Answer: Yes.

Answer: The reforms called for appear to have been implemented and to be achieving the desired results.

Answer: The Goldwater-Nichols defense reforms initiated a cultural change within the military services that reflected an emerging understanding of the importance of joint training and joint operations in defense preparedness and modern warfare. Key aspects of those reforms include strengthening civilian control, and streamlining the operational chain of command, improving efficiency in the use of defense resources, improving the military advice provided to the National Command Authorities, and joint officer management.

Answer: Yes.

Answer: I am not aware of any formal proposals at this time. However, I believe it may be useful at some point to review the various provisions pertaining to joint officer training, education, promotion and assignments to see if a more-simplified approach to joint officer management could be achieved without sacrificing any of the progress made in those areas. Before supporting any legislative proposal to amend Goldwater-Nichols, however, I would carefully evaluate it to ensure it would further the Army’s contribution to national security, and that it remained consistent with the basic goals of the Goldwater-Nichols Defense Reorganization Act of 1986. 

Answer: The Secretary of the Army, as head of the Department of the Army, possesses full authority, direction and control over all its elements. The Assistant Secretary of the Army for Manpower and Reserve Affairs is subject to that authority, direction and control. If confirmed, I will communicate openly and directly with the Secretary of the Army on all matters involving the manpower and reserve component affairs of the Department of the Army. I will fully support the Secretary of the Army in fulfilling the Administration’s national defense priorities and efficiently administering the manpower and reserve component affairs of the Department of the Army.

Answer: The Under Secretary of the Army performs such duties and exercises such powers as the Secretary of the Army may prescribe. If confirmed, I will be directly responsible to the Secretary of the Army and to the Under Secretary of the Army for the conduct of the manpower and reserve affairs of the Department of the Army. I will communicate openly and directly with the Under Secretary of the Army, and I will cooperate fully with the Under Secretary of the Army to ensure that the Army properly implements the policies established by the Secretary of the Army.

Answer: Each of the Assistant Secretaries of the Army has clear duties and responsibilities. If confirmed, it will be important for me to work closely with the other Assistant Secretaries in fulfilling my duties and exercising my authorities as the Assistant Secretary of the Army for Manpower and Reserve Affairs.

Answer: The General Counsel of the Army provides legal counsel and other functions as directed by the Secretary of the Army. If confirmed, I will establish a close, professional relationship with the General Counsel, communicating directly and openly on those matters under my cognizance.

Answer: Acting on behalf of the Secretary of Defense, the Under Secretary of Defense for Personnel and Readiness performs responsibilities that require, from time to time, the issuance of guidance to the military departments. If confirmed, I will communicate openly and directly with the Under Secretary of Defense for Personnel and Readiness in articulating the views of the Department of the Army. I will work closely with the Under Secretary of Defense for Personnel and Readiness to ensure that the Army is administered in accordance with the guidance and direction issued by the Office of the Secretary of Defense.

Answer: The Assistant Secretary of Defense for Force Management Policy has functional responsibilities that require, from time to time, the issuance of force management guidance to the military departments. If confirmed, I will establish a close, professional relationship with the Assistant Secretary of Defense for Force Management Policy and will communicate openly and directly in articulating the views of the Department of the Army and in ensuring that the Department of the Army is administered in accordance with the guidance promulgated by the Office of the Secretary of Defense.

Answer: The Assistant Secretary of Defense for Reserve Affairs has functional responsibilities that require, from time to time, the issuance of reserve component guidance to the Military Departments. If confirmed, I will establish a close, professional relationship with the Assistant Secretary of Defense for Reserve Affairs and will communicate openly and directly in articulating the views of the Department of the Army and in ensuring that the Department of the Army is administered in accordance with the guidance promulgated by the Office of the Secretary of Defense.

Answer: The Assistant Secretary of Defense for Health Affairs has functional responsibilities that require, from time to time, the issuance of health affairs guidance to the Military Departments. If confirmed, I will establish a close, professional relationship with the Assistant Secretary of Defense for Health Affairs. I will communicate openly and directly in articulating the views of the Army and in ensuring that the Department of the Army is administered in accordance with the guidance promulgated by the Office of the Secretary of Defense.

Answer: The Chief of Staff of the Army performs his duties under the authority, direction, and control of the Secretary of the Army and is directly responsible to the Secretary. The Chief of Staff also performs the duties prescribed for him by law as a member of the Joint Chiefs of Staff. If confirmed, I will establish a close, professional relationship with the Chief of Staff. I will communicate directly and openly as we perform our prescribed duties, and I will ensure, to the best of my ability, that the Office of the Assistant Secretary of the Army for Manpower and Reserve Affairs and the Army Staff work together as one team to accomplish the missions entrusted to the Army.

Answer: The Inspector General of the Army inquires into and reports upon the discipline, efficiency, and economy of the Army, as directed by the Secretary of the Army or the Chief of Staff. In addition, the Inspector General periodically proposes programs of inspection to the Secretary of the Army, and recommends additional inspections and investigations as appropriate. If confirmed, I will establish a close, professional relationship with the Inspector General. I will communicate directly and openly, and will ensure that the Inspector General of the Army cooperates fully with the Inspector General of the Department of Defense in connection with any matter regarding the manpower and reserve components within the Army.

Answer: The Deputy Chief of Staff for Personnel formulates, manages, evaluates, and executes military personnel plans and programs of the Army for peacetime, contingency, and wartime operations. If confirmed, I will establish a close, professional relationship with the Deputy Chief of Staff for Personnel. I will communicate with him directly and openly as he performs his prescribed duties. I would expect that the Deputy Chief of Staff for Personnel and I would work together as a team on a daily basis.

Answer: The Deputy Chief of Staff for Operations and Plans, as the force integrator of the Army, is responsible for force integration and force development Army-wide, and Army staff responsibility for a variety of issues including mobilization planning, readiness, individual and collective training, and prioritization. If confirmed, I will establish a close, professional relationship with the Deputy Chief of Staff for Operations and Plans. I will communicate directly and openly as we perform our prescribed duties. I would expect that the Deputy Chief of Staff for Operations and Plans and I would work together as a team on a regular basis.

Answer: The Surgeon General is responsible for development, policy direction, organization, and overall management of an integrated Army-wide health services system. If confirmed, I will establish a close, professional relationship with the Surgeon General, and I will communicate directly and openly as we perform our prescribed duties.

Answer: The Chief, National Guard Bureau is the principal advisor to both the Secretary of the Army and the Chief of Staff of the Army, as well as the Secretary of the Air Force and the Chief of Staff of the Air Force, on matters relating to the National Guard. The Assistant Secretary of the Army for Manpower and Reserve Affairs is the Secretary of the Army's designated secretariat agent for dealing with National Guard matters relating to the Army. If confirmed, I will establish a close, professional relationship with the Chief, National Guard Bureau. I will communicate with him directly and openly as he performs his prescribed duties.

Answer: The Director, Army National Guard provides direction to the Army National Guard consistent with oversight provided by the Chief, National Guard Bureau and the Secretary of the Army. If confirmed, I will establish a close, professional relationship with the Director, Army National Guard, consistent with my responsibilities as the Secretary of the Army's principal agent for Reserve affairs. I will communicate directly and openly as we perform our prescribed duties.

Answer: The men and women who serve in uniform and in the civilian workforce are our Nation’s most important national security assets. Taking care of them and their families will be my top priority. I will be open to their input and sensitive to their needs and concerns. I look forward to working closely with the Secretary of the Army and the Chief of Staff of the Army to find ways to continue to improve the quality of services and support provided to our soldiers, civilians and their families, and to ensure that they are fully prepared to execute their assigned missions.

Answer: I anticipate that the Secretary of the Army will prescribe specific duties for me that are consistent with my background and experiences and that will support his efforts to ensure that the Department of the Army successfully accomplishes the many demanding and varied missions entrusted to it. If confirmed, I will carry out all assigned and implied duties to the best of my ability. 

In your view, what are the major challenges confronting the Assistant Secretary of the Army for Manpower and Reserve Affairs? 

Answer: In my view, the fundamental challenge facing the Assistant Secretary of the Army for Manpower and Reserve Affairs (and leaders at all levels) in the current environment of constrained resources is to achieve the right balance in the allocation of resources among competing priorities in order to optimize both the near-term and long-term readiness of the Army. This balance is essential if we are to provide the Nation with a fully-trained, equipped and ready Army capable of executing the National Military Strategy.

With that in mind, I view recruiting and retaining the right men and women as a major challenge in the Army’s drive to maintain readiness. While the Army continues to attract and retain high-quality recruits, enticing the necessary number of talented young people, especially high school graduates in the highest three categories of mental aptitude, is becoming increasingly difficult in the face of a strong economy and the absence of a tangible national threat. Similarly, retaining the right caliber of soldier in the appropriate grades and skills is becoming increasingly difficult due, in part, to the increased frequency of deployments and perceived availability of private-sector opportunities. Uncertainty regarding future force levels, promotion opportunities, health care and retirement benefits has the potential to affect retention and recruiting. My concerns in this area apply equally to the civilian workforce.

A second major challenge involves determining the correct, sustainable force structure and allocating resources across that force structure in a manner that best meets the requirements of the National Military Strategy. The current environment does not permit, or require, that every Army unit be maintained in the highest state of readiness, nor would it be prudent to do so. I believe there must continue to be some degree of tiered resources in which the "First to Fight" units are manned, trained and equipped at levels that allow them to be deployed with confidence on relatively short notice. At the same time, we must also ensure that later-deploying units are trained and equipped at levels consistent with missions that may be unique to them and with their deployment time lines. This challenge entails making the right choices when allocating scarce resources and when investing in doctrine development, organizational design, modernization, training and leader development.

Finally, among the major challenges I would face, if confirmed, is the need to foster and maintain an environment in which all soldiers, regardless of gender, have a work environment free of discrimination and harassment, have assignment and advancement systems that, while responsive to the needs of the Army, are based on individual qualifications and performance, and have an equitable opportunity to succeed.

Answer: I will forthrightly address these issues to ensure we are doing what we must. I will candidly assess our recruiting and retention posture and will do my best to ensure we are not bearing unacceptable levels of risk in these areas. I understand the importance of Quality of Life programs for both married and single soldiers and will work to initiate or enhance programs of the type and quality most likely to support the Army’s recruiting and retention needs. I will work closely with the Army Staff on matters of force structure and on the allocation of resources across the Army. I will be mindful of opportunities to meet requirements with alternative mixes of active and reserve component military, civilian employee, and contractor personnel, depending on the risk and costs. Finally, I will work to ensure that all soldiers are treated with respect and dignity.

Answer: In addition to recruiting and retention, which I have discussed above, at this time, I consider the state of relations between the Active Component and the Reserve Component and the intensity of PERSTEMPO to be among the Army’s most serious problems.

Answer: I cannot, at this time, specify a timetable or specific management actions for addressing these problems. I know that, in each case, there are already actions underway that are intended to alleviate these problems. It is my intention, if confirmed, to focus immediately on these matters, to review those actions that are underway, and to join with the other civilian leaders and with my counterparts in uniform to resolve them to the best of our abilities.

Answer: I am advised that the Army Leadership fully supports the Military Housing Privatization Initiative. Appropriated support for operations, maintenance and construction of family housing has been insufficient to maintain family housing at an acceptable level. I would support use of MHPI authorities to the maximum extent possible, if it can be done in a manner that increases the quality of life for our soldiers and their families without inappropriately increasing the financial risks and obligations of the Department of the Army. I understand that the first few projects are taking longer than anticipated. Once the first few contract awards are made, follow-on projects should progress more smoothly.

Answer: If it is more cost-effective to turn family housing over to the private sector, and if such action would not otherwise impair a commander’s ability to ensure the readiness of his or her forces, it should be turned over.

Answer: I believe that the "One plus One" standard is the right standard for soldiers other than those in Basic and Advanced Individual Training. In moving to the "One plus One" standard, leaders at all levels must exercise the same concern for the welfare and lifestyles of their soldiers that they and their predecessors did when the billeting standards were less individually-oriented.

Answer: I would carefully consider this approach. At face value, however, it appears inefficient to invest funds in an interim standard, only to be followed by additional work to go to the full standard. I understand the Army already has a few years’ experience with an interim standard utilized in 1994 and 1995, before approval of the "One plus One" standard. Soldiers appreciated the improvements, but still looked forward to the "One plus One" standard.

Answer: If confirmed and to the best of my ability, I will work with those civilian and military leaders involved in the allocation of resources to ensure the Army executes a modernization strategy for the Total Force that is requirements-based and component-neutral.

Answer: The Army needs to pull together as one team. I am committed to that precept and, if confirmed, and under the direction of the Secretary of the Army, will work with the leadership of the Reserve Component, the Office of the Secretary of Defense and the Joint Chiefs of Staff to enhance the level of understanding and the trust between the components. I recognize that resolving these issues will take energetic leadership and clear, effective communication. As the Secretary of the Army’s principle agent for Reserve Affairs, I will expect forums such as the Army Reserve Forces Policy Committee and the Reserve Components Coordination Council to deal forthrightly with the issues that are raised, and to be candid and open in the information and advice they provide. I will ensure that the Department of the Army is embracing and working towards meeting, both in fact and spirit, the principles of integration that Secretary Cohen outlined in September of 1997. I will keep all the parties, including the Congress, informed. I will invite their views and take the actions necessary to put the deleterious aspects of these issues behind us.

Answer: If confirmed, I will engage this challenge head on. I will work to ensure that any debate is based on fact and not hyperbole; is conducted on a professional level; and has as its only goal improving the way the Total Army answers the Nation’s call at home or abroad.  

Answer: Yes.

Answer: Given my background and experience, if confirmed, I expect to be very active in oversight of the process for the Secretary of the Army. The protection of the integrity of the process must be a priority for everyone. I intend to work closely with the Deputy Chief of Staff for Personnel to ensure that the Officer promotion system continues to be fair and equitable and executed according to law, and Secretarial guidance.

Answer: I understand that the Assistant Secretary of the Army for Manpower and Reserve Affairs reviews all assignments and nominations for Lieutenant General and General Officer as well as the results of the Brigadier General and Major General selection boards. Based upon a recent Secretary of the Army decision, the Assistant Secretary of the Army for Manpower and Reserve Affairs now also reviews all General Officer retirement applications prior to submission to the Secretary for decision. If confirmed, I expect to execute those functions. I would hope to assist the Secretary of the Army and the Chief of Staff in developing policies regarding Army Active and Reserve Component general officers.

Answer: Yes.

Answer: Yes.

 Separation Data

Answer: Yes.

Answer: In general, I do not believe that a majority of individuals enlisting in the military do so based on a sound understanding of the details of the military retirement system. Therefore, I do not think potential enlistees view the military retirement system as a negative factor.

Regarding reenlisting, however, I believe that retirement benefits are a significant factor, but not necessarily a negative one. I recognize that the traditional military system has been changed twice since its creation in 1947, and, as a result, the force is currently under three retirement systems.

Clearly, changes to the military retirement system -- and the way those changes are portrayed to junior personnel by the leadership -- have an effect on retention. I believe that, in general terms, the retirement system provides a strong incentive for individuals to remain in uniform until they reach retirement eligibility. After that point, however, the draw of the retirement system attenuates. Other factors including the on-going draw down and changes in the private sector job market, however, make it difficult to assess accurately the real impact of the retirement system on retention.

Answer: Military retirement is an important part of the lifetime compensation package for soldiers, and should not be considered in isolation. Although there is clearly a perception that retirement benefits are eroding, I do not believe that there is sufficient analytically-based information available regarding the actual effects of the most recent change to the retirement system to support a legislative remedy at this time. This is, however, an area to which I, if confirmed, will devote considerable attention, with the goals of maintaining a fair and equitable compensation package for all soldiers that includes a stable military retirement benefit. I look forward, if confirmed, to working with the Congress on this matter.

Answer: Pay is the most visible compensation component and has the most direct impact on soldiers’ standard of living. Recent survey results indicate some enlisted members perceive that their pay is not as good as it would be if they had similar employment in the private sector. The perceived "pay gap" between military and private sector pay is one tangible way this dissatisfaction is articulated. Base pay, however, is only one component of a military compensation system. And, the military compensation system is only one part of a larger military lifestyle that offers unique opportunities for experience, skill training, national service, and personal growth. Certainly, base pay is a factor in the retention equation. But it is only one factor among many and is not, in my opinion, a driving factor.

Answer: There are three components of the military compensation system: base pay; allowances; and special and incentive pays. The relative importance or weight of each component has evolved over time -- often in a piecemeal fashion -- in response to specific needs and situations. Additionally, it seems clear that there has been a proliferation of bonuses, special pays, and allowances. If this approach to compensation is actually masking a chronic problem in the base pay structure, it should be addressed head-on and in a comprehensive manner. I am not convinced, however, that a re-engineering of the pay system should be focused on any one component of the pay system at the expense of another component. Rather, any re-engineering should attempt to define the optimum mix of base pay, allowances, bonuses and special pays to meet the changing needs of the armed forces.

Answer: I have spent the past 26 years in public service. Following my graduation from the Naval Academy in 1972, I was commissioned a second lieutenant in the United States Marine Corps. My Marine Corps career spanned over 20 years, during which I served at posts and stations around the country and overseas. During the early- and mid-1970s, as a young officer, I experienced first-hand the various problems associated with hollow forces and the effects that hollowness and underfunding has on the readiness of combat arms units.

In the late-1970s and early-1980s, I served in positions in Marine Corps tank units and commanded an Army tank training company at Fort Knox, Kentucky. I experienced the many challenges associated with long and frequent family separations, as well as those associated with training entry-level Marines and soldiers.

Prior to my retirement in 1992, I served at the Headquarters of the Marine Corps in the Manpower Department and on the Staff of the Secretary of Defense in the Force Management and Personnel Directorate. During this period, I had the opportunity to work on the joint officer management portions of the Goldwater-Nichols Defense Authorization Act of 1986 as they were developed and, later, when they were implemented in the Department of Defense. During the early stages of the draw down, I had the opportunity to work with the staff of the Committee on Armed Services in developing many of the policies and programs that would eventually guide that draw down.

Upon retirement, I served as the Chief of Staff of the American Red Cross -- a different type all-volunteer organization upon which the Nation depends in difficult times.

In 1993, I joined the Staff of the Committee on Armed Services, and have staffed the Personnel Subcommittee ever since. My primary responsibilities include nominations and all aspects of defense manpower, personnel, reserve matters, health care, and Morale-Welfare-and Recreation activities. I believe I have developed a reputation for working difficult issues in a bipartisan manner, and have established good working relationships with the members and staff of the Senate and with officials in the Department of Defense. During this period, I have developed a full and meaningful appreciation for the responsibilities of the legislative branch as they relate to the Department of Defense, as well as a sound understanding of the importance of candor, forthrightness and teamwork in support of our Nation’s military.

I believe that these experiences and the countless hours of working with and for the men and women in uniform, their families and the retiree community qualify me for this position.

Answer: I believe that I am capable of performing the duties associated with that position and I believe that my position on the staff of the Committee on Armed Services has given me a unique insight into the many challenges that I would face if I am confirmed. At the same time, given the size and complexity of our Army and the many evolving policy issues, I understand the need to be constantly learning and continually open to new ideas and information.

Answer: Yes.

Answer: I believe both Congress and the Army benefit from the Congressional fellowship Program, and that the benefit each derives is directly related to the caliber of the individuals selected for the program, and the management of the program within the Department of the Army and within the Congress. It is my personal experience that, in general, Congressional Fellowships are awarded to deserving military and civilian personnel. I am advised that the selection process in the Department of the Army is rigorous and highly competitive, and that candidates must be approved by the Assistant Secretary of the Army for Manpower and Reserve Affairs. Additionally, I am advised that most fellows are able to use their newly acquired experience and knowledge in duty assignments directly upon program completion. If confirmed, I would take an active interest in the selection of military and civilian Congressional fellows and in the selection of their post-fellowship assignments.

Answer: No. I am not aware of any reason that the wearing of a military uniform would degrade the performance of a Congressional Fellow. If, however, such a change is considered, I would ensure that it is full coordinated with the appropriate offices in the Congress prior to any such decision being made.

 Congressional Oversight

Answer: Yes.

Answer: Yes

Answer: Yes

Answer: Yes