[Congressional Record Volume 140, Number 39 (Wednesday, April 13, 1994)]
[Senate]
[Page S]
From the Congressional Record Online through the Government Printing Office [www.gpo.gov]


[Congressional Record: April 13, 1994]
From the Congressional Record Online via GPO Access [wais.access.gpo.gov]

 
                         DEPARTMENT OF DEFENSE

  The assistant legislative clerk read the nomination of Rodney A. 
Coleman, of Michigan, to be an Assistant Secretary of the Air Force.
  The PRESIDING OFFICER. The Senator from Georgia [Mr. Nunn].
  Mr. NUNN. Mr. President, I thank the majority leader for bringing up 
this nomination. It has been pending now for about a month. It was 
reported out on March 10.
  I am pleased that we are going to be able to bring this to the Senate 
for action today.
  Mr. President, on the 26th of January of this year, President Clinton 
nominated Mr. Rodney A. Coleman, of Michigan, to serve as the Assistant 
Secretary of the Air Force for Manpower, Reserve Affairs, 
Installations, and Environment. As is the case with all nominations for 
positions in the Department of Defense, Mr. Coleman's nomination was 
referred to the Committee on Armed Services.
  Within the Committee on Armed Services, Mr. Coleman's fitness to 
serve in this key position was carefully reviewed. In accordance with 
normal committee procedures, Mr. Coleman provided written answers to a 
number of very pertinent policy questions. These questions addressed 
the duties and responsibilities of the position for which he is 
nominated, his qualifications to execute those duties and 
responsibilities, and a number of specific policy issues affecting the 
U.S. Air Force. Mr. Coleman's answers were carefully reviewed by the 
committee and I ask unanimous consent that they be printed in the 
Record.
  There being no objection, the material was ordered to be printed in 
the Record, as follows:

                                                February 18, 1994.
     Hon. Sam Nunn,
     Chairman, Committee on Armed Services, U.S. Senate, 
         Washington, DC.
       Dear Mr. Chairman: Thank you for your note of 
     congratulations on my selection by the President to serve as 
     Assistant Secretary of the Air Force for Manpower, Reserve 
     Affairs, Installations, and Environment.
       Enclosed are the answers to your policy issue questions. I 
     appreciate the opportunity to submit my views in advance of 
     my confirmation hearing and look forward to appearing before 
     your committee to further discuss these important issues.
           Sincerely,
                                                Rodney A. Coleman.
     Enclosures.

              Advance Questions Submitted by Senator Nunn


                            defense reforms

       Q. More than seven years have passed since the enactment of 
     the Goldwater-Nichols Department of Defense Reorganization 
     Act of 1986 and the Special Operations reforms. I am reminded 
     that Admiral Crowe commented after enactment of the 
     legislation that it would take approximately six years for 
     full implementation.
       Do you support full implementation of these reforms?
       A. Yes.
       Q. What do you consider to be the most positive 
     accomplishments of the legislation?
       A. For the military departments, the Goldwater-Nichols act 
     clarified the responsibility to ``organize, train, and 
     equip'' to adequately support operators in the field. The Air 
     Force has used this focus on organizing, training, and 
     equipping to accomplish comprehensive restructuring of the 
     Air Force. If confirmed, I would have significant inputs on 
     organizing and training issues.
       Q. What is your view of the extent to which these defense 
     reforms have been implemented thus far?
       A. Coming from the private sector, I have not been involved 
     in executing these reforms. I have read articles in the 
     popular press and also previous testimony that credited part 
     of our success in the Gulf War to changes resulting from 
     Goldwater-Nichols. I noted that in his recent testimony 
     before this Committee, Dr. Perry cited such advancements as 
     clarifying the role of the Joint Staff and ensuring the 
     centralized management and support of the Special Operations 
     Forces. I attribute such improvements as evidence of good-
     faith on the part of the Services and the Department of 
     Defense.
       Q. Do you have any plans for further action to ensure 
     fuller implementation of these defense reforms in your area?
       A. While I have no specific plans, as yet, I would look for 
     opportunities within my scope of responsibilities to support 
     the goals of that legislation.


                                 Duties

       Section 8014 of Title 10, United States Code provides that 
     the Assistant Secretaries of the Air Force shall perform such 
     duties and exercise such powers as the Secretary of the Air 
     Force may prescribe. As Assistant Secretary of the Air Force 
     for Manpower, Reserve Affairs, Installations and Environment 
     you would be a top leader and manager in the Air Force.
       Assuming you are confirmed, what duties do you expect that 
     Secretary Widnall will prescribe for you?
       A. If I am confirmed, I understand that Secretary Widnall 
     will assign me general responsibilities of providing 
     guidance, direction and oversight of all matters pertaining 
     to formulation, review and execution of plans, policies, 
     programs, and budgets relative to: (1) Military and civilian 
     personnel; (2) Manpower management programs and techniques; 
     (3) Anti-discrimination programs; (4) Reserve component 
     affairs; (5) Installations and Base Realignment and Closure 
     Issues; (6) Environment, safety, and occupational health; (7) 
     Air Force review and appeal boards; (8) Drug policy 
     oversight; and (9) Mobilization planning.
       As the senior member of her team responsible for these 
     functions, I expect to provide counsel to her and represent 
     her in these areas in interactions with other government 
     officials and private organizations in matters of mutual 
     concern.
       In carrying out these duties, what would be your 
     relationship to the Under Secretary of Defense for Personnel 
     and Readiness, to the Deputy Undersecretary of Defense for 
     Environmental Security, to the Assistant Secretary of Defense 
     for Reserve Affairs?
       A. I understand that the Secretary of Defense may designate 
     these levels of Department of Defense officials to exercise 
     authority, direction, and control over Air Force activities 
     within their realm of responsibility. I would plan to develop 
     open lines of communication with them on policy matters.
       What background and experience do you possess that you 
     believe qualifies you to perform these duties?
       A. I spent ten years on active duty in the United States 
     Air Force as a civil engineering officer. During this time, I 
     held responsible command positions implementing design and 
     construction programs at Air Force installations in the 
     United States and the Far East. I also was responsible for 
     commanding combat engineering troops in Vietnam. I have had 
     the opportunity to observe high-level decision-making while 
     serving as a White House Fellow assigned as a Special 
     Assistant to the Secretary of Interior. Immediately following 
     my military service, I served in the District of Columbia 
     government as executive assistant to the City Council 
     Chairman which gave me high level liaison with the Congress 
     and the White House on issues of mutual concern. I currently 
     am an executive in General Motors and have worked with 
     municipal governments throughout the United States on tax and 
     environmental issues as well as the closure of twenty nine 
     manufacturing plants affecting over 70,000 employees. I 
     believe that the breadth of this experience qualifies me for 
     the position to which I have been nominated.
       Do you believe that there are any steps that you need to 
     take to enhance your expertise to perform these duties?
       A. While I believe I have the general background to serve 
     as Assistant Secretary, I will need to familiarize myself 
     with specific issues and to develop working relationships 
     with specialists in the areas I would oversee.


                            Major Challenges

       In your view, what are the major challenges confronting the 
     next Assistant Secretary of the Air Force for Manpower, 
     Reserve Affairs, Installations and Environment?
       A. There is no lack of challenging opportunities facing the 
     next Assistant Secretary. Examples include the challenge of 
     determining the right mix (civilian/ military/contractor) of 
     resources in both active and reserve forces; smoothing the 
     way for the more diverse workforce of the future; continued 
     management of the military drawdown (including associated 
     base closure and environmental issues); and the integration 
     of the military health system with the national health-care 
     reform initiatives. All of these challenges must be handled 
     without losing sight that they are in support of the primary 
     role of providing mission ready forces.
       Assuming you are confirmed, what plans do you have for 
     addressing these challenges?
       A. These challenges are tough, usually requiring 
     interaction among groups within DoD, within the Executive 
     Branch, and with Congress. If confirmed, I plan to play an 
     active role in those interactions and to ensure that members 
     of my team are fully prepared to contribute positively to the 
     process.


                         most serious problems

       Q. What do you consider to be the most serious problems in 
     the management of Air Force manpower? How do you intend to 
     deal with these problems, and what timetables would you 
     establish for each?
       A. I believe that maintaining a qualified and motivated 
     workforce is essential. Recent years have seen large 
     reductions of military and civilian personnel. By the end of 
     the FYDP, military end strength will have declined 36% and 
     civilian strength 33% from FY86 levels. Even with the 
     programs that Congress has provided to cushion the impact, 
     this has been and continues to be a stressful time. My own 
     observations from my days as a junior captain during the 
     post-Vietnam drawdown and my experience in industry with 
     downsizing and consolidating facilities suggest to me that 
     the people who work in an organization must have confidence 
     that the senior leadership cares about them. We must keep 
     faith with those who have served and may have had their 
     careers curtailed as a result of the end of the Cold War. But 
     we also must ensure that the Air Force remains an attractive 
     career choice. Daily events reinforce the knowledge that the 
     Air Force is not having a ``going out of business sale.'' 
     Secretary Widnall has a recurring theme in her presentations 
     of ``People First.'' If confirmed, I would hope to 
     demonstrate a sustained pattern of decisions supporting the 
     theme of ``People First.''


                       officer management issues

       Q. In 1991, the methods used in the Air Force to select 
     officers for promotion attracted significant attention within 
     the Department of Defense and in the Senate. In fact, 
     deficiencies in the Air Force officer promotion system 
     prompted a major review by the Department of Defense of all 
     officer promotion systems in the Department. That review 
     resulted in a sweeping revision of the Department of Defense 
     directive (DoDDir 1320.12) governing officer promotion 
     selection boards and the means by which information is 
     provided to officer promotion boards.
       Do you believe that the reforms required by the Department 
     of Defense directive have been implemented in the Air Force?
       A. I am aware that the Air Force has issued guidelines 
     covering changes in the law regarding the conduct of 
     promotion boards and that senior leadership has directed that 
     promotion policies be open, understandable, and consistent. I 
     understand senior Air Force leadership has placed special 
     emphasis on compliance with pertinent legislation as well as 
     the DoD Directive. For example, the Secretary of the Air 
     Force conducts interviews of board presidents and selected 
     board members after they have conducted promotion boards. 
     In the absence of direct experience with these matters, I 
     believe the reforms have been implemented as required.
       Q. To what extent does the officer corps of the Air Force 
     believe that the system used to promote officers to all 
     grades, including general officer grades, is fair and 
     impartial?
       A. I can only speculate at this point. I want to believe 
     the great majority of officers have faith in the system and 
     its integrity. If confirmed, I will make every effort to 
     ensure the Air Force vigorously complies with the spirit and 
     letter of all relevant laws, DOD Directives and Air Force 
     regulations regarding officer promotions.
       Q. Are you aware of the allegations surrounding recent 
     officer promotion boards at Hanscom Air Force Base? What 
     actions do you intend to take to preclude situations similar 
     to that at Hanscom Air Force Base from recurring elsewhere?
       A. I am aware that there are allegations a single 
     individual used inappropriate procedures and considered non-
     performance related information in his assessment of officers 
     in his organization. However, I am not aware of the details 
     and cannot comment on specific remedial actions. Specific 
     allegations of improper evaluation processes will be 
     investigated. If the rules were broken, the Air Force will 
     ensure ``due process'' and equitable treatment for affected 
     officers. The Air Force has already initiated an Air Force-
     wide re-education effort focused towards commanders, senior 
     raters and personnel staffs on the fundamental tenets and 
     principles of the Officer Evaluation System.


                    Personnel Transition Initiatives

       Q. Over the past several years, the Congress has provided 
     to the Secretaries of the Military Departments a number of 
     management authorities to facilitate the drawing down of 
     military personnel. Certainly, these authorities were 
     intended to ensure the continued readiness of the Armed 
     Forces both during and after the draw down.
       How is the Air Force measuring the effectiveness and cost 
     effectiveness of its use of the authorities the Congress has 
     provided?
       A. Congress has provided voluntary separation and early 
     retirement incentives, and it has authorized and funded a 
     Transition Assistance Program to facilitate the drawdown. 
     These incentive programs have been very useful in helping the 
     Air Force meet their drawdown force-level targets. Even with 
     those incentives, involuntary authorities have had to be 
     invoked in order to achieve military and civilian drawdown 
     goals to date. The Air Staff updates its monitoring system 
     weekly on this and provides a report to the Secretary.


               Civil-Military Cooperative Action Program

       Q. Section 1081 of the National Defense Authorization Act 
     Fiscal Year 1993 establishes the Civil-Military Cooperative 
     Action Program.
       What specific do you have for giving our reserve forces, 
     particularly logistics or engineer units, the opportunity to 
     play a greater role in civil-military cooperation as they go 
     about performing their military missions?
       A. The National Guard and Air Force Reserve have 
     opportunities to play a greater role in community improvement 
     cooperation programs as they go about performing their 
     military training and missions. Natural disasters such as the 
     floods in the mid-west, and the recent earthquake in 
     California highlight a need for the use of all our national 
     assets to bring quick response in the way of needed supplies 
     and assistance. Reserve Component personnel are already 
     actively engaged in numerous community cooperative program, I 
     plan to review all of the current projects with the idea of 
     assessing the ability of the Air Reserve Components to play 
     an even greater role in their contribution to the community 
     consistent with the criteria specified in Section 1081, and 
     coordinated with OUSD (Personnel & Peadiness). I note, and 
     agree with, Committee members' comments that worthwhile 
     community service project must not put military readiness at 
     risk.


                       Maintaining a Ready Force

       Q. The military services were characterized as being hollow 
     during the late 1970s and early 1980s. Many readiness 
     problems during those years were directly related to manpower 
     problems.
       What indicators or early warning signals would you 
     establish to protect against potential hollowness and 
     readiness problems in the Air Force?
       A. Readiness is the first priority of the Secretary of 
     Defense and the Secretary of the Air Force. Dr. Widnall and 
     General McPeak recently announced that 1994 will be 
     designated the ``Year of Readiness'' and be an area of 
     special emphasis. If confirmed, I would expect to have a 
     significant role in establishing and implementing readiness 
     goals within my areas of responsibility.


           Restructuring of the Air Forces Reserve Components

       Q. On December 10, 1993, the Secretary of Defense announced 
     a major restructuring of the Reserve Components of the Army. 
     Although there are as of yet few details available regarding 
     this restructuring, it is clear that this restructuring 
     will dramatically affect the future capabilities of the 
     Army Guard and Reserve.
       What effect, if any, do you believe this restructuring will 
     have on the Air Force Reserve and Air National Guard?
       A. I do not see any significant effects on the Air National 
     Guard and Air Force Reserve resulting from the restructure of 
     the Army's reserve components.
       Q. Do you believe that a restructuring of the Reserve 
     Components of the Air Force is needed?
       A. The Air Reserve Components do not need a restructuring 
     such as the Army reserve components are currently undergoing. 
     The Air Force has long integrated its Guard and Reserve 
     components both in war plans and in day-to-day operations. 
     The Air Force does make force mix adjustments that may alter 
     missions of specific units. These force structure changes are 
     part of a continuous review process that ensures the Air 
     Reserve Components continue to provide the right capabilities 
     for the Total Force as mission requirements change.


                Department of Defense Maintenance Depots

       Q. The National Defense Authorization Act established a 
     Department of Defense Task Force to review a whole series of 
     issues in the area of depot maintenance in the military 
     services.
       What role do you think that DOD maintenance depots play in 
     the overall logistics and readiness posture of the Air Force?
       In your view, what role do the DOD maintenance depots play 
     in our overall industrial base capability? What do you think 
     is the proper balance between DOD depots and the private 
     sector for Air Force depot maintenance workload?
       A. I understand the Assistant Secretary of the Air Force 
     for Manpower, Reserve Affairs, Installations & Environment, 
     does not have primary oversight responsibility for Air Force 
     logistics and maintenance depots. Logistics oversight 
     responsibility falls under the Assistant Secretary for 
     Acquisition. However, I fully support the task force. In my 
     base closure role, I also support the cross Service analysis 
     of defense depots being conducted as part of the Base Closure 
     95 process.


    Relationship to Economic Security, Environmental and Logistics 
                               Officials

       Q. What will be your relationship to the Assistant 
     Secretary of Defense for Economic Security, the Deputy Under 
     Secretary of Defense for Environmental Security, and the 
     Deputy Under Secretary of Defense for Logistics?
       A. I expect to have a sound working relationship with the 
     Assistant Secretary and both of the Deputy Under Secretaries 
     in areas of mutual concern. In order to carry out my 
     statutory and assigned responsibilities, it will be necessary 
     for me to deal directly and frequently with these officials. 
     I will cooperate fully with them and their offices to achieve 
     efficient administration of the Department of Defense and to 
     carry out effectively the authority, direction, and control 
     of the Secretary of Defense.


                          Environmental Issues

       Q. In your view, is the current funding level for the 
     Defense Environmental Restoration Account (DERA) adequate to 
     meet the full range of the Air Force's environmental clean-up 
     requirements?
       A. Funding levels are adequate to clean up past problems at 
     installations, but not as quick a pace as the Air Force 
     desires. Current funding has allowed the Air Force to meet 
     legal requirements, but only through renegotiating longer 
     timeliness in some of the agreements.
       Q. What priorities will you establish in the expenditure of 
     the Air Force's DERA funds and how would you go about doing 
     this?
       A. DERA policy is established by OSC, and currently that 
     policy is to fund only legally mandated requirements; i.e., 
     those sites where the Air Force either has a legal (signed 
     agreement) or statutory requirement, or to correct an 
     imminent threat to human health or the environment.
       Q. What steps would you take to ensure that the Air Force 
     meets all of its legal obligations under existing 
     environmental agreements with EPA and the States?
       A. I will continue to make environmental matters a top 
     priority in the Air Force. I will sustain the Air Force's 
     policy of funding the legally mandated requirements. I will 
     conduct periodic reviews and, as required, I will interject 
     myself to ensure problems are resolved promptly and the 
     program stays on track.
       Q. The bulk of the Air Force's cleanup program is driven by 
     legally enforceable agreements with the EPA and the States. 
     There is some concern that there are contaminated sites not 
     covered by these agreements that present a greater risk to 
     the public health and safety than those covered by the 
     agreements. What sites has the Air Force identified that fit 
     into this category? How do you plan to address these sites? 
     What role will you play in ensuring that the Air Force 
     maintains an aggressive ``cradle-to-grave'' pollution 
     prevention program?
       A. Sites that are not on installations with agreements 
     signed with the regulators but that score fairly high on our 
     risk models fit into this category. The Air Force is working 
     with OSD to change funding priorities from signed agreements 
     to a system that prioritizes based upon risk to health safety 
     and the environment. All Air Force sites are being 
     reassessed to determine their health safety and 
     environmental risks, and the nature of contaminants, 
     pathways and receptors. The Air Force is working with OSD 
     and the regulators to allow priorities to be based upon 
     reducing high and medium risk sites to low risk.
       Q. In most instances, pollution prevention activities are 
     not legally mandated. An aggressive pollution prevention 
     program is necessary to eliminate new cleanup obligations, 
     and, in the long term, to reduce O&M costs. What role would 
     you play in ensuring that the Air Force implements pollution 
     prevention?
       A. I will support a very active pollution prevention 
     program to eliminate contamination and reduce future 
     liabilities and costs. It is much more cost effective to 
     prevent a problem by changing a process or material before 
     use than to handle and dispose of it afterwards. Pollution 
     prevention will allow us to meet legal mandates with minimum 
     expense. Although not legally required, the Air Force treats 
     pollution prevention as a must pay bill. The Assistant 
     Secretary's office has oversight to ensure that pollution 
     prevention policies are being effectively implemented, and 
     that adequate funding is available. By emphasizing successes 
     the Air Force has achieved in pollution prevention and 
     continuing to be a strong advocate, I will keep pollution 
     prevention as a top priority. This commitment will allow the 
     Air Force to benefit from reduced compliance and cleanup 
     costs in the future, which will reduce the strain on the O&M 
     budget.
       Q. Over the next two years, a number of major environmental 
     laws must be reauthorized, including the Comprehensive 
     Environmental Response, Compensation and Liability Act 
     (CERCLA) and the Clean Water Act.
       What role will you play in the reauthorization process for 
     these laws? What specific issues of importance to the Air 
     Force should be addressed in this reauthorization process?
       A. In line with my environmental responsibilities I expect 
     to play an active role in reviewing and commenting on these 
     legislative items and helping to define the Air Force needs 
     on each piece of legislation. It will be important to me to 
     ensure that the process addresses the need of the Air Force 
     to reconcile the two, often competing, requirements of being 
     a good steward of the environment and maintaining a force 
     trained, resourced, and ready to defend the interests of the 
     United States.


                          Base Closure Issues

       Q. The National Defense Authorization Act of Fiscal Year 
     1994 contained a number of provisions designed to assist 
     local communities make the transition associated with base 
     closure. One of the provisions provided the Department of 
     Defense with the authority to transfer property at closing 
     bases at reduced or no cost to local communities pursuant to 
     regulations to be issued by DoD. These regulations would 
     establish criteria when such below-cost or no-cost transfers 
     are appropriate.
       What role will the Assistant Secretary of the Air Force 
     (Manpower, Reserve Affairs, Installations, and Environment) 
     play in the development and implementation of these 
     regulations? What do you believe are the important issues 
     that should be addressed in these regulations?
       A. Two offices that report to the Assistant Secretary have 
     roles here. The Deputy Assistant Secretary for Installation 
     is part of the Base Closure Implementation Steering Group 
     that is currently developing the implementing guidance for 
     the provisions of the Defense Authorization Act. The Air 
     Force Base Conversion Agency, the organization on the front 
     lines of redevelopment, is also involved in developing this 
     implementing guidance. I fully support the intent of this 
     legislation as well as the President's Five Part Plan to 
     Revitalize Base Closure Communities that was announced in 
     July 1993. Closing Air Force installations is difficult for 
     the local communities and for the Air Force because we have 
     developed close ties with those communities. I fully support 
     the objectives of the President's program: rapid 
     redevelopment and creation of new jobs.

  Subsequently, Mr. Coleman met with members of the committee 
individually and with selected staff. On February 24, the committee 
held an open hearing to review a number of nominations including Mr. 
Coleman's. Subsequent to that hearing on March 10, the Committee on 
Armed Services reported his nomination to the Senate with a 
recommendation that it be confirmed.
  Mr. Coleman has superb credentials and is well suited to meet the 
challenges of the position for which he has been nominated. Mr. Coleman 
spent 10 years as an officer in the Air Force, during which he served 
as an engineering officer. He was appointed by the President in 1970 as 
a White House Fellow.
  After leaving the Air Force, he served as the executive assistant to 
the chairman of the District of Columbia City Council and as a 
consultant to the Pennsylvania Avenue Development Corporation.
  In 1980, Mr. Coleman joined the General Motors Corp. as the director 
of government relations for the central foundry division. In 1985, he 
was promoted to the position of director, municipal government affairs 
at General Motors headquarters. In 1990, he assumed his current 
position as executive director, Urban and Municipal Affairs for the 
General Motors Corp., where he is responsible for providing leadership 
and counsel to the management of General Motors on municipal government 
and minority group issues, nationwide. He has played a key role in the 
process of downsizing the infrastructure of General Motors. He is 
active nationally and locally in a number of civic and professional 
organizations.
  The position for which he has been nominated, the Assistant Secretary 
of the Air Force for Manpower, Reserve Affairs, Installations and 
Environment, is a key position in the Department of the Air Force 
hierarchy. If confirmed and appointed, Mr. Coleman will be responsible 
for providing to the Air Force guidance, direction, and oversight on 
all matters pertaining to the plans, policies, programs, and budgets 
concerning active, reserve, and civilian personnel and manpower 
programs; antidiscrimination programs; installations, base realignment 
and closure issues; environmental, safety and health concerns; and 
mobilization planning. Mr. Coleman will play an important role in the 
BRAC process within the Air Force, and his experience in General Motors 
in this area will be very valuable to the Air Force.
  From this abbreviated list of the responsibilities of the Assistant 
Secretary of the Air Force for Manpower, Reserve Affairs, 
Installations, and Environment, it is clear that this is a position 
that has an important amount of influence on the personnel readiness, 
quality of life, and stewardship of resources within the Air Force. As 
such, it should not remain vacant without compelling justification, 
especially in this time of force reductions and base closures.
  Mr. President, the Committee on Armed Services has examined this 
nomination and is satisfied that Mr. Coleman is the right person for 
this position. I urge my colleagues to support this nomination.
  I thank the Senator from Michigan for his stalwart assistance in this 
nomination. He has been a help in all of these nominations, but 
particularly the Coleman nomination. I thank him for his assistance.
  Mr. LEVIN addressed the Chair.
  The PRESIDING OFFICER (Mr. Akaka). The Senator from Michigan [Mr. 
Levin], is recognized.
  Mr. LEVIN. Mr. President, let me first thank my good friend from 
Georgia, and the majority leader, for bringing this nomination to the 
floor. It has been pending over a month. Mr. Coleman is well suited to 
this position for the reasons Senator Nunn mentioned. His work in the 
Air Force, his experience in the Air Force, and then his work at 
General Motors in governmental relations suits him well for this 
position.
  There are many challenges in this position, but one of the most 
challenging is the closing of bases. We have been through that in 
Michigan, and we know the problems. Mr. Coleman is particularly well 
suited by his experience with General Motors and having to close 
facilities, and the need to deal sensitively with all of the various 
issues which arise when a facility is closed. You have a community that 
has been injured, that needs to get back on its feet. You have 
individuals who also have to be assisted when bases are closed. Mr. 
Coleman is extremely well qualified for that part of this position, as 
well as for the other aspects.
  Again, I thank the majority leader and the Senator from Georgia, the 
chairman of the Armed Services Committee for pursuing this nomination 
to this point. I look forward to Mr. Coleman's confirmation.
  Mr. MITCHELL. Mr. President, if there is no further debate on the 
matter, I ask that the Chair put the question to the Senate.
  The PRESIDING OFFICER. If there is no further debate, the question is 
on agreeing to the nomination.
  The nomination was confirmed.
  Mr. NUNN. Mr. President, I move to reconsider the vote.
  Mr. LEVIN. I move to lay that motion on the table.
  The motion to lay on the table was agreed to.
  The PRESIDING OFFICER. Without objection, the President will be 
notified on the nomination.
  Mr. MITCHELL. I thank the distinguished chairman of the Armed 
Services Committee and the distinguished Senator from Michigan.
  We have now completed action on one of the three pending nominations 
on which we could not previously obtain clearance. There are two 
remaining and, at this moment, we are in a discussion with our 
Republican colleagues, attempting to gain their clearance to permit us 
to proceed with respect to the remaining two nominations.
  It is my hope and expectation that I will be able to announce very 
shortly a schedule with respect to those two nominations.
  In the meantime, Mr. President, I ask unanimous consent that the 
Senate return to legislative session and that there now be a period for 
morning business with Senators permitted to speak therein for up to 10 
minutes each.
  The PRESIDING OFFICER. Without objection, it is so ordered.

                          ____________________