at the lowest appropriate
level?
Answer. Centralized control and decentralized execution is a core
tenant of the military's ability to operate in any environment. I will
ensure that where feasible, flexibilities are employed at the lowest
appropriate level through empowering my team and delegating.
stem educational opportunities for military dependents
Question. In your view, what role should the Military Departments
play in supporting STEM educational opportunities for military
children?
Answer. To the greatest extent possible Military Departments should
be supporting STARBASE, which introduces fifth grade students from low-
income families to STEM.
Question. If confirmed, how would you work with the Department of
Defense research and development organizations to increase STEM
educational opportunities for children of military personnel?
Answer. If confirmed, I would work with the Reserve Integration
team to lead more efforts similar to STARBASE, as well as programs to
support internships with industry partners, to ensure we are continuing
to increase STEM educational opportunities.
congressional oversight (ron) djg
Question. In order to exercise legislative and oversight
responsibilities, it is important that this Committee, its
subcommittees, and other appropriate committees of Congress receive
timely testimony, briefings, reports, records--including documents and
electronic communications, and other information from the executive
branch.
Do you agree, without qualification, if confirmed, and on request,
to appear and testify before this Committee, its subcommittees, and
other appropriate committees of Congress? Please answer with a simple
yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
provide this Committee, its subcommittees, other appropriate committees
of Congress, and their respective staffs such witnesses and briefers,
briefings, reports, records--including documents and electronic
communications, and other information, as may be requested of you, and
to do so in a timely manner? Please answer with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
consult with this Committee, its subcommittees, other appropriate
committees of Congress, and their respective staffs, regarding your
basis for any delay or denial in providing testimony, briefings,
reports, records--including documents and electronic communications,
and other information requested of you? Please answer with a simple yes
or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
keep this Committee, its subcommittees, other appropriate committees of
Congress, and their respective staffs apprised of new information that
materially impacts the accuracy of testimony, briefings, reports,
records--including documents and electronic communications, and other
information you or your organization previously provided? Please answer
with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, and on
request, to provide this Committee and its subcommittees with records
and other information within their oversight jurisdiction, even absent
a formal Committee request? Please answer with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
respond timely to letters to, and/or inquiries and other requests of
you or your organization from individual Senators who are members of
this Committee? Please answer with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
ensure that you and other members of your organization protect from
retaliation any military member, Federal employee, or contractor
employee who testifies before, or communicates with this Committee, its
subcommittees, and any other appropriate committee of Congress? Please
answer with a simple yes or no.
Answer. Yes.
______
[Questions for the record with answers supplied follow:]
Questions Submitted by Senator Tim Kaine
mental health
1. Senator Kaine. Mr. Keohane, you noted during your testimony the
importance of Military Family and Life Counselors (MFLC) as a key
component of combatting the mental health crisis in addition to
supporting suicide prevention efforts, however it has come to our
attention that there is a shortage of 700 MFLCs. I've recently become
aware of a bill aimed at addressing the shortage of MFLCs, particularly
license portability across State lines, which already applies for
Department of Defense (DOD) medical providers and Tricare contractors,
but not for non-medical counselors. Additionally, the Department of
Veterans Affairs (VA) also authorizes license portability for providers
who work at their hospitals and clinics. This could be one common sense
solution for addressing access to mental health care. Do you see any
challenges or concerns with this proposal to help expand access to
MFLCs?
Mr. Keohane. While I am not aware of a specific number associated
with the shortage of MFLCs, I am aware that the Department has
experienced critical behavioral health demand-supply challenges. I
believe that solutions which strengthen the Department's flexibility
and capacity to connect servicemembers and their families to non-
medical counselors should be considered.
access to care in japan
2. Senator Kaine. Mr. Keohane, we've received several reports of
DOD civilians in Japan, particularly those working for DODEA, that are
currently facing serious barriers to accessing healthcare. If
confirmed, how would you work within DOD to address policies that fall
under other assistant secretaries of defense (ASD) but that have
significant impact on programs and policies under Manpower and Reserve
Affairs' (M&RA) purview?
Mr. Keohane. Although I am not familiar with the details, it is my
understanding that the Office of the Assistant Secretary of Defense for
Manpower and Reserve Affairs (M&RA) has been fully engaged with the
Under Secretary of Defense for Personnel and Readiness (P&R), and the
ASD for Health Affairs, with respect to the civilian access to health
care matter in Japan.
If confirmed, I will engage directly with my colleagues within the
Office of the Under Secretary of Personnel and Readiness (P&R), as well
as with other organizations outside of P&R, on all issues and policies
that fall under other P&R ASDs and offices, or other organizations
outside of P&R, but have significant impact on programs and policies
under M&RA's purview.
non-deployable assignment and care
3. Senator Kaine. Mr. Keohane, as discussed during our office call,
mental healthcare and suicide prevention are two of my top priorities.
One contributing factor that I am considering is how the Services are
addressing the needs of vulnerable populations, such as servicemembers
on limited duty. For example, it came to my attention during visits to
the Mid-Atlantic Regional Maintenance Center following the suicides of
4 sailors that Navy manning policy allows for a 60 percent increase in
the assignment of personnel (30 percent for limited duty and 30 percent
for pregnancy/post-partum) but does not address the additional
resources needed to support a population that requires specialized time
and attention. How do you plan to assess and address these factors
should you be confirmed?
Mr. Keohane. If confirmed, I will work directly with my counterpart
in the Office of the Assistant Secretary of Defense for Health Affairs
to ensure that necessary action is taken to provide timely access to
behavioral health resources needed to support vulnerable populations,
such as servicemembers on limited duty.
commissaries
4. Senator Kaine. Mr. Keohane, I commend the administration for its
support of commissaries. With the Defense Commissary Agency (DeCA)
headquartered in Virginia, it not only provides well-paying jobs in one
of the most economically distressed areas of Virginia, but it helps to
address food insecurity among our servicemembers. If confirmed, what
measures of effectiveness/measures of performance will you use to
ensure that our commissaries are addressing food insecurity challenges?
Mr. Keohane. If confirmed, I will work with DeCA leadership to
provide efficient and convenient delivery of a benefit that enhances
quality of life and readiness for military servicemembers, retirees,
and disabled veterans. I will also work with Department leadership to
ensure DeCA remains a valuable resource for military personnel and
their families, offering healthy food options at a significant cost
savings (at least 25 percent). Additionally, I will encourage DeCA to
continue education efforts focused on the value and savings generated
by shopping the local commissary. Finally, I will keep a close watch on
DeCA's customer satisfaction survey results to ensure they are
maintaining the level of customer service our military personnel and
their families deserve.
__________
Questions Submitted by Senator Dan Sullivan
military family life counselors
5. Senator Sullivan. Mr. Keohane, I am sure you're well aware of
the suicide problem within our military and DOD's recently released
report on suicide prevention. Last year, Senator Lisa Murkowski and I
introduced the Don Young Arctic Warrior Act to alleviate some of the
hardships faced by our servicemembers in Alaska. Both the Arctic
Warrior Act and the DOD's new study addressed servicemembers' access to
counseling services. Right now, Military Family Life Counselors (MFLCs)
provide confidential, non-medical counseling to servicemembers and
their families but they are limited to doing so only in States where
the provider is licensed. MFLCs are in high demand in Alaska so much so
that they cannot meet demand. We can ensure more servicemembers and
families have access counseling by allowing license reciprocity, which
would allow a MFLC licensed in Montana to provide service to
servicemembers and families in Alaska. If you are confirmed, will you
work to ensure license reciprocity for MFLCs?
Mr. Keohane. I believe it is important to ensure servicemembers
have access to non-medical counseling services, particularly in
isolated locations like Alaska. If confirmed, I will ensure that the
Department continues to explore ways to facilitate access to MFLCs.
recruiting veterans
6. Senator Sullivan. Mr. Keohane, the U.S. military's current
recruiting crisis is well-documented, with the Army missing its
recruiting goal by 25 percent last year and the other branches barely
meeting theirs. DOD has cited health issues, criminal records, low
ASVAB [Armed Services Vocational Aptitude Battery] scores, and a lack
of interest in military service as some of the recruiting barriers
Services are currently facing. While I agree that we must work to meet
the manpower goals by bringing new recruits into the military, I
believe we must also seek to re-engage veterans who have since left the
service to bring them back. One program I would like to highlight is
the Marine Corps Reserve's new Marine Innovation Unit, which has
successfully recruited veterans with strong consulting, technology,
venture capital, and startup backgrounds back to the service in a
Reserve capacity to work on some of the Marine Corps' toughest
problems. Do you think a focus on recruiting veterans is a
complementary effort to other DOD-wide recruitment strategies?
Mr. Keohane. It is my understanding that the Services continue to
explore several different approaches to help improve recruiting
outcomes. It is also my understanding that veterans have always been a
big component in the Department's recruiting efforts. I believe that a
focus on veterans in DOD's recruiting efforts is a force multiplier and
is complementary to ongoing recruiting efforts.
recruiting shortfall responses
7. Senator Sullivan. Mr. Keohane, the Army deserves some credit for
developing its Soldier Prep Course, which took recruits otherwise
precluded from serving because of test scores and weight, addressing
those shortcomings in a military environment, and ultimately producing
several thousand recruits qualified to attend basic training. The Navy
is taking a different approach by dropping its recruit quality
standards to the lowest legal level. Of the 77 percent of youth
unqualified for military service, 11 percent are only overweight; 1
percent have an aptitude deficiency. It seems the Army's methodology is
better aligned to moving people from disqualified for service to
eligible without lowering the standard. What are your impressions of
Service efforts to address recruiting shortfalls?
Mr. Keohane. I believe the Services have pulled out all the stops
and are laser focused on ensuring there are sufficient people in the
force to meet the missions required under the National Defense
Strategy. I am aware that the Services have worked together, and
independently, to explore how best to improve recruiting outcomes. It
is my understanding that, like the Army did, the Navy plans to
implement a ``Sailor Preparatory Course'' that is rooted in best
practices by the Army and still ensures those individuals enlisted are
qualified for Service in their chosen ratings.
__________
Questions Submitted by Senator Eric Schmitt
personnel appointment adjudication criteria
8. Senator Schmitt. Mr. Keohane, in reviewing your advance policy
question (APQ) responses, one answer struck me. The Committee asked,
``Do you believe diversity goals should be prioritized over merit and
performance when considering who should be appointed to senior military
and civilian positions?'' Your response contains 69 words, yet does not
clearly articulate your position. Please answer the question with a
simple ``yes'' or ``no.'' Do you believe diversity should be
prioritized over merit and performance when considering senior military
and civilian appointments?
Mr. Keohane. No. I believe merit and performance are primary.
However, I do believe diversity efforts are very important; diversity
in all forms, including at the leadership level, will help the
Department achieve the best and brightest military and civilian
workforce to accomplish its critical mission.
______
[The nomination reference of Mr. Ronald T. Keohane
follows:]
[GRAPHICS NOT AVAIILABLE IN TIFF FORMAT]
______
[The biographical sketch of Mr. Ronald T. Keohane, which
was transmitted to the Committee at the time the nomination was
referred, follows:]
[GRAPHICS NOT AVAIILABLE IN TIFF FORMAT]
______
[The Committee on Armed Services requires all individuals
nominated from civilian life by the President to positions
requiring the advice and consent of the Senate to complete a
form that details the biographical, financial, and other
information of the nominee. The form executed by Mr. Ronald T.
Keohane in connection with his nomination follows:]
[GRAPHICS NOT AVAIILABLE IN TIFF FORMAT]
______
[The nominee responded to Parts B-F of the committee
questionnaire. The text of the questionnaire is set forth in
the Appendix to this volume. The nominee's answers to Parts B-F
are contained in the committee's executive files.]
[GRAPHICS NOT AVAIILABLE IN TIFF FORMAT]
______
[The nomination of Mr. Ronald T. Keohane was reported to
the Senate by Chairman Reed on February 8, 2024, with the
recommendation that the nomination be confirmed. The nomination
was confirmed by the Senate on March 6, 2024.]
______
[Prepared questions submitted to Honorable Nickolas H.
Guertin by Chairman Reed prior to the hearing with answers
supplied follow:]
Questions and Responses
duties
Question. Section 8016 of Title 10, United States Code, states the
Assistant Secretaries of the Navy shall perform such duties and
exercise such powers as the Secretary of the Navy may prescribe and
that the principal duty of the Assistant Secretary of the Navy for
Research, Development, and Acquisition (ASN (RDA)) shall be the overall
supervision of research, development, acquisition, and sustainment
(including maintenance) matters of the Department of the Navy.
What is your understanding of the duties and functions of the
ASN(RDA)?
Answer. Under 10 U.S.C.8016, the Assistant Secretary of the Navy
for Research, Development, and Acquisition (ASN (RDA)) is responsible
for the overall supervision of research, development, acquisition, and
sustainment (including maintenance) matters of the Department of the
Navy (DON). ASN (RDA) serves as the Service Acquisition Executive for
the DON with the authority, responsibility, and accountability for all
acquisition functions and programs within the Department, and for
enforcement of Under Secretary of Defense for Acquisition and
Sustainment (USD (A&S)) procedures. As such, ASN (RDA) represents the
Department of the Navy to USD (A&S) and to Congress on all matters
relating to acquisition policy and programs, establishes policies and
procedures, and manages the Navy's research, development, acquisition,
and sustainment activities in accordance with governing statutes,
acquisition regulations, Department of Defense policies and
instructions, and Department of the Navy policies and instructions.
Question. What recommendations, if any, do you have for changes in
the duties and functions of the ASN(RDA), as set forth in section 8016
of title 10, United States Code, or in Department of Defense
regulations pertaining to functions of the ASN(RDA)?
Answer. In 2018, Congress wisely added duties related to
sustainment and maintenance of Naval weapon systems. If confirmed, I
look forward to examining how that transition is progressing and to
reviewing the other statutes and regulations, then recommend changes
(if any) to the Department that may warrant consideration.
Question. If confirmed, what additional duties, if any, do you
expect will be prescribed for you?
Answer. If confirmed, I expect the Secretary of Defense and the
Secretary of the Navy to assign me duties and functions commensurate
with the ASN (RDA) position, and others they deem appropriate.
Question. Do you believe that there are actions you need to take to
enhance your ability to perform the duties of the ASN(RDA)?
Answer. I believe that the Naval acquisition community is well
positioned to transform the way technology is quickly transitioned from
idea to prototype to scalable quality products for the fleet and force.
As a part of that, if confirmed, I intend on continuing to press the
government/industry/academia team to innovate to more quickly deliver
affordable and effective capability.
major challenges and priorities
Question. In your view, what are the major challenges that you
would confront, if confirmed?
Answer. The most pressing issue appears to be in the public and
private shipyards to quickly and affordably build and maintain the
fleet. Also, if confirmed, I also intend on examining the foundations
of how designs are instantiated to position the Naval acquisition
community to respond to maximize the time platforms are able to be
deployed, to quickly integrate changes in capability needs, or to
flexibly adapt game-changing technologies in platforms, weapons,
sensors, combat management systems across all operational domains.
Question. If confirmed, what plans do you have for addressing these
challenges?
Answer. I intend, if confirmed, to invigorate a sense of urgency
throughout the acquisition community and to empower all elements of the
team to think and act differently to bring about the transformation
that is needed to outpace our pacing challenges to overcome shortfalls
in warfighting performance and, empowered by appropriate authorities
from Congress--to deliver game changing capability.
Question. If confirmed, what management actions and timelines would
you establish to address these problems?
Answer. The first step in any leadership position like this is to
take stock of the team and listen to what they think their problems
are. I have ideas too that, if confirmed, I will use to evaluate what
they have to say, but their inputs must be taken in and valued in order
to gain trust and engender a spirit of collaboration. Coupled with this
will be to ensure I have deep and honest relationships with the
Commandant, the CNO and most importantly, the Secretary of the Navy on
which to build openness, honesty and trust.
Question. If confirmed, what broad priorities will you establish
and how will you measure progress in achieving these priorities?
Answer. As you might surmise from my past leadership initiatives
and research, I intend, if confirmed, to take a hard look at the way
the Navy and Marine Corps thinks and acts on establishing open business
and technical architectures with industry, government labs and academic
researchers. The Naval acquisition team must nurture fruitful
relationships while preserving the opportunity for bringing in new
ideas and designs throughout the portfolio. This balancing act is
something that the Naval team has had some success in, but appears not
to have fully embraced across all programs. Also, a clear message to
industry needs to be sent that the Naval acquisition environment is
business-friendly, while also being a demanding customer that will act
on the best interest of the American Taxpayer as a primary
responsibility. As taxpayers themselves, they should expect nothing
less.
relations with congress
Question. If confirmed, what actions would you take to sustain a
productive and mutually beneficial relationship between Congress and
the Office of the ASN(RDA)?
Answer. If confirmed, it is my intention to be open and honest with
Congress first and foremost. If you ask me to appear before you, I will
make haste to do so. If you want someone from the Naval acquisition
team to come brief you, I will see to it that you get them. If there is
information that you want to see from the team, I will see to it that
you get it, consistent with executive branch obligations. If there are
delays in getting you any briefings or information, or if there is new
data that substantially impacts prior discussions, I will be forthright
about it and be as responsive as possible. Last, I will make sure that
for any testimony given that there are no acts of retaliation against
members of the Naval acquisition team and that they will be protected.
budget
Question. If confirmed, by what standards would you measure the
adequacy of the Navy's funding for the programs under your purview?
Answer. I would measure the adequacy of the Department's budget to
support the Navy and Marine Corps team based on how it supports the
National Strategic Objectives set forth by the President of the United
States and the Secretary of Defense. Fundamental to this would be an
assessment on how the budget provides the weapons, systems, platforms,
and readiness enablers to the men and women in the Navy and Marine
Corps to successfully carry out the mission this Nation asks them to
execute. If confirmed, I would work closely with the Secretary of the
Navy, the Chief of Naval Operations (CNO), and the Commandant of the
Marine Corps (CMC) to ensure our investment accounts provide affordable
and effective capabilities to meet Combatant Commander mission.
acquisition
Question. If confirmed, what would be your plan for improving Navy
acquisition activities?
Answer. If confirmed, I will assess the operations of the
Department of the Navy research, development, and acquisition
enterprise in order to make recommendations for improving acquisition
activities. I will make recommendations to the Secretary of the Navy as
necessary.
Question. What do you perceive to be the recent successes and
shortfalls in Navy acquisition activities?
Answer. There are two aspects to answering this question. To
achieve more reliable long-term successes, the Navy and Marine Corps is
more readily embracing the inherent need to improve capability over
time as a fundamental design requirement. My understanding is that the
DDG(X) design will have more capacity to incorporate capability than
the current set of surface combatants. However, acquisition enterprises
have often underestimated the maturity and readiness of technologies to
begin production. This can lead to over committing to concurrent
development of the required technologies while simultaneously entering
production. History is clear that over-reliance on concurrent
development has led to significant cost increase and schedule delays.
These include DDG-1000, CVN-78, and the Littoral Combat Ship programs.
I believe the Navy is reversing this trend by adopting other proved
design practices such as; early prototyping, incorporation of land-
based test sites, and ensuring designs are mature prior to production.
If confirmed, I would look to assess the effectiveness of these
actions, and where needed, apply leadership to reduce risk to ensure
programs meet cost and schedule objectives.
Question. If confirmed, what steps would you take specifically to
improve oversight in the requirements determination, resource
allocation, and acquisition management processes?
Answer. In my view, it is critical to balance resources,
requirements, and acquisition management processes to ensure the timely
delivery of capability to the warfighter. If confirmed, I will work
with the CNO, CMC, and the Naval acquisition team to identify potential
improvements in these processes and communicate those recommendations
to OSD and the Joint Requirements Oversight Council. When appropriate,
I will ensure that recommended changes are coordinated for
implementation in Department of the Navy policy.
Question. How can the Department of Defense and the Navy better
access and integrate commercial and military technology to remain ahead
of potential adversaries?
Answer. In my view, the key to accessing and integrating commercial
and military technology is to both embrace collaboration and innovation
and to foster a culture of integration of new capability as a life
cycle strategy in order to prioritize speed and agility in the
procurement process. By doing so, the Department of Defense and the DON
will be able to catch up (where necessary) or remain ahead of potential
adversaries to maintain our warfighting edge. If confirmed, I will
examine options such as: fostering partnerships with commercial
technology companies to leverage their expertise and access cutting-
edge technologies; investing in research and development initiatives to
create new technologies and aggressively apply open architectures to
adapt new capabilities to meet warfighter needs. In doing so, if
confirmed, we can further develop a culture of innovation by
encouraging experimentation, risk-taking, and creative thinking.
Question. What roles do you see for developmental planning,
prototyping, and experimentation in the fielding of future Navy
capabilities?
Answer. My goal would be to establish the technical and business
models in our acquisition architectures to flexibly and fluidly bring
in needed capabilities and execute programs through the powers of the
available acquisition pathways. Still there will be instances that
require urgency of action that can only be achieved using the more
accelerated acquisition authorities provided by Congress. If confirmed,
I will balance the ability to mainstream new functionality and also
take advantage of rapid acquisition to achieve a best-match on
delivering against the urgency of warfighting needs. I will work to
foster a strong partnership with the CNO and CMC and work together to
determine the best process to address those mechanisms.
Question. How would you propose better integrating successful
outcomes from experimentation exercises like Task Force 59 and SCOUT
into acquisition programs?
Answer. Experimentation is a foundational learning tool used across
the full spectrum of technology maturity and CONOPS refinement.
Experimentation exercises like Task Force 59 and SCOUT bring together
discovery-based exploration of emerging technologies and rigorous
evaluation of specific technology. If confirmed, I am fully committed
to evaluating the lessons learned from these efforts and working with
our industrial base partners to productionize, integrate and scale
successful outcomes into acquisition programs.
Question. How would you propose the Navy better plan and prepare
for weapon system sustainment as part of its acquisition activities?
Answer. In 2018, Congress expanded the SAE responsibilities to
include maintenance and sustainment. If confirmed, I will be using this
lens to enable the development teams to establish design requirements
about these life cycle aspects much earlier in the life cycle. In
addition, to improve future readiness and control sustainment costs,
the Department needs to trace acquisition activities and investments to
the outcomes that matter in sustainment. If confirmed, I will work to
optimize measurable sustainment outcomes with proven metrics such as
maintenance turn-around-time and supply effectiveness at the lowest
possible life cycle cost. I will strengthen our governance of
sustainment activities and investments throughout the lifecycle through
rigorous, focused early design considerations, Independent Logistics
Assessments, and Sustainment Reviews.
cost and schedule estimates
Question. The Government Accountability Office has reported that
the Navy's use of unrealistically optimistic cost and schedule
estimates is a major contributor to cost growth and program failure.
What institutional factors do you perceive to contribute to the
Navy's use of unrealistically optimistic cost and schedule estimates?
Answer. Based on my experience, I understand that immature design,
immature technology development, immature planning, or industrial base
readiness can contribute to inaccurate cost and schedule estimates. I
believe that prior to committing the Nations resources to an
acquisition decision, we must ensure we have characterized the
development risk across every facet of the program and have realistic
maturation efforts in place to ensure we have stable and mature
designs. This includes, where appropriate, a design requirement for
incorporating new technologies as a part of a life cycle strategy. We
must start to look at our platforms and systems as landing pads for
evolving performance and hosts for improving technologies when they are
robust and ready to support the program. This includes more aggressive
use of modeling the use of well-understood open systems architectures
to smooth integration issues, and to make sure industry has both the
capability and capacity to produce the capability, with quality and at
scale. It is my understanding that the DON has a robust and multi-
layered cost estimate process, which includes estimates from program
offices, independent estimators from the Systems Commands, and review
at the Echelon 1 level, along with active engagement and participation
with the Director, Cost Assessment and Program Evaluation for the
Department's largest and high-interest programs. If confirmed, you have
my commitment to ensure we will do due diligence prior to making
acquisition recommendations and that we continue to strengthen Navy/
Marine Corp's robust cost estimating procedures.
Question. If confirmed, how would you propose to counter or
mitigate these factors leading to unrealistic estimates?
Answer. It is my understanding the Navy has implemented best
practices in major acquisition programs to ensure realistic estimates.
This includes the use of mature designs, prototyping new technologies
at land-based test sites where appropriate, and developing a
collaborative environment with industry early in the design process to
ensure producibility of a program. If confirmed, I would assess the
effectiveness of these efforts and make necessary adjustments to ensure
programs meet established cost and schedule benchmarks.
Question. What steps do you believe the Navy can and should take to
ensure that cost and schedule estimates are based on adequate empirical
evidence, and that such estimates provide a sound basis for
decisionmaking on Navy programs?
Answer. The formulation of cost estimates for major programs should
be based on sound data and analysis. Underlying assumptions,
approaches, risk, and data supporting the independent component cost
estimate and the program office estimate is compared through the Cost
Review Board process to understand the differences in order to better
inform the program budget and acquisition strategies to mitigate risk.
If confirmed, you have my commitment to provide a fresh look at Navy
processes to ensure that we are taking full advantage of evolving
capability delivery methods, modern development practices and that our
assumptions, estimates, and execution of programs are based on sound
data and analysis.
software activities and acquisition of information technology (it)
Question. What is your understanding of the role of the ASN (RDA)
with respect to IT acquisition and software activities of the
Department of the Navy?
Answer. As the Acquisition Executive for the Navy, I understand
that ASN (RDA) is responsible for all IT and software acquisitions for
the Department of the Navy. If confirmed, I would work very closely
with the Department's Chief Information Officer, Principal Cyber
Advisor, and Service Chiefs to procure affordable, effective, and
cyber-survivable systems that meet mission requirements.
Question. If confirmed, how would you plan to address systemic and
persistent cultural, process, and technical barriers to improving the
Navy's treatment of software activities and IT acquisition?
Answer. The United States' IT industrial base is the preeminent
world leader in IT systems and software innovation. The Department of
the Navy's IT and software systems must embrace these state-of-the-
practice methods to be agile and adaptable in order to respond to a
rapidly changing environment. A critical enabler in remaining agile and
adaptable will be to harness commercial systems, software applications
and robust development methods, where applicable. I am particularly
supportive of using the evolving acquisition tools, such as the
software and business acquisition pathways, to ensure we are using the
best-fit methods for acquiring this kind of technology. If confirmed, I
will look at things like these best practices for working with our
laboratories, academia, industry and other government agencies to drive
a culture that values this mindset.
Question. If confirmed, how would you work with the testing
community, the Navy's Chief Information Officer, and with the other
Military Services--including their Chief Information Officers--in the
development and deployment of Navy business IT systems?
Answer. If confirmed, I will work closely with the Navy's Chief
Information Officer and the Principal Cyber Adviser to develop a
testing framework that embraces iterative capability improvement,
manages risk based on commercial accreditation, to include cyber-safe
certification, as well as other industry and government best practices.
The DON's Zero Trust initiative is a fundamental paradigm change to
improve cyber survivability while empowering appropriate data sharing
across DON's networks. This trust-but-verify strategy will enable the
Department to have better control and visibility, while increasing
safety and decreasing security risk. Additionally, if confirmed, I will
reach across the Military Services to ensure alignment, sharing of
information and capturing of lessons learned to benefit all the
Military Services.
Question. If confirmed, what major improvements would you make in
the Navy's development and deployment of major IT systems?
Answer. If confirmed, I will work closely with the Department's
Chief Information Officer and Service Requirements Officers to ensure
that the Department is fielding modern enterprise IT systems. One of
the key areas that I would look to better understand is how to
transition unique or ``stove-piped'' systems to an enterprise solution
that transforms the organization into a data informed culture, enabled
by IT that evolves as the Naval force evolves.
Question. If confirmed, what would be your highest priority IT and
software-related initiatives?
Answer. If confirmed as the Navy's Acquisition Executive, I will
work with the Department's Chief Information Officer and Service
Requirements Officers to identify priority IT and software needs and
then work to deliver and scale those priorities in a cost effective and
timely manner.
Question. In your view, what is the appropriate relationship
between the Navy's efforts to implement enterprise IT programs and
supporting computing services and infrastructure to support Navy
missions, and the efforts being undertaken by the Defense Information
Systems Agency?
Answer. It is my understanding that Defense Information Systems
Agency (DISA) is the provider of DoD enterprise services and tools
which are available to all the Services to leverage. If confirmed, I
intend to work with the Naval team to review these tools and services
to ensure they are cost effective and operationally responsive to the
DON and to determine if provided services are meeting mission
requirements.
Question. If confirmed, how would you ensure that appropriate
business process reengineering is undertaken and accomplished before
initiating new business systems, IT program development, and
deployment?
Answer. If confirmed, I will work closely with the Department's
Chief Information Officer to assess the DON's current approach to
business system development and ensure business process reengineering
is accomplished as a critical initial step in business system
development.
Question. If confirmed, how would you coordinate the development or
procurement of cloud computing services within the Navy with other
Department of Defense and Federal Government cloud computing
initiatives?
Answer. I believe that cloud computing is an incredibly useful
approach to transforming how the DON delivers, protects, and manages
access to data and applications across all mission areas--business,
warfighting, and intelligence. However, in the bandwidth-limited
environments at sea or in the field, we often have to basically take a
cloud with us, but even so, cloud computing should be exhaustively
examined as a first-option method fulfill our requirements. If
confirmed, I will work with Department leaders to assess the DON's
current policies and processes for development, procurement, and
delivery of cloud services to ensure that they are consistent with
industry best practices and support the evolving needs of the
warfighter. I will also assess DoD's recently awarded Joint Warfighting
Cloud Capability (JWCC) multi-vendor contract to determine the most
appropriate and effective way to leverage the JWCC to meet the
Department of the Navy's enterprise cloud requirements.
Question. In your view, what is the appropriate role for cloud
computing capabilities in Navy acquisition, research, testing, and
logistics programs and activities?
Answer. Cloud computing provides significant benefits compared to
traditionally acquired business systems. These include increased
productivity, collaboration, portability, upgradability, connectivity,
and security. If confirmed, I would work closely with the Navy's
acquisition and research leaders to understand areas where cloud
computing can improve business processes across the entire Research,
Development, and Acquisition enterprise.
Question. Where do you believe the best opportunities for
collaboration and joint execution between the Navy and the Chief Data
and AI Officer (CDAO) might exist?
Answer. The Department of the Navy is embracing machine learning,
artificial intelligence (ML/AI) and data analytics to increase speed of
decision, drive innovation, and improve both operational and business
processes. As these technologies and tools improve overtime, I believe
there must be alignment across the DoD to ensure enterprise-level
infrastructure and services are available to advance adoption of data
collection, curation, related analytics, cross-organization
transparency and thoughtful application of ML/AI. The CDAO is also
working on the challenges with data interoperability and the mechanisms
for how we communicate as a joint force and also with our allies and
partners to achieve the objectives of Joint All-Domain Command and
Control (JADC2). If confirmed, I would work closely with the Department
of the Navy's Chief Information Officer and the DoD Digital and
Artificial Intelligence Office to share best practices, ensure
alignment and collaborate to improve interoperability.
Question. In your view, what is the role of Navy software factories
and how do you plan to assure the success of these entities?
Answer. It is my understanding that software factories have become
a key piece of the DON's approach to promulgate a Development,
Security, and Operations (DevSecOps) culture which invests in and
leverages state-of-the-practice methods such as continuous integration
/ continuous delivery (CI/CD) as a preferred approach to instantiate
agile development practices and speed capability to the fleet. If
confirmed, I intend to continue implementing the DON's vision to
provide mission-driven and user-focused software to our sailors and
marines through the ever-evolving software development practices like
these. As such the community will need to move these capabilities
forward while continuing to assess and rationalize the software factory
capability ecosystem.
contracting
Question. What are the major challenges facing the Navy with
respect to contracting activities?
Answer. If confirmed, I want to evaluate the current challenges by
meeting with the DON contracting activities as well as members from
industry to gain a full perspective on their current limitations,
trends and future needs. Based on my past experience, challenges in
contracting will need to address talent management, capability and
capacity gaps for long-range planning, requirements definition, speed
to contract, oversight, and overarching acquisition workforce.
Question. If confirmed, how would you drive greater use of flexible
contracting authorities while also ensuring appropriate oversight of
such use?
Answer. If confirmed, I will strongly encourage the acquisition
workforce to utilize the tools Congress has authorized to maximize
flexibility. These reforms provide military departments with valuable
tools to increase innovation, efficiency, and effectiveness in
responding to the needs of the warfighter. I will ensure the DON
continues to have an educated and trained acquisition workforce and to
utilize accountability and oversight processes to ensure there are
appropriate checks and balances throughout the acquisition lifecycle.
Question. What factors drive procurement administrative lead time,
and what actions will you take to reduce lead times?
Answer. Based upon my experience in the DON, I have seen several
areas that drive procurement lead times from requirements definition,
proposal preparation, negotiations, and post award administration. If
confirmed, I will meet with the DON contracting activities, program
offices, and industry partners to identify and remove barriers that are
contributing to excessive procurement lead times.
Question. In what instances do you believe the Navy should use
fixed price contracts for development programs?
Answer. It is my understanding that there are guidelines for using
the appropriate contract type and if confirmed I will ensure that DON
contracting professionals continue to use sound judgment when
determining the most appropriate contract type for each action based on
the risks inherent to the specific requirements. Traditionally,
programs in the development phase have more inherent cost, schedule and
performance risk, driving a need to have thoughtful use of contract
types and incentives that are best-matched for the business and
technical problem at hand.
Question. Do you perceive that the Navy is making appropriate use
of non-FAR-based contracting approaches, such as Other Transaction
Authority (OTA)? If confirmed, how might you modify the Navy's efforts
to and processes for the use of these approaches?
Answer. I support the use of every tool in the acquisition toolbox.
If confirmed, I will encourage the continued use of non-FAR based
contracting approaches as they provide the military departments with
valuable tools to increase innovation, efficiency, and effectiveness in
responding to the needs of the warfighter. Use of these non-FAR based
contracting approaches removes barriers to entry for non-traditional
defense contractors, providing access to critical and emerging
technologies in the execution of our mission.
Question. If confirmed, how would you ensure that Navy personnel
are properly trained in the use of non-FAR-based contracting
methodologies?
Answer. If confirmed, I will assess the sufficiency of the training
to the Department's acquisition workforce to ensure they are fully
trained to enable the DON to successfully leverage non-FAR based
contracting methodologies to deliver improved program outcomes. I will
leverage the use of resources from sources such as DAU, DIU, and DARPA,
and other organizations that have used these methods effectively.
Question. In your view, what are the general advantages and
disadvantages of FAR and non-FAR based contracting approaches,
respectively?
Answer. Both contracting approaches provide benefits in meeting the
Department's mission. Contracts governed by the FAR provide standard
terms and conditions for use which are built upon decades of
acquisition experiences but which may create barriers to entry. Whereas
use of non-FAR based contracting approaches provide military
departments access to critical technologies from non-traditional
defense sources and offer more flexibility than the traditional
government acquisition process allows. If confirmed, I will encourage
the use of all tools available to the acquisition workforce.
multiyear procurement contracts
Question. Section 3501 of title 10, United States Code, provides
the criteria Congress expects will be met to exercise multiyear
contract authority.
What types of programs are appropriate for the use of multiyear
contracts?
Answer. Multiyear contracts are appropriate for programs that have
a stable requirements, realistic cost estimates, stable designs, and
that could result in significant savings for the Department when
compared with annual contracting. Department of Navy programs such as
the Virginia-class submarine program, DDG 51 Destroyer program, and V-
22 Tilt Rotor Aircraft have allowed the Department to take advantage of
mature designs and continuing requirements to realize savings for the
government.
Question. If confirmed, will you ensure that the Navy and Marine
Corps fully comply with the requirements of section 3501?
Answer. Yes.
Question. What is your understanding of the requirement that a
multiyear contract result in ``significant savings'' compared to the
cost of carrying out a program through annual contracts?
Answer. It is my understanding that multiyear procurements should
achieve ``significant'' savings compared to annual procurements. What
constitutes significant savings of the total anticipated costs of
carrying out the program through annual contracts will vary for each
individual program. It is my understanding that the ``significant
savings'' standard is not based upon any particular percentage of
savings. However, a benchmark of 10 percent has historically been used
as a starting point.
Question. What is your understanding of the requirements regarding
the timing of a Department of Defense request for legislative
authorization of a multiyear procurement contract for a particular
program?
Answer. It is my understanding that, in the ordinary course, the
Department of Defense typically requests statutory authority to enter
into a multiyear procurement contract with the President's Budget in
either the fiscal year in which the contract will be initiated or in
the year prior.
Question. The Navy budget request for fiscal year 2022 included
insufficient funding to avoid breaking a multiyear contract for the
DDG-51 destroyer program. The Committee views such actions as breaking
a moral commitment from the Department to fully fund multiyear
procurement programs for the duration of the contract. Such an action
should only be taken in the direst of circumstances.
Can you assure the Committee that you intend to fully fund all
multiyear contracts within the purview of the Navy in future budget
requests and that you would only recommend a budget request that fails
to do so in a dire emergency?
Answer. Yes.
middle tier acquisition
Question. Section 804 of the Fiscal Year 202016 NDAA authorized DOD
to employ an acquisition approach (``Middle Tier Acquisition'') that
was intended to support the rapid delivery of new capability to meet
emerging operational needs.
In your view, what benefit has the Department of the Navy derived
from its use of Section 804 authorities?
Answer. In my view, the Middle Tier of Acquisition (MTA) is an
important tool to rapidly develop prototypes, demonstrate new
capabilities and rapidly field production quantities of systems with
proven technologies that require minimal development. It is my
understanding that the DON is using these authorities to drive
capability to the hands of sailors and marines. MTAs can also improve
affordability by facilitating a tailored approach to program oversight,
and empowering programs to leverage data, use innovative strategies,
and actively manage risk to improve responsiveness to the warfighter.
If confirmed, I am committed to responsible use of this pathway, and I
will engage with Congress to ensure proper oversight as the Department
learns and adapts.
Question. What risks have accrued and been accepted by the Navy as
a consequence of the use of these authorities?
Answer. It is my understanding that the Department of the Navy has
been very judicious in using these authorities to reduce technical
risk, validate designs and feasibility of design concepts, obtain early
feedback from warfighters, and obtain information on potential costs,
challenges, and other similar factors. If confirmed, I will be
committed to ensuring the Department remains diligent with the
management of MTA processes and policies so that any risks remain
manageable and are quickly addressed.
Question. If confirmed, how would you balance the need to rapidly
prototype and field systems with the need for appropriate oversight of
the Department's use of 804 authorities? Please explain your answer.
Answer. If confirmed, I will closely examine the Department's use
of these authorities to ensure that we achieve the appropriate balance
between flexibility and oversight. I will remain vigilant in ensuring
all programs aligns with both DoD and DON policies through open
communication with our stakeholders, lessons learned across the
Department and Services, and maintaining management rigor. I am
confident that the benefits of Section 804 authorities outweigh the
risks associated with the Department's need to learn and adapt to
oversight of this new pathway.
test and evaluation
Question. Under what circumstances, if any, do you believe it
appropriate--for the test community to take risk and modify its
assessments of operational effectiveness and suitability to support
continuous development or rapid fielding?
Answer. My current position requires me to establish policy to
assess programs' operational effectiveness, suitability, survivability,
and lethality that informs both acquisition and fielding. I do, and
will continue, to work closely with program managers and warfighters to
make risk-based decisions that balance the desire to go fast with
managing a balance between technical and operational risk.
One of my points of leadership with DOT&E was to update our
forward-looking strategy to better position my current organization for
the future. Over the past year, we have been working with the Services
and the other stakeholder organizations in DoD to explore how the T&E
community engages earlier in the development life cycle (shift left) to
establish testability requirements and operational test considerations
when a design is being established. We have also begun to establish the
foundation of practices associated with thinking into the future about
what test needs should be positioned in order to ensure that, in the
end, the warfighter has quality weapons that are effective and work
when they use them (look right). By having the T&E community involved
early--to shift left--and by working with the acquisition community to
plan around how to adequately test in the future--to look right--we
seek a strong and effective collaboration between the developers,
testers and users to ensure we can move fast into the future for
delivering excellence at the speed of need.
If confirmed, I intend to bring that experience to the Naval
acquisition team to continuously improve our methods and products to
deliver game-winning capability at the speed of need.
Question. What do you see as the role of the developmental and
operational test and evaluation communities with respect to rapid
acquisition, spiral acquisition, and other streamlined acquisition
processes?
Answer. The test and evaluation community plays a significant role
in all aspects of acquisition, especially as it pertains to fully
utilizing all the acquisition processes that are available to creative
program managers to deliver working capability, at scale, rapidly. The
recently updated SECNAV acquisition policy, SECNAVINST 5000.2G,
provides guidance regarding the development of tailored, capability
focused test and evaluation for each of the DoD acquisition paths,
including Middle Tier and Urgent Capability Acquisition. This approach
ensures that each program has adequate levels of test and evaluation
rigor and related strategies designed to provide the data required to
inform the analysis necessary for making sound acquisition and fielding
decisions.
Question. In your view, does the Department of the Navy have
adequate test and evaluation capabilities? In which areas, if any, do
you feel the Navy should be developing new test and evaluation
capabilities?
Answer. As the current Department of Defense Director for
Operational Test and Evaluation, I have identified areas that require
improved test and evaluation capabilities. One example is how we carry
out live fire test and evaluation. Due to the enormous cost of some
weapon systems and increased ranges of weapons, it may not be practical
or affordable to carry out a representative live fire test and
evaluation. We must look to innovative solutions that provide us the
assurance that testing results are reflective of the performance
expected in the operational environment. If confirmed, I am committed
to reviewing the Navy's test and evaluation capabilities and sharing
best practices I have learned as DoD Director for Operational Test and
Evaluation with the DON.
technology transition
Question. The Department of Defense continues to struggle with the
transition of new technologies into existing programs of record and
major weapons systems and platforms. Further, the Department also has
struggled with moving technologies from the Department's programs or
other sources rapidly into the hands of operational users.
What impediments to technology transition do you see within the
Department of the Navy?
Answer. One of my key focus areas, should I be confirmed, will be
to examine the methods used to mature innovative technologies that can
be smoothly integrated into scalable, quality solutions. I would also
ensure a tight coupling between the science and technology community
and the program managers who would be charged with transitioning those
technologies. In addition, building a strong foundation of research
requires talented and committed people in the Department, and with
partners in government, academia and industry. My experience as a
senior leader in DoD acquisition is that many of the roadblocks to
change and rapid transition of new technologies are slowed by a lack of
an enabling environment (technical, business and cultural). These
impediments include slow adoption of state-of-the-practice technology
trends (particularly when they are commercially driven), self-limiting
impediments for adopting the authorities provided by Congress and
taking advantage of the multiple pathways now available and lack of
training in the acquisition workforce. If confirmed, I will assess
these and other factors that hamper technology transition within the
DON, and work with the Defense Industrial Base, commercial/non-
traditional suppliers, academia and the Naval Research and Development
community to investigate avenues to accelerate and transition
technology to the warfighter.
Question. To what extent could and should the Navy Research
Laboratory and other Navy systems engineering commands play a greater
role in enabling the transition of promising technologies from a
successful initial demonstration to a program-of-record, which may
include working with industry and the desired program executive officer
(PEO) to develop and assist with a systems engineering plan necessary
to achieve transition to the PEO?
Answer. The Navy Research Laboratory and Systems Engineering
Commands provide a vital role in the evaluation, development,
assessment and oversight of technologies intended to fill warfighting
capabilities gaps or to exploit gaps in our potential opponents. Should
I be confirmed, I will ensure that technology developed at our research
laboratories has the best chance to transition by making sure the
foundational elements (technical architectures, business models,
transition agreements, etc.) for speeding technology insertion into
programs of record. The community also needs to constantly be
introspective about fostering increased collaboration between the
government stakeholders such as the PEO, resource sponsor, and project
leads.
Question. If confirmed, what steps, if any, will you take to
enhance the effectiveness of technology transition efforts?
Answer. If confirmed, I will assess existing Department of the Navy
technical and business processes to ensure effective transition
mechanisms are in place and that a robust dialog exists between the
Naval Research and Development community and the acquisition programs
of record to enhance the effectiveness of the technology transition
efforts. I will also review the training of the DON acquisition
workforce to ensure the workforce has the training needed to
effectively transition technologies into acquisition programs
Question. What can be done from a budget, policy, and
organizational standpoint to facilitate the transition of technologies
from science and technology programs and other sources, including small
businesses, venture capital funded companies, and other non-traditional
defense contractors, into acquisition programs?
Answer. In recent years, Congress has given the Navy additional
authorities needed to facilitate technology transition from the Science
and Technology community to acquisition programs and the warfighters.
If confirmed, I look forward to working with the Naval Research and
Development community, industry, academia and acquisition programs to
assess the processes in the Department of the Navy to ensure these new
authorities are being fully utilized to facilitate greater
collaboration and to ensure the warfighters maintain technological
superiority. In instances where we identify additional authorities that
can improve in this area, you have my commitment to bring it to
congressional attention for consideration.
navy-related defense industrial base
Question. In recent years, the Navy has been struggling with
manpower shortages and other supply chain issues within the industrial
base supporting Navy acquisition and sustainment activities. Congress
has responded by implementing such programs as additional funding to
support second and third tier vendors in the submarine production
supply chain.
What is your understanding and assessment of the systems and
processes for identifying, evaluating, and managing risk among the
entities that form the Navy industrial base and supply chain?
Answer. Our industrial base is made up of essential partners for
delivering capability and maintaining the Nation's enduring advantage.
It is my understanding the DON has made it a priority to understand the
entities that comprise its industrial base and supply chain. If
confirmed, I will continue the DON's investment in tools and data
analysis products to further illuminate the current supply chain risk
and identify ways to prioritize areas of investment in the industrial
base. This effort requires continued focus and measurement to ensure
the DON is focusing investments in the industrial base to those areas
where it will most effectively assure resiliency and support industrial
base/supplier expansion.
Question. What is your view of the current health of the industrial
base that supports the Navy?
Answer. I would like to better understand the challenges that are
being experienced by our industrial base. If confirmed, I would
personally visit their facilities and engage with their supplier base,
then come back to you with my observations and some recommendations.
As a general observation, I believe that the most important area
that our industrial base partners would request is a clear and steady
demand-signal to plan around. Without a clear and sustainable demand,
it is very difficult for our industrial base partners to plan what
capital projects will be required, what investments need to be made to
support future demand, and how many workers they will require. If
confirmed, I will work closely with the Secretary of the Navy, CNO and
CMC to support a predictable workload that allows our industrial base
partners to plan effectively.
Question. How should Navy acquisition leaders consider impacts on
the industrial base when addressing requirements for recapitalization
or modernization of major end items such as aircraft, munitions, or key
repair parts?
Answer. Recapitalization and modernization programs are critical to
keeping platforms relevant to meet future threats. If confirmed, I
would work closely with government and industry partners to incorporate
innovative solutions that enable recapitalization and modernization of
major end items in an affordable and timely manner. I would carefully
consider the industrial base as part of the acquisition strategy
development and future procurement plans to ensure we have the
industrial base capacity to develop, produce, and field major end
items, such as aircraft, munitions, and the key repair parts required
to support warfighting requirements.
Question. If confirmed, what changes, if any, would you pursue in
systems and processes to improve identification, monitoring, and
assessment of actions to ensure that risk in Navy-relevant sectors of
the defense industrial base is adequately managed?
Answer. It is my understanding that the Navy is proactively
improving visibility into its industrial base and associated workforce
and is actively identifying risks and fragilities within those
entities. It is also my understanding that the Navy is working in close
partnership with contractors to support supply chain monitoring and
health assessments to improve industrial base health and outcomes. If
confirmed, I will work with industry and government partners to
continue the framework of policies, procedures, and tools used to
address our collective challenges in Navy-relevant sectors of the
industrial base.
Question. In your view, what actions should the Navy take to
maintain access to critical elements of the defense industrial base,
including special programs to ensure that of manpower resources
sufficient to meet the Navy's needs?
Answer. It is my understanding that the Navy is collaborating with
industry and government stakeholders to ensure a skilled workforce is
available to support Navy shipbuilding, aviation, and repair capacity
needs through ongoing workforce initiatives in key maritime and
aviation regions and supply base centers of gravity. I recognize and
support the Department's work with local, State, and national
organizations to identify opportunities to generate resiliency and
productivity in the defense industrial workforce and in the supply
chain. If confirmed, I will add my voice and ensure that messaging,
incentives and policies are in place to continue to identify and
monitor Navy's access to the people needed to support our critical
supply chain. If required, I would also seek additional measures, in
consultation with Congress, which would enable the Department to
reconstitute critical industrial capabilities which may include, when
necessary, the acquisition of intellectual property and special
manufacturing equipment.
Question. If confirmed, what would you see as your office's role in
working with or supporting efforts of the Navy Office of Small Business
Programs?
Answer. Small businesses play a crucial role in any economy as they
often form the backbone of local communities, create jobs, and promote
innovation and diversity. In my past acquisition experience, I have
enjoyed great outcomes in working with small businesses. They are a
foundational element of the Defense ecosystem, and many directly
support the larger prime contractors. It is my understanding that since
I left the Department of the Navy, it has continued to be a strong
performer in utilization of small business, and I am aware that DON has
several ongoing initiatives to increase that utilization at both the
prime and subcontractor levels. If confirmed, I will renew my
commitment to ensuring that the Navy continues to advocate for small
businesses and promote the critical role these businesses play in
support of the DON and strive to continue to lead the DOD in this area.
Question. If confirmed, what would you see as the relationship
between your office and DIU?
Answer. The pace of technological change dictates that we look to
all sources for technologies that can, with minimal additional
investment, be repurposed to address warfighting gaps or to improve
existing capability. It is my understanding that DIU provides increased
opportunities for the DON to leverage private sector investments in
innovation to rapidly deploy capability to meet defense needs. If
confirmed, I will work with our operational community to prioritize
those proven technologies for scalability through DIU and other similar
organizations.
navy shipbuilding
Question. Congress has adopted a goal of 355 ships for the Navy
fleet based on previous Navy Force Structure Assessments (FSA). The
previous FSA requirement was 308 ships. The Navy's current naval battle
force contains roughly 285 ships, and will not achieve a force level
goal of 308 ships until at least 2035 at the earliest.
In your view, what size Navy, consisting of what mix of ships, will
be needed in coming years to adequately perform Navy missions?
Answer. I am committed to building a naval force with sufficient
size and capability to campaign effectively, deter aggression, and, if
required, win decisively in combat. It is my understanding the Navy
continuously reviews the numbers and types of ships--and the
capabilities they require--to meet the evolving demands of the National
Defense Strategy. Although I have not had the opportunity to review the
Force Structure Assessment that established the number of ships, if
confirmed, I am committed to working closely with the Secretary of the
Navy, the CNO and CMC to deliver the most relevant capabilities and
platforms on schedule.
Question. What steps would you recommend evaluating to achieve a
355-ship Navy, particularly related to additional ship procurement and
the funding required?
Answer. I am committed to building a naval force of sufficient
size. If confirmed, a key task would be to work closely with industrial
base partners to ensure they have a consistent and predictable demand
signal to support the Navy this Nation requires. We must balance the
industrial base capacity across the entire enterprise to ensure they
can build and deliver the required capabilities needed in the future on
time and on cost.
The Navy recently made a commitment to procuring large uncrewed
surface vessels that could be used to augment crewed platforms as a way
of bringing more firepower to the point of need while minimizing
complexity and cost, which would in-turn affect future force structure
assessments. Should the CNO and CMC require these types of vessels, I
will work with the Secretary of the Navy and Congress to get the right
mix of crewed/uncrewed platforms and to invigorate the shipbuilding
community (government and industry) to accelerate this concept.
Last, modernization programs are important to keeping existing
ships relevant to meet future threats, especially ships which have a
30-40 year service life. I believe that these upgrades must be
accomplished early in a ship's life cycle and at a regular interval. As
threats change, we must have the ability to quickly adapt our ship
platforms to meet these new threats. If confirmed, I would work closely
with our government and industry teams to seek innovative solutions
that enable us to modernize ships in an affordable and timely manner.
Question. The Navy has begun acquiring the replacements for the
Ohio-class ballistic missile submarines (SSBNs). The new Columbia-class
boats are projected to have an acquisition cost of $10 billion per
ship. The Navy has stated publicly that it could not afford to buy both
the new SSBNs and maintain other required procurements under expected
funding toplines.
What steps do you believe will be necessary to enable the Navy to
expand to a 355-ship fleet, while also procuring the Columbia-class
SSBNs?
Answer. I support the Columbia-class SSBN as the Navy's number one
acquisition priority and most survivable leg of the nuclear triad.
Continuing to fully fund the program will be essential to ensure on
time delivery, so that the Nation's sea based strategic deterrent
requirements continue to be met as the Ohio-class is retired. To
minimize the impact to the rest of the fleet, I believe in continuing
to prioritize efforts to reduce cost and schedule risk, increase the
capacity of the submarine industrial base, and improve affordability.
If confirmed, I look forward to working closely with Congress on
delivering this important strategic capability while also modernizing
and expanding the rest of the Fleet.
Question. In the 1970's and 1980's, the United States procured the
current Ohio-class SSBN submarines within the Navy's shipbuilding (SCN)
account. In 2015, Congress created a special fund, the National Sea-
Based Deterrence Fund (NSBDF), for procurement of Columbia-class SSBNs.
Do you have a view on how the cost of Columbia-class SSBNs should
be funded--solely from Navy resources, from a combination of Navy and
other-than-Navy (e.g., OMB and other Defense) sources, or with a
different approach? If so, please explain.
Answer. I understand that the Navy has budgeted for the Columbia-
class program in the Shipbuilding and Conversion account and then used
the authorized National Sea-Based Deterrence Fund to execute the
program. I support this approach for implementing this important
program, as it maximizes transparency and provides valuable authorities
to control costs.
If confirmed, I will work with the Secretary of the Navy and
Congress to determine the best approach for funding the program and
ensure the proper acquisition authorities are used to make this
critical program more affordable.
littoral combat ship (lcs) and constellation-class frigate (ffg-62)
Question. The Littoral Combat Ship (LCS) program has had mixed
success at best. Last year, the Navy proposed to retire most of the
LCS-1 class of ships substantially before they would have been tired
under normal circumstances. To replace many of the capabilities the
Navy had expected from the LCS program, the Navy has begun the
Constellation-class frigate (FFG-62) program
What is your view of the lesson that should be learned from the
experience of the LCS program?
Answer. From a sustainment perspective, the experience of LCS
highlighted the logistical challenges caused by over-reliance on
Contractor Furnished Equipment (CFE), over--commitment to reducing crew
size, and dependence on original equipment manufacturers (OEMs) for
maintenance support. Utilization of Navy programs of record that can be
maintained and sustained organically provides a more maintainable,
sustainable, reliable, and available capability. In addition, utilizing
mature designs and technologies from the outset, as well as employment
of a Land-Based Engineering Site (LBES), will minimize engineering
changes, promote a smooth transition to fleet introduction, and
ultimately improve operational availability.
Question. What is your understanding of the FFG(X) program and how
it will differ from LCS?
Answer. I understand that the Constellation-class Frigate (FFG 62)
is the evolution of Small Surface Combatants with increased lethality,
survivability, and improved capability to operate in more severely
contested environments. The first ship of the class was awarded with
full and open competition and leveraged mature and sustainable designs
and technologies. It is my understanding that the program ensured
sufficient design maturity and production planning prior to the start
of production, reducing concurrency risk. I am aware that the ship will
be equipped with Navy standard Government Furnished Equipment (GFE)
systems, leveraging proven program of record combat, control,
communication, computing, and intelligence systems. Additionally, the
FFG 62 class is utilizing a proven hull form to minimize Hull,
Mechanical, and Electrical (HM&E) risk. The program is aligned with
Congress' intent on land-based testing and is establishing an FFG 62
land-based test site to validate power and propulsion systems prior to
lead ship delivery.
Question. Do you support the current FFG-62 class acquisition
strategy?
Answer. Yes.
naval aviation
Question. What is your assessment of the most important challenges
facing naval aviation? If confirmed, what steps would you take to meet
those challenges?
Answer. Naval aviation must work to build a modern and sustainable
capability, balancing readiness of the force today while modernizing an
aging fleet and developing the Air Wing of the Future. This challenge
is not unique to the NAE community. If confirmed, I will work with the
NAE to ensure our investments support continued readiness improvement
efforts and incremental capability improvement programs to order to
meet the evolving aircraft mission performance needs and deliver
greater capability to the fleet to meet the next generation of security
challenges,
Question. Does the Navy have a sufficient number of strike-fighter
aircraft? If not, if confirmed, what steps would you take to ensure
they do?
Answer. It is my understanding that the Department has stated they
have a sufficient number of 4th Generation Strike Fighters. In my view,
further investment in 5th Generation procurement and development of 6th
Generation platforms should be the focus moving forward. If confirmed,
I will review the current strike fighter inventory and projected
procurements to ensure the DON is using all available levers to achieve
the correct capability and capacity to meet current Global Force
Management requirements and manage strike fighter inventory.
Question. What is your understanding of the physiological episodes
that the naval aviation community is confronting and plans to address
such episodes?
Answer. Providing for the safety of our sailors and marines in of
the utmost priority. I understand that the DON has taken a
comprehensive approach to both evaluate the causes of and mitigate the
occurrences of Physiological Episodes (PEs). These efforts have
resulted in a steady decline in the incidence of PEs, and the rate is
now the lowest it has been in 10 years. I assure you that I will
continue this commitment to safety, if confirmed, and will work with
the NAE to ensure that the necessary resources are applied to ongoing
modifications to the aircraft, improved maintenance practices, and
improved aircrew interface.
marine corps aviation
Question. What is your assessment of the most important challenges
facing Marine Corps aviation? If confirmed, what steps would you take
to meet those challenges?
Answer. Marine Corps aviation challenges are similar to those
facing Naval Aviation and the Department as a whole. The DON must
continue to invest in readiness and sustainment, modernization of the
Marine Corps aircraft fleet, and 5th Generation strike fighter aircraft
that incorporate advanced capabilities to support the objectives of the
National Defense Strategy and the Commandant's Force Design 2030. If
confirmed, I will work with Marine Corps leadership to ensure our
resources are invested to deliver the most effective Marine Corps
aviation capabilities and capacity.
Question. Is Marine Corps aviation readiness at an acceptable
level? If not, if confirmed, what steps would you take to improve
aviation readiness?
Answer. It is my understanding that the Marine Corps has made
measurable improvements in aviation readiness due to a comprehensive
readiness recovery plan that includes changes in resourcing and
multiple initiatives to improve material readiness across all type/
model/series. If confirmed, I will work with Marine Corps and DON
leadership to ensure readiness accounts are adequately funded and that
investment accounts are sufficiently resourced to build on these
efforts in accordance with the 2022 Marine Corps Aviation Plan.
f-35 joint strike fighter
Question. What is your assessment of the F-35 Joint Strike Fighter
program? If confirmed, what changes would you seek to implement in the
program?
Answer. The F-35 Joint Strike Fighter is a dominant, multirole,
fifth-generation aircraft capable of projecting U.S. power and
deterring potential adversaries. In my current capacity as Director of
Operational Test and Evaluation, I am aware that the F-35 presents
unique challenges in areas such as development, testing, fielding, and
sustainment. If confirmed, my role will be to serve as the Service
Acquisition Executive for this critical program. I will be committed to
working with the Joint Program Office the Services and Partners to
increase capabilities, reduce costs, and complete all required testing.
Question. In your view, what are the considerations for the
Department of the Navy should take into account in evaluating
alternatives to purchasing 340 F-35C fighter aircraft, such as
purchasing advanced fourth generation fighters still in production,
such as enhanced F-18s, or developing a next generation fighter
aircraft beyond the F-35's capabilities?
Answer. The F-35 is currently the most technological advanced
fighter in the DON inventory and is needed to fight and win in the
future fight. If confirmed, you have my commitment that I will evaluate
all capabilities and technology available and under development to
ensure an effective and efficient Naval force. I also believe unmanned
systems are and will continue to play an important role in the future
of warfare. If confirmed, it would be my intent to evaluate all
available technology.
carrier air wing
Question. Do you believe the Navy's carrier air wing is designed to
provide the capability we expect it to contribute to the carrier strike
group? Specifically, will the projected air wing have sufficient
available strike range, available payload, electronic warfare
capability, and command and control capability? Why or why not? If not,
if confirmed, what steps would you take to address any gaps?
Answer. In my view, the carrier air-wing (CVW) has been designed
with the right mix of capabilities. However, it is critical that those
capabilities continue to be reviewed and modernized to stay ahead of
the threat. It is my understanding that today's Air Wing is
transitioning to a mixture of 4th and 5th Generation strike fighter
aircraft that incorporate advanced capabilities to support the
objectives of the National Defense Strategy (NDS). If confirmed, I will
work with the CNO and the Commandant to review CVW capabilities to
ensure they are adequately meeting current requirements and are
properly resourced to ensure the CVW will remain lethal and viable
against future threats.
unmanned aviation
Question. What is your assessment of the appropriate role unmanned
aviation should play in Naval and Marine Corps aviation? If confirmed,
what steps would you take to achieve that vision?
Answer. It is my understanding that the DON is undertaking
fundamental shift in naval aviation operations by continuing to
integrate unmanned systems into the Fleet. These efforts provide
signification advantages including decreased risk to personnel, greater
persistence, longer ranges, improved data speed and accuracy, and a
faster decision cycle. If confirmed, I will work with the CNO and
Commandant to support development and test of these capabilities that
increase operational opportunities and tactical advantages to the
warfighters.
unmanned surface vessels and unmanned underwater vessels
Question. What is your assessment of the maturity of unmanned
vessels in the surface and underwater domains? Do you support the
Navy's autonomy roadmap? If confirmed, what steps would you take to
reduce risk and transition one or more programs of record?
Answer. My understanding is that the Navy is in the prototyping and
experimentation phase for examining all sizes of unmanned surface
vessels in order to mature the technology prior to committing the
Nation to official programs of record. The exception to this is the
Mine Counter Measure Unmanned Surface Vessel, which is an Acquisition
Category II program in the production and deployment phase,. I also
understand that prototyping and experimentation is progressing with
large and extra-large unmanned undersea vehicles, including their core
enabling technologies.
In my view, autonomy will provide additional warfighting capability
and capacity to augment the traditional combatant force, allowing the
option to take on greater operational risk while maintaining a tactical
and strategic advantage. If confirmed, I will support the development
of an autonomy roadmap that will lay out an approach to address our
technology gaps, reduce development risk and optimize manned/unmanned
teaming. If confirmed, I will also support continued land and sea-based
experimentation, and ensure the core and enabling technologies are at
the appropriate level prior to committing into programs of record.
amphibious combat vehicle
Question. Since canceling the Expeditionary Fighting Vehicle (EFV)
in 2011 after spending $3 billion, the Marine Corps has chosen to
pursue a more measured multi-phase acquisition strategy to fulfill
their amphibious combat vehicle (ACV) modernization requirements.
What is your understanding of the ACV acquisition strategy?
Answer. With the cancellation of the EFV Program in 2011, the
Marine Corps shifted its strategy to focus on mature, commercially
available technologies for the ACV program, which I currently have
under DOT&E oversight. It is my understanding that the first phases
concentrated on a personnel variant and a command and control variant.
Follow-on phases incorporate technologies to develop and test a medium
caliber cannon variant and a recovery variant.
Question. Do you support this acquisition strategy?
Answer. Yes, the acquisition strategy for the ACV program is an
example of expeditiously executing a competitive major acquisition
program to provide the warfighter a much needed capability. If
confirmed, I will support the fielding of ACV personnel and command and
control variants, and the continued development of the medium caliber
cannon and recovery variants.
ground/air task-oriented radar (g/ator)
Question. With development initiated more than a decade ago, the
Marine Corps is moving forward with a long-delayed and expensive radar
system, the Ground/Air Task-Oriented Radar (G/ATOR), which will replace
a number of older radars and will protect marines from rockets,
artillery, cruise missiles, and UAVs while also serving as an air-
traffic control system.
What is your understanding of the G/ATOR acquisition strategy?
Answer. It is my understanding that the G/ATOR program provides a
next generation radar using one hardware configuration for multiple
operational capabilities. The Air Surveillance/Air Defense and Counter-
fire capabilities began fielding in 2018 and 2019 respectively, and an
Air Traffic Control variant is on the near horizon.
Question. Do you support this acquisition strategy?
Answer. Yes. I understand that the acquisition strategy for the G/
ATOR program developed a state-of-the-art radar that is providing the
Marine Corps an enhanced multi-function capability. If confirmed, and
when appropriate, I will support the Full Rate Production of this
program and the development of the Air Traffic Control capability and
other system upgrades.
munitions
Question. Munitions inventories, particularly those of precision
guided munitions, have declined significantly due to high operational
usage, insufficient procurement, and a requirements system that does
not adequately account for the ongoing need to transfer munitions to
our allies and operations short of major combat, such as in the current
operations in Afghanistan, Iraq, and Syria. In addition, we also now
have to replace munitions stocks drawn down to support Ukraine.
If confirmed, what steps would you take to ensure we have
sufficient inventories of munitions to meet our combatant commanders'
needs?
Answer. Because munitions are a critical national priority, if
confirmed I will support investments in the industrial base that
increase capacity of critical components and work with suppliers to
identify opportunities to increase resiliency. Aggressively supporting
critical outsourcing and engaging with small and non-traditional
businesses will help the DON expand the industrial base to remove
chokepoints in production and supply. In addition, I will look for
opportunities to leverage the new authorities provided in the Fiscal
Year 2023 National Defense Authorization Act that provide temporary
acquisition flexibilities to increase the Department's stocks of
critical munitions.
science and technology
Question. What is your understanding and assessment of the role
that science and technology programs have played and will play in
developing capabilities for current and future Navy and Marine Corps
systems?
Answer. DON investment in science and technology is critical to
ensuring future Naval superiority, preventing technological surprise
and developing the science needed to outpace our adversaries and other
threats to mission readiness. Investments in academia support the
world's most productive research and development ecosystem, increase
diversity in the workforce, and leverage funding from other Federal
agencies to accomplish the DON mission. These investments are the
source of both evolutionary capabilities for programs of record and
revolutionary game changing capabilities for the Navy and Marine Corps.
If confirmed, I will work across the broader Research and Development
community of industry, academia, and government to ensure the
Department maintains its scientific and technical advantage.
Question. If confirmed, how would you ensure that successful Navy
and Marine Corps science and technology programs will have a pathway
for a timely transition to operational warfighting capabilities?
Answer. If confirmed, I will investigate the tools and methods
being used for transitioning technology and work to strengthen
collaboration between the science and technology community and the
program managers who transition the technologies to operational
warfighting capabilities. In addition, I will leverage title 10 USC
4123 authority which provides Naval Warfare Centers and Labs a valuable
tool to enhance the speed of technology transition. The goal that I
would set would be to continue to develop capabilities while reducing
cost and increasing the speed and scale of integrating technology into
the fleet and force.
laboratories and warfare centers
Question. What has been your experience in working with the Navy's
labs and warfare centers?
Answer. The Naval Warfare Centers and Laboratories house a world-
class workforce and capabilities that provide innovative solutions for
rapid prototyping, fielding and technical execution for programs of
record. Having served in several of these facilities, I have seen how
they serve an essential role in all aspects of developing and
delivering critical capabilities to the warfighter as we compete with
near-peer adversaries for technological advantage. We need to renew a
sense of urgency with our laboratory personnel and ensure our
investments develop cutting-edge technologies for our warfighter at the
speed of need.
Question. If confirmed, what steps would you take to assess and
enhance the interaction between Navy labs and warfare centers and with
the acquisition community?
Answer. It is my understanding that the ASN (RDA) organization is
structured to ensure close coordination between Programs of Record and
the research and development communities, including in some cases being
geographically co-located. This provides synergy across the Acquisition
lifecycle as well as opportunities to infuse new technologies developed
by Scientists and Engineers into Programs of Records to meet strategic
needs. If confirmed, I will work to ensure this synergy continues to
grow.
Question. If confirmed, what steps would you take to ensure that
the Navy's labs and warfare centers can attract and retain a technical
workforce with the necessary skills and capabilities?
Answer. If confirmed, I will partner with our Nation's Educational
Institutions to develop science, technology, engineering, and
mathematics (STEM) talent. I will enable our Naval Warfare Centers and
Laboratories to further leverage the authorities provided under the
Science and Technology Reinvention Laboratory (STRL) congressional
authority. These authorities allow Naval Warfare Centers and
Laboratories to quickly attract, recruit, and retain our Nation's best
and brightest STEM talent. I will continue to revitalize Navy's culture
to foster a greater level of collaboration across the Enterprise, which
will result in greater speed and lethality to meet our warfighter's
need.
Question. If confirmed, what steps would you take to ensure that
the Navy's labs and warfare centers have the resources they need to
acquire and maintain research and testing infrastructure and equipment?
Answer. If confirmed, I would support the use of current
authorities--such as Capital Investment Program and 10 U.S.C. 4123
authority (also known as Naval Innovation Science and Engineering) to
acquire and maintain the required infrastructure and equipment. I would
continue to support additional financial flexibilities offered to the
STRLs to allow resourcing infrastructure and equipment requirements.
Finally, I would pursue the development of a long-range infrastructure
plan that would utilize a programmatic approach to optimize laboratory
infrastructure over the coming decades.
investment in infrastructure
Question. Witnesses appearing before this Committee in the past
have testified that the Services under-invest in both the maintenance
and recapitalization of facilities and infrastructure compared to
private industry standards. Decades of under-investment in Defense
Department installations have led to substantial backlogs of facility
maintenance activities, created substandard living and working
conditions, and made it harder to take advantage of new technologies
that could increase productivity. These challenges have been
exacerbated by current budget pressures.
What is your view of Navy and Marine Corps infrastructure
investment?
Answer. I understand that the DON infrastructure portfolio carries
risk due to chronic underinvestment in facilities sustainment and
recapitalization. If confirmed, I look to better understand the
challenges that the Navy and Marine Corps have balancing investments
for current and future infrastructure to meet the Department's urgent
readiness needs, future force requirements, and business reforms.
Question. If confirmed, what actions, if any, would you propose to
increase resources to reduce the backlog and improve Navy and Marine
Corps facilities?
Answer. If confirmed, I will work with leaders across the
Department to address infrastructure needs and challenges across the
enterprise. I will support reviews of Department requirements to ensure
that the Navy and Marine Corps are focusing resources on the most
critical and highest priority projects.
senior military and civilian accountability
Question. If confirmed, what steps would you take to improve
individual and organizational accountability in acquisition management?
Answer. Accountability is the fundamental foundation for every
action taken to facilitate trust and confidence. I am committed to
being accountable and transparent in executing the duties of ASN(RDA),
if confirmed, in accordance with all governing laws, policies, and
regulations. I would expect the same for every individual within Navy's
acquisition organization. I would also ensure there is clear and
unambiguous guidance on the conduct and expectations that governs our
actions.
Question. If confirmed, how would you propose to hold acquisition
officers accountable for using authorities to accelerate the fielding
of critical capabilities and within all applicable acquisition laws and
regulations?
Answer. Acquisition officers must have the responsibilities,
authorities, and accountability to carry out their assigned mission. I
expect acquisition officers to execute their duties in accordance with
the laws directed by Congress and the policies and regulations within
the Department. If confirmed, I would ensure that I provide direct
oversight to ensure that the authorities being requested or used are
appropriate and consistent with laws and policy.
Question. If confirmed, what steps would you take to ensure that
senior leaders of the Navy under your supervision and oversight are
properly held accountable for their actions and performance?
Answer. Every action we take on behalf of the American public must
be consistent with the laws, policies, and regulations that govern our
actions. If confirmed, I would ensure that senior leaders under my
supervision clearly understand the standards of conduct that govern our
actions. If an accountable individual fails to uphold these standards,
I would recommend actions to enforce the accountability.
management and development of the acquisition workforce
Question. The transformation of the armed forces has brought with
it an increasing realization of the importance of efficient and forward
thinking management of the acquisition workforce.
What is your vision for the management and development of the Navy
and Marine Corps acquisition workforce, including the scientific and
technical fields?
Answer. This is an exciting time to be leading the acquisition of
Naval capabilities. I have researched and published on how to improve
delivery of capability at the speed of need. My most recent efforts in
this area include an updated strategy for the improvement of
operational test and evaluation, the center focus of which is to
acknowledge that capability improvement as a life cycle strategy is a
growing aspect of the military portfolio. If confirmed, I would explore
how to develop the acquisition workforce to take full advantage of new
tools and methods now available to accelerate excellence in
performance, at scale. If confirmed, I will work with the Naval
acquisition team to meld their innovations with validated research,
proven best practices, past successes from both the Navy and other
elements of the DOD to bring excellence to the warfighter.
Question. Do you believe that the Department of the Navy has an
appropriately sized acquisition workforce, with the proper skills, to
manage the Department into the future?
Answer. If confirmed, I would examine the current needs of the
Naval acquisition workforce and analyze that against the demands being
made of them for technical and business excellence, both now and in the
future. If there are noted weaknesses, I will utilize available
authorities to close those gaps, and where necessary work with the
Secretary of the Navy and Congress to get any other authorities that
might be needed to ensure the acquisition community can live up to the
high standards necessary to support our sailors and marines.
Question. Do you recommend any changes to the statutes,
regulations, or policies regarding the Department of the Navy's
acquisition workforce? If so, please describe.
Answer. At this time, I do not recommend any changes to statutes,
regulations, or policies. If confirmed, I will carefully examine the
statutes, regulations, and policies governing the DON's acquisition
workforce and make any necessary recommendations to the Secretary of
the Navy.
Question. How will you work with the Defense Acquisition University
and other educational institutions to improve the education and
training of acquisition officials?
Answer. If confirmed, I will collaborate with the Defense
Acquisition University to influence the continued creation of
credentials necessary for DON military and civilians in the Acquisition
Workforce. Professional currency is a mainstay to ensure acquisition
professionals have the necessary tools to perform their mission.
Question. In your judgment, how should decisionmakers determine
which acquisition tasks are best accomplished by government employees,
military personnel, and support contractors?
Answer. In order to acquire systems and services, the DON must have
an acquisition workforce with the best combination of skill and
experience. If confirmed, I will review the processes in place to
ensure the Department is selecting the right team members for the task.
anti-access/area denial
Question. Do you believe emerging anti-access and area denial
capabilities have been given appropriate concern by the Navy?
Answer. Yes, the CNO's 2022 Navigation Plan specifically highlights
the importance of free and open access to the seas, and China's designs
to deny United States Navy access to the western Pacific and beyond. I
believe that Sea control and power projection provide freedom of
maneuver and deter aggression, and are foundational to the CNO's
priority to strengthen integrated deterrence.
Question. What additional steps do you believe the Navy and Marine
Corps need to be taking now and in the next few years to ensure
continued access to all strategically important segments of the
maritime domain?
Answer. I fully support the National Defense Strategy, which
highlights key actions to mitigate adversary anti-access/area-denial
(A2AD) capabilities, including: developing concepts and capabilities
that improve our ability to reliably hold at risk those military forces
and assets that are essential to adversary operational success, while
managing escalations; building a lethal force that possesses A2AD-
insensitive strike capabilities that can penetrate adversary defenses
at range; seeking new technologies and hedging against continuing
adversary missile developments and emerging capabilities; and
collaborating with Allies and partners to strengthen defensive A2AD
capabilities and indications and warnings. If confirmed, I look forward
to working with the Navy and Marine Corps in executing the National
Defense Strategy and ensuring open access to the seas.
sustaining air power and logistics support in great power conflicts
Question. The People's Republic of China's (PRC) anti-access/area
denial strategy includes deploying massive numbers of long-range ground
attack missiles and formidable long-range air defense systems and
capabilities. The PRC's ground-attack missiles are intended to threaten
the airfields and carriers from which fixed-wing aircraft are launched
and recovered, and thereby limit the effectiveness of United States 5th
generation fighters and limit our ability to conduct re-supply
operations using existing transport aircraft.
Broadly speaking, what technical and operational approaches do you
think are viable to operate from locations that are within PRC missile
ranges? What relative priority and importance do you ascribe to these
approaches?
Answer. I understand that China is the pacing challenge to United
States national security, and the pacing challenge of the National
Defense Strategy. They continue to rapidly advance and expand their
warfighting capabilities. If confirmed, I look forward to working with
the Joint Staff and CNO to better understand the threats from our
adversaries, and the technical and operational approaches that the
Department of Defense is developing to counter such threats. I intend
to play an active role in developing and delivering the capabilities
needed to protect United States national interests in the critical
Indo-Pacific region.
energy and acquisition
Question. How can our acquisition systems better incorporate
improved efficiency and conservation of energy in military platforms,
and how, if at all, are assessments of future requirements taking into
account energy demands as a key performance parameter?
Answer. If confirmed, I will work with Department leaders to pursue
a comprehensive approach to improving our platforms and weapons systems
operational reach, reducing their fuel requirements, and enhancing
their lethality. Improving the energy performance of platforms and
weapons systems is essential to providing a combat effective force that
is capable in wartime and efficient in day-to-day operations. In my
view, the acquisition system can be improved to increase the efficiency
of platforms by focusing not only on policy improvements, but
improvements in engineering, design tools, and organization.
sexual harassment
Question. In responding to the 2018 DOD Civilian Employee Workplace
and Gender Relations survey, 17.7 percent of female and 5.8 percent of
male DOD employees indicated that they had experienced sexual
harassment and/or gender discrimination by ``someone at work'' in the
12 months prior to completing the survey.
What is your assessment of the current climate regarding sexual
harassment and gender discrimination in the office of the ASN(RDA)?
Answer. I am not aware of any complaints or grievances associated
with sexual harassment or gender discrimination within ASN (RDA).
However, if confirmed, it is my intent to stay attuned to the operating
environment and morale of the workforce to ensure the safety and mutual
respect of all assigned employees through enforcement of all current
DoD and DON policies regarding these matters.
Question. If confirmed, what actions would you take were you to
receive or become aware of a complaint of sexual harassment or
discrimination from an employee of the Office of the ASN(RDA)?
Answer. The DON's policy on sexual harassment, misconduct and
discrimination is very clear in emphasizing that any of these actions
will result in immediate corrective, administrative, and/or
disciplinary action. If confirmed, I will clearly support this and make
it a top priority to stay abreast of the organization's continuous
implementation of the policy. If made aware of any complaints, I will
ensure swift action is taken to lawfully investigate and that
appropriate measures are carried out in accordance with DON policy
while continuing to promote an environment of trust in the Department.
congressional oversight
Question. In order to exercise its legislative and oversight
responsibilities, it is important that this Committee and other
appropriate committees of Congress are able to receive testimony,
briefings, reports, records (including documents and electronic
communications) and other information from the executive branch.
Do you agree, without qualification, if confirmed, and on request,
to appear and testify before this Committee, its subcommittees, and
other appropriate committees of Congress? Please answer with a simple
yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
provide this Committee, its subcommittees, other appropriate committees
of Congress, and their respective staffs such witnesses and briefers,
briefings, reports, records (including documents and electronic
communications), and other information as may be requested of you, and
to do so in a timely manner? Please answer with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
consult with this Committee, its subcommittees, other appropriate
committees of Congress, and their respective staffs, regarding your
basis for any delay or denial in providing testimony, briefings,
reports, records--including documents and electronic communications,
and other information requested of you? Please answer with a simple yes
or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
keep this Committee, its subcommittees, other appropriate committees of
Congress, and their respective staffs apprised of new information that
materially impacts the accuracy of testimony, briefings, reports,
records--including documents and electronic communications, and other
information you or your organization previously provided? Please answer
with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, and on
request, to provide this Committee and its subcommittees with records
and other information within their oversight jurisdiction, even absent
a formal Committee request? Please answer with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
respond timely to letters to, and/or inquiries and other requests of
you or your organization from individual Senators who are members of
this Committee? Please answer with a simple yes or no.
Answer. Yes.
Question. Do you agree, without qualification, if confirmed, to
ensure that you and other members of your organization protect from
retaliation any military member, Federal employee, or contractor
employee who testifies before, or communicates with this Committee, its
subcommittees, and any other appropriate committee of Congress? Please
answer with a simple yes or no.
Answer. Yes.
______
[Questions for the record with answers supplied follow:]
Questions Submitted by Senator Tim Kaine
shipbuilding
1. Senator Kaine. Mr. Guertin, if confirmed, what role do you see
for you and your office in building the 30-year shipbuilding plan?
Mr. Guertin. I am committed to building a naval force with
sufficient size and capability to campaign effectively, deter
aggression, and, if required, win decisively in combat. The 30-year
shipbuilding plan is an important planning document for both the
Department and our industrial base partners. If confirmed I will work
closely with the Secretary of the Navy, the Chief of Naval Operations
(CNO) and the Commandant of the Marine Corps (CMC) to continuously
review the quantities and types of ships--and the capabilities/mission
they support--to meet the evolving demands of the National Defense
Strategy and deliver an initial set of capabilities integrated into
flexible platforms that are relevant to the current challenges of the
fleet while also preserving the ability to grow and improve over the
life cycle.. In addition, I will work closely with industrial base
partners to ensure they have a consistent and predictable demand signal
and are aligned to support the goals of the 30-year shipbuilding and
sustainment plans. I will work to balance the industrial base capacity
across the entire enterprise to ensure industry can build deliver and
support the required capabilities needed in the future on time with
predictable cost.
2. Senator Kaine. Mr. Guertin, how can the Navy get creative to
address program delays and ship delivery delays?
Mr. Guertin. In my view, it is critical to balance resources,
requirements, and acquisition management processes to ensure the timely
delivery of capability to the warfighter. To achieve more reliable
long-term successes, the Navy and Marine Corps must do two things;
compose functionality in risk-prudent deployable elements, and embrace
the inherent need to improve capability over time Both of these must be
addressed as fundamental design requirements, to ensure that the Fleet
and Force can fluidly integrate evolving technologies as they reach
sufficient maturity and readiness levels such that they can risk-
prudently moved to production and affordably deployed at scale.
If confirmed, I will work with the CNO, CMC, and the Naval
acquisition team to identify potential improvements in acquisition
processes and adopt other proven practices such as open architecture
precepts, early prototyping, incorporation of land-based test sites,
leveraging parent designs, embracing of rigorously researched design
practices to ensure that designs are mature prior to production
__________
Questions Submitted by Senator Dan Sullivan
amphibious ship acquisition
3. Senator Sullivan. Mr. Guertin, the Fiscal Year 2023 National
Defense Authorization Act (NDAA) required the Navy to maintain a fleet
of 31 amphibious ships. The Navy's fiscal year 2024 budget treats that
requirement like more of a suggestion. It retires three LSDs (land
ship, docks) and provides for exactly one amphibious ship over the next
5 years. I am told that the Office of the Secretary of Defense (OSD) is
conducting yet another amphibious ship study to determine the path
forward. The Navy risks a massive disruption to the amphibious ships
industrial base with a 5 year pause, one that will assuredly drive up
cost and decrease readiness at a time when the Nation needs the Marine
Corps and Navy to be the most ready. If confirmed, will you commit to
developing an acquisition strategy for amphibious ships that follows
that law in a threat-informed timelines?
Mr. Guertin. If confirmed I am committed to developing an
acquisition strategy that delivers the required amphibious ship
capabilities on schedule and on cost. I understand the importance of
providing industry a clear and steady demand-signal so they can
effectively support future demand, and will work to balance industrial
base capacity across the entire enterprise to ensure they can build and
deliver the required capabilities needed in the future.
4. Senator Sullivan. Mr. Guertin, do you believe that multi-year
contracts for amphibious ships are a viable way to lower costs and
ensure industrial base stability?
Mr. Guertin. In my view, multi-year and multi-ship contracts are
examples of smart acquisition strategies that support achieving best
value. Multi-year and multi-ship contracts provide long-term stability
to the industrial base and have shown the ability to provide
significant savings over single-ship procurements. If confirmed, I will
evaluate all procurement strategies to ensure consideration of the most
affordable and predictable methods authorized by Congress.
navy unmanned surface vessel acquisition
5. Senator Sullivan. Mr. Guertin, last week, Task Force-59 (TF-59)
and the United Arab Emirates completed the first ever unmanned surface
vessel (USV) bi-lateral exercise. In early fall, TF-59 conducted joint
USV and surface ship exercises alongside many of our Middle Eastern
partners and the United Kingdom. USVs allow us to conduct intelligence,
surveillance, and reconnaissance to develop domain awareness with
little risk to human life. TF-59's model can be replicated with 7th
Fleet in the Pacific and 6th Fleet in Europe. Do you think the Navy's
acquisition process is capable of acquiring and maintaining unmanned
surface vessels around the globe like TF-59 is doing in U.S. Central
Command (CENTCOM)?
Mr. Guertin. The Navy and broader Department of Defense have long
used experimentation to support innovation and develop solutions to
challenging military problems. At their core, experimentation and
exercises are foundational learning tools to inform and assess maturing
technologies into warfighting capabilities, and to refine technology
Concepts of Employment (CONEMPs) into Concepts of Operations (CONOPS).
Operational experiments and technology demonstrating exercises--like
Task Force-59 (TF-59) efforts--are bringing together discovery-based
exploration of emerging warfighting capabilities and rigorous
evaluation of associated technologies. If confirmed, I am fully
committed to evaluating the outputs from these efforts and working with
our industrial base partners to produce, integrate, operationalize, and
scale successful outcomes into acquisition programs.
6. Senator Sullivan. Mr. Guertin, if confirmed, will you commit to
developing an acquisition strategy that can scale the TF-59 model to
U.S. Indo-Pacific Command (INDOPACOM) and U.S. European Command
(EUCOM)?
Mr. Guertin. Yes. If confirmed, I am fully committed to working
with the CNO and CMC to ensure that the acquisition community and
industrial base can deliver on the operational needs and strategies
that TF-59 and others have shown great creativity in building. With the
lessons learned from TF-59 and other experimentation events, I will
work closely with the Service Chiefs to integrate and scale successful
outcomes into appropriate acquisition strategies.
______
[The nomination reference of Honorable Nickolas H. Guertin
follows:]
[GRAPHICS NOT AVAIILABLE IN TIFF FORMAT]
______
[The biographical sketch of Honorable Nickolas H. Guertin,
which was transmitted to the Committee at the time the
nomination was referred, follows:]
[GRAPHICS NOT AVAIILABLE IN TIFF FORMAT]
______
[The Committee on Armed Services requires all individuals
nominated from civilian life by the President to positions
requiring the advice and consent of the Senate to complete a
form that details the biographical, financial, and other
information of the nominee. The form executed by Honorable
Nickolas H. Guertin in connection with his nomination follows:]
[GRAPHICS NOT AVAIILABLE IN TIFF FORMAT]
______
[The nominee responded to Parts B-F of the committee
questionnaire. The text of the questionnaire is set forth in
the Appendix to this volume. The nominee's answers to Parts B-F
are contained in the committee's executive files.]
[GRAPHICS NOT AVAIILABLE IN TIFF FORMAT]
______
[The nomination of Honorable Nickolas H. Guertin was
reported to the Senate by Chairman Reed on March 28, 2023, with
the recommendation that the nomination be confirmed. The
nomination was confirmed by the Senate on December 13, 2023.]
[all]