Closed hearings to examine United States Cyber Command in review of the Defense Authorization Request for Fiscal Year 2026 and the Future Years Defense Program; to be immediately followed by an open hearing at 3:30 p.m. in SD-G50.
Meeting•Senate Armed Services Subcommittee on Cybersecurity•Apr 9, 2025 · 2:30 PM
Summary
Senate Armed Services Subcommittee on Cybersecurity held a meeting on Apr 9, 2025 at 2:30 PM in Capitol Visitor Center (Senate side, Room 217.
Record
The meeting has its transcript on the record.
Transcript
The transcript runs to 4,215 lines and 243,986 characters, as the Government Publishing Office printed it.
1[Senate Hearing 119-75, Part 6]2[From the U.S. Government Publishing Office]34 S. Hrg. 119-75, Pt. 656 DEPARTMENT OF DEFENSE AUTHORIZATION7 REQUEST FOR APPROPRIATIONS FOR FISCAL8 YEAR 2026 AND THE FUTURE YEARS DEFENSE PROGRAM910=======================================================================1112 HEARING1314 before the1516 COMMITTEE ON ARMED SERVICES17 UNITED STATES SENATE1819 ONE HUNDRED NINETEENTH CONGRESS2021 FIRST SESSION2223 ON2425 S. 22962627TO AUTHORIZE APPROPRIATIONS FOR FISCAL YEAR 2026 FOR MILITARY28ACTIVITIES OF THE DEPARTMENT OF DEFENSE, FOR MILITARY CONSTRUCTION,29AND FOR DEFENSE ACTIVITIES OF THE DEPARTMENT OF ENERGY, TO PRESCRIBE30MILITARY PERSONNEL STRENGTHS FOR SUCH FISCAL YEAR, AND FOR OTHER31PURPOSES3233 __________3435 PART 63637 PERSONNEL3839 __________4041 APRIL 9, 20254243 __________4445 Printed for the use of the Committee on Armed Services4647 [GRAPHIC NOT AVAILABLE IN TIFF FORMAT]4849 Available via: http://www.govinfo.gov5051 ______5253 U.S. GOVERNMENT PUBLISHING OFFICE545561-984 PDF WASHINGTON : 20255657 COMMITTEE ON ARMED SERVICES5859 ROGER F. WICKER, Mississippi, Chairman6061DEB FISCHER, Nebraska JACK REED, Rhode Island62TOM COTTON, Arkansas JEANNE SHAHEEN, New Hampshire63MIKE ROUNDS, South Dakota KIRSTEN E. GILLIBRAND, New York64JONI K. ERNST, Iowa RICHARD BLUMENTHAL, Connecticut65DAN SULLIVAN, Alaska MAZIE K. HIRONO, Hawaii66KEVIN CRAMER, North Dakota TIM KAINE, Virginia67RICK SCOTT, Florida ANGUS S. KING, Jr., Maine68TOMMY TUBERVILLE, Alabama ELIZABETH WARREN, Massachusetts69MARKWAYNE MULLIN, Oklahoma GARY C. PETERS, Michigan70TED BUDD, North Carolina TAMMY DUCKWORTH, Illinois71ERIC SCHMITT, Missouri JACKY ROSEN, Nevada72JIM BANKS, Indiana MARK KELLY, Arizona73TIM SHEEHY, Montana ELISSA SLOTKIN, Michigan7475 John P. Keast, Staff Director76 Elizabeth L. King, Minority Staff Director7778 ______7980 Subcommittee on Personnel8182 TOMMY TUBERVILLE, Alabama, Chairman8384JONI K. ERNST, Iowa ELIZABETH WARREN, Massachusetts85RICK SCOTT, Florida RICHARD BLUMENTHAL, Connecticut86TED BUDD, North Carolina MAZIE K. HIRONO, Hawaii87JIM BANKS, Indiana TAMMY DUCKWORTH, Illinois8889 (ii)9091 C O N T E N T S9293 ----------9495 april 9, 20259697 Page9899Department of Defense Personnel Policies......................... 1100101 Member Statements102103Statement of Senator Thomas H. Tuberville........................ 1104105Statement of Senator Elizabeth Warren............................ 2106107 Witness Statements108109Lieutenant General Brian S. Eifler, Deputy Chief of Staff for 5110 Personnel, G-1, United States Army.111112Cheeseman, Vice Admiral Richard J., Jr. USN Chief of Naval 9113 Personnel, N-1, United States Navy.114115Borgschulte, Lieutenant General Michael J., USMC, Deputy 13116 Commandant for Manpower and Reserve Affairs United States117 Marine Corps.118119Miller, Lieutenant General Caroline M., USAF, Deputy Chief of 20120 Staff for Manpower, Personnel, and Services, A-1, United121 States.122123Kelley, Ms. Katharine, Deputy Chief of Space Operations for Human 25124 Capital, United States Space Force.125126Questions for the Record......................................... 48127128 (iii)129130 DEPARTMENT OF DEFENSE AUTHORIZATION131 REQUEST FOR APPROPRIATIONS FOR FISCAL132 YEAR 2026 AND THE FUTURE YEARS DEFENSE PROGRAM133134 ----------135136 WEDNESDAY, APRIL 9, 2025137138 United States Senate,139 Subcommittee on Personnel,140 Committee on Armed Services,141 Washington, DC.142143 DEPARTMENT OF DEFENSE PERSONNEL POLICIES144145 The Subcommittee met, pursuant to notice, at 2:35 p.m. in146room SR-222, Russell Senate Office Building, Senator Tommy147Tuberville (Chairman of the Subcommittee) presiding.148 Committee Members present: Senators Tuberville, Scott,149Warren, Blumenthal, Hirono, and Duckworth.150151 OPENING STATEMENT OF SENATOR THOMAS H. TUBERVILLE152153 Senator Tuberville. Good morning. I'd like to call this154hearing in session from the Armed Services Personnel155Subcommittee. We appreciate our witnesses here today, and thank156you all for your service.157 You're going to find today, and as the last couple weeks158have been very, very busy, so we'll have people in and out. I159think we have three votes going on, one going on as we speak,160and so we'll be in and out. Hopefully we can get more people161here today. We have other hearings going on, so thank you for162being here, and Ranking Member Warren, thank you for being163here, we had to sprint to get here, right?164 Senator Warren I did.165 [Laughter.]166 Senator Tuberville. All right. Senate Armed Service167Subcommittee on Personnel meets this afternoon to provide an168important opportunity for senior leaders at the Department of169Defense (DOD) to highlight areas where Congress can support and170strengthen our military's most valuable asset: it's people.171 People are our most valuable asset. I think we should all172know that those who volunteer to serve in and out of uniform173are the backbone of our National Defense. This is a critical174discussion as we prepare for the National Defense Authorization175Act (NDAA) for fiscal year of 2026.176 I want to thank our witness for joining us today,177Lieutenant General Brian Eifler, Deputy Chief of Staff for178Personnel for the United States Army, Vice Admiral Richard179Cheeseman, Chief of Naval Personnel for the United States Navy,180Lieutenant General Michael Borgschulte, Deputy Commandant for181Manpower, and Reserve Affairs for the United States Marine182Corps. Lieutenant General Caroline M. Miller, Deputy Chief of183Staff for Manpower, Personnel, and Services for the United184States Air Force and Ms. Katharine Kelley, Deputy Chief of185Space Operations for Human Capital for the United States Space186Force.187 I'm glad to see our military refocusing on warfighting and188readiness after the previous Administration prioritized189diversity, equity, and inclusion (DEI) and abortion and other190progressive policies initiatives over lethality. One of the191reasons we're here today. This shift is already leading to192renewed enthusiasm for personnel for military services among193the American people.194 While I'm encouraged by the recent improvements in military195recruitment, I'm increasingly concerned about the quality of196the recruits we're bringing in. Many of the services have197lowered their standards to meet requirement goals. The Army and198Navy's Prep Courses have seen some success, but that success199only matters if they're actually raising the academic and200physical performance of our recruits. The caliber of men and201women we bring in directly affects readiness levels, and the202long-term strength and effectiveness of our military.203 I'd like the witnesses to address the effect that lowered204enlistment standards could have on long-term attrition and205readiness, and how you are ensuring you're not sacrificing206quality for quantity.207 I'd also like to address the health of the force in this208hearing. Military hospitals and clinics are facing staffing209shortages, leading to reduced access to care, which ultimately210impacts the health and retention of servicemembers and their211families. This combined with lower recruiting standards, means212the force is more susceptible to health issues like obesity and213mental health challenges. I'd like to hear what the services214are doing to ensure the health and readiness of their military215personnel.216 In recent years, this subcommittee has invested heavily217into the quality-of-life servicemembers ensuring they and their218families have the resources and support necessary to thrive,219both in and out of uniform. This remains a priority. However,220these investments will be undermined if we fail to address the221quality of recruitment and health of the force. Sustaining a222healthy and effective military goes beyond simply meeting and223recruiting missions. It requires a commitment to the well-being224and long-term readiness of every single servicemember.225 I thank all the witnesses for being here today. I look226forward to your testimony and Senator Warren now can give her227opening statement.228229 STATEMENT OF SENATOR ELIZABETH WARREN230231 Senator Warren Thank you very much, Mr. Chairman. Our232annual posture review hearing provides the department and the233military services the opportunity to discuss personnel234priorities for the coming year.235 It's also a chance for Members of this Subcommittee to236continue to address the major challenges confronting our all-237volunteer force. After all, our ability to defend ourselves and238defeat our adversaries depends on brave men and women stepping239up and volunteering to serve. I am pleased to see the military240services are making progress in addressing their recruiting241challenges since our last posture hearing.242 It's critical that we welcome and support anyone who wants243to serve their country. But in just the last 2 months,244President Trump has fired General C. Q. Brown and Admiral Lisa245Franchetti. It sends a chilling message about who is and who is246not welcome in our military. Secretary Hegseth has removed the247military's top legal advisors, and the Army has reportedly cut248training on combat medicine and the laws of war.249 Secretary Hegseth has announced plans to fire or push out25050 to 60,000 civilians, and he has already fired civilians who251do everything from acquisitions to missile defense to childcare252for military families. So, let's start with the civilian253workforce. As Secretary Hegseth told this committee during his254confirmation process, ``Civilians are important and provide255continuity and expertise to our armed forces.'' DOD civilians256are not just critical to supporting the military, they're also257a bargain for taxpayers.258 The most recent study from the Federal Salary Council,259found that civilian employees earned nearly 25 percent less260than their counterparts in the private sector. They come to261work because they believe in the most important mission we262have, and that is to keep Americans safe. But what are co-263Presidents Trump and Musk doing? Well, just last week,264President Trump signed an illegal executive order attacking265Federal unions and stripping Federal employees of their rights.266At DOD, this won't make us safer. This won't make us more267efficient. It will diminish morale and harm recruiting.268 The Department of Government Efficiency (DOGE) has plans to269slash the DOD workforce by 8 percent. The results will fall270into one of three buckets, and none of them are good. First,271the military manpower could be pressed into service to272accomplish the tasks that are more appropriately performed by273civilians or the Federal Government could pay billions more to274backfill these employees by using contractors or critical work275could just be left undone.276 So far, neither Elon Musk nor Secretary Hegseth has given277any indication of how they plan to deal with the workload that278these civilian employees currently perform. As part of the 8279percent planned reduction, Elon Musk has taken a chainsaw to280DOD's probationary workforce. Think about what that means. It281means firing workers who've been recently promoted or who've282been hired to fill a critical need, often to fill gaps283identified by Members of this very Committee.284 The law makes it very clear that the Secretary must make285sure that reductions do not jeopardize our national security,286specifically the law. 10 U.S.C Section 129a mandates that the287Secretary may not reduce the civilian workforce, ``Unless the288Secretary conducts an appropriate analysis of the impacts of289such reductions on workload, military force structure,290lethality, readiness, operational effectiveness, stress on the291military force, and fully burdened costs.''292 We have no indication that this analysis has occurred, and293I look forward to working with Members of this Subcommittee to294ensure that this Administration complies with the law. It is295also important for this Subcommittee to understand how damaging296the Trump administration's efforts to shut down the Consumer297Financial Protection Bureau (CFPB) will be for servicemembers298and their families. An entire division of the Consumer299Financial Protection Bureau functions as the cop on the beat to300enforce servicemembers' consumer rights, and it has been301remarkably effective.302 The CFPB has discovered more than $363 million in financial303scams directly affecting our servicemembers and veterans, and304it has gotten that $363 million returned directly to the305servicemembers and vets who were cheated. Dismantling the CFPB306will devaState the enforcement of the servicemember Civil307Relief Act and the Military Lending Act, which provides special308protections for servicemembers.309 For example, current law permits servicemembers to break310their lease if they are deployed or if their duty station is311transferred. The law also protects servicemembers from being312foreclosed on or having their car repossessed without a court313order. Without the CFPB to enforce these key laws,314servicemembers are now vulnerable to scams and predatory315practices that distract from the mission and undermine our316military readiness.317 I also continue to be concerned that this Administration318does not understand how essential women are to our military.319None of our military branches would have met their recruiting320goals if women had not volunteered, and we cannot afford to321dismiss the talents of more than half our population. I am very322concerned that this Administration is more focused on pushing323women out of combat roles and reinstalling a glass ceiling that324will only make us weaker.325 There are several topics I want to focus on with our326witnesses today. First, childcare. We need to make sure that327servicemembers have access to high-quality, affordable328childcare. The most recent Blue Star Family Survey confirmed329that ``Childcare continues to be a top barrier to employment330for Active Duty spouses.'' Failing to address these shortfalls,331threatens retention, and will drive out the military families332we need.333 Second, making sure that servicemembers receive the334benefits they deserve and are protected against predatory335companies. To thank servicemembers for the sacrifices they336make, Congress has created programs like the Public Service337Loan Forgiveness and Tuition Assistance program, making it338easier for servicemembers to get the education that they want339and that they need.340 I look forward to discussing how we can improve those341programs in a bipartisan fashion. I want to thank all of our342witnesses for being here today, and I look forward to your343testimony. Thank you, Mr. Chairman.344 Senator Tuberville. Thank you, Senator Warren.345 Now, we'll have opening statements from each of our346witnesses. General, you'd like to start?347348 STATEMENT OF LIEUTENANT GENERAL BRIAN S. EIFLER, DEPUTY CHIEF349 OF STAFF FOR PERSONNEL, G-1, UNITED STATES ARMY350351 Lieutenant General Eifler. Chairman Tuberville, Ranking352Member Warren, and distinguished Members of the Subcommittee.353Thank you for the opportunity to address you today.354 The Army stands ready to defend our Nation. Our Army can355provide combat power anywhere in the world to protect American356and allied interests. Our Army is lethal, cohesive, and ready.357We are proud, but we are not satisfied. The Army is358transforming its organizations and delivering technology to359keep up with the evolving battlefield. Continually transforming360means the Army is more adaptable, flexible, and lethal.361 The Army is moving forward under four focus areas that362directly address an increasingly volatile world. These pillars363are warfighting, ready combat formations, continuous364transformation, and strengthening the profession. Within these365four pillars, our team of professionals will execute all human366resource (HR) actions that directly support our most important367asset, our people.368 Under this framework, the goal is to improve, streamline,369and renovate how we do things in the H.R. community, to be370faster and more efficient. Our readiness for large scale combat371operations depends on it. As an example, we will focus on the372overhaul and revamping of our retention processes. This will373ensure quality over quantity, and provide leaders the right374skills for our formations.375 Next, we'll modernize our centralized promotion board376system and leverage artificial intelligence in an ethical and377responsible way to make sure we update the systems.378Additionally, we will work with this Congress to overhaul the379officer professional management system to make it relevant to380the current operational environment and the future.381 The Army remains committed to quality-of-life initiatives382to ensure our soldiers remain focused on their missions.383Barracks renovations, and modernization efforts are correcting384outdated housing, dining facilities are being updated to385provide more flexible and nutrition options. The Holistic386Health and Fitness Program (H2F) embeds experts directly into387our units to ensure peak performance. Recruiting will remain a388priority.389 The Army exceeded its fiscal year 2024 goal with over39055,000 new soldiers and is targeting 61,000 in this fiscal391year, and are currently on glide path to surpass without392lowering standards. With congressional support, we will keep393the Army on a sustainable strategic path as we transform for394the future. We will deliver ready combat formations with395advanced capabilities to defend our Nation and its interest.396 As we celebrate our 250th anniversary this year, I thank397you for your unwavering support of our talented soldiers,398civilians, professionals, and their families.399 [The prepared statement of Lieutenant General Brian S.400Eifler follows:]401402 Prepared Statement by Lieutenant General Brian S. Eifler403 Chairman Tuberville, Ranking Member Warren, distinguished Members404of this Subcommittee, thank you for the opportunity to appear before405you on behalf of the men and women of the United States Army. The406United States Army is amidst a fundamental transformation. We are407adapting and changing capabilities, force structure and recruiting408enterprise in order to recruit and retain the best talent for our All-409Volunteer Army. We are committed to upholding standards, merit-based410leadership, and are prioritizing safety and well-being of our411personnel.412 recruiting and accessions413 I am happy to report that the Army exceeded its Fiscal Year 2024414Regular Army accessions mission of 55,000 with over 1100 in the Delayed415Entry Program. This success comes after deliberate transformation of416Army recruiting and from the unwavering efforts of recruiters across417the country. We are building off last years momentum and started off418fiscal year 2025 with historic recruiting numbers. The Army is on track419to surpass fiscal year 2025 accessions goals and has already achieved42070 percent of its recruiting mission as we enter our busiest recruiting421season. We are doing this without lowering standards or sacrificing422quality.423 The Army is continuously transforming and refining its enlistment424and retention incentives to efficiently recruit and retain the best425talent. Active Army enlistment incentives encourage prospects to commit426to high-priority jobs for longer periods, building and sustaining427readiness. Qualified applicants can select from a menu of options that428include both monetary and non-monetary incentives, reflecting the fact429that potential recruits are motivated by a variety of different things.430This approach increases satisfaction for the individual soldier while431allowing the Army to more effectively meet its mission requirements. In432fiscal year 2024, the Army increased selection into priority MOSs by an433average of 19 percent while paying $200 million less in bonuses. There434were almost 5,000 more requests for non-monetary vs. monetary435incentives, and the two most popular options were Critical Skill436Military Occupational Specialty (MOS) selection and Station of Choice.437 While pursuing quality accessions, the Army remains committed to438retaining its best and brightest talent. The Army is modernizing its439Enlisted Retention program to remain competitive with the other440services and the private-public sector. These efforts include441professionalization of 79S MOS Career Counselor and the use of current442Data Analytics to inform quality retention targets.443 As a result of our wide-range of flexible incentives, many choose444to serve for an additional 1-to-3 years. In fact, during fiscal year4452024, the Regular Army retained 62,500 soldiers (114 percent) of the446target objective of 54,700. The United States Army Reserve retained44711,700 of 12,000 (97.5 percent) and the ARNG retained 38,500 of 39,500448(97.4 percent). As of 31 January 2025, all components retained above449their year-to-date (YTD) targets. The Regular Army retained 19,000 (131450percent) of the 14,500 fiscal year 2025 YTD target. The USAR retained4517,000 (108 percent) of their 6,500 target and ARNG retained 14,000 (119452percent) of 11,800 target.453 innovative talent management454 The Army continues to modernize its Talent Management Program to455ensure we have the right soldier, in the right place, at the right456time. To achieve this, we've implemented a comprehensive, data-driven457approach and published an updated Talent Framework. This framework458identifies 137 knowledge, skills, and attributes (KSAs) essential for459success in modern Army jobs. It provides a common language for talent460management and allows us to better understand the strengths of each461individual within the Total Force.462 The Army is modernizing its personnel processes by leveraging463analytics, robotic process automation, and machine learning to optimize464talent decisions while returning time and resources to line formations.465This effort has spurred a more comprehensive transformation of the466promotion and evaluation process, with objectives to 1) improve the467quality of candidates selected for promotion; 2) reduce manpower468requirements for operating promotion boards; 3) reduce cognitive load;469and 4) increase the transparency of the centralized board process. Our470approach combines the strengths of analytics and human judgment, using471technology to support and inform decisionmaking, while maintaining472human involvement as the final arbitrators of all personnel decisions.473 Additionally, we've established the first Army Talent Assessment474Strategy. This strategy will guide the development of an assessment475ecosystem that measures the KSAs outlined in our framework. This new476approach will enable data-driven, informed talent decisions that are477related to recruitment, development, and retention. Beyond the478framework, we are pursuing innovative programs to directly enhance our479talent management and innovation capabilities with a focus on480increasing efficiency and reducing redundancy of our processes, while481facilitating the lethality of the force through access to modern and482innovative developmental resources and tools.483 The Army Coaching Program provides leaders at all levels with484dedicated, trained coaches. These coaches empower self-development,485guide professional goals, enhance performance, and help individuals486navigate critical career transitions. Since 2020, this program has487trained more than 300 Army Coaches and provided coaching to more than4886,000 personnel. We are strategically expanding this program to focus489on key areas like Army Recruiting, Human Resources, and trainer490development.491 Finally, the Army is also piloting a Career Mapping Tool. This492innovative tool is revolutionizing career planning for soldiers,493Officers, and Civilians. By leveraging individual interests, KSAs, and494career aspirations, this tool provides personalized career roadmaps,495empowers individuals to make informed decisions about their future,496while also enabling leaders to identify growth opportunities for their497subordinates and better understand the talent within their formations.498More than 5,000 members of the Total Force have already used this tool,499providing overwhelmingly positive feedback.500 leader selection and personnel system modernization strategies501 The Command Assessment Program (CAP) remains focused on objective502assessments and informing merit-based selection for O-5 and O-6503command, Brigade Command Sergeant Major, and key leader positions. CAP504collects, synthesizes, and uses objective and relevant data to inform505the command and key billet slating decision process. It provides506individualized feedback and executive coaching. The program assesses507approximately 2,000 candidates annually to select the Army's most508capable leaders and inform their alignment against half of the field-509grade commands and key leader positions every year. The top third are510selected for command, reflecting the Army's unwavering commitment to511merit-based leadership.512 As CAP has matured, the Army has seen a decrease in the number of513high-risk candidates certified for command. The U.S. Air Force and the514U.S. Navy are beginning to develop their own command selection system,515inspired by the Army's success. Additionally, the British Army used CAP516to develop their One Star Command Assessment Program to select517brigadier generals.518 The Army invests a great deal into its officer corps to ensure that519leaders uphold the Army values, can make strategic decisions, and are520ready to command in combat. The Army is committed to retaining that521talent and is transforming the Officer Retention Program. We do this by522incentivizing high performers through monetary and non-monetary tools,523incentivizing service beyond Active Duty service obligations and by524reviewing and modernizing the Officer Personnel Management System XXI.525 the integrated personnel and pay system--army (ipps-a)526 IPPS-A is the Army's online Human Resources (HR) solution to527provide integrated HR capabilities across all Army Components. It528provides a platform to align with the Army's efforts to sustain a529ready, effective, efficient, and lethal force to support the Nation.530Next, the system will be modified to complete all movement order types531for the Total Force, facilitating Audit 2028 requirements. Finally,532IPPS-A projects to release one-time payments for Army military pay533starting in fiscal year 2026. One-time payments include Death Gratuity534Payments, adoption reimbursement, and Temporary Lodging Allowance.535 Within IPPS-A, the Army is transforming talent management, by536offering a suite of features designed to enhance force readiness and537improve the soldier experience. Enhanced auditability is achieved by538automating transactions and creating detailed logs, ensuring539responsible resource management and compliance with auditing standards.540Total Force Visibility is made possible for the first time through a541single, centralized platform for viewing personnel data across all Army542components, providing leadership with critical insights for strategic543planning.544 IPPS-A empowers soldiers with 24/7 mobile access to their records,545enabling them to view information, submit requests, and track their546progress with ease. This increased transparency extends to all aspects547of a soldier's career, from tracking promotion points to managing the548retirement process. The integrated Customer Relationship Management549System streamlines communication with H.R. professionals, allowing550soldiers to find answers and resolve issues efficiently. Additionally,551the Streamlined Talent Marketplace optimizes talent management by552connecting soldiers with assignments that match their skills and553aspirations.554 With the upcoming integration of DD214/214-1 forms and automated555one-time payments, IPPS-A will further streamline transitions for556separating soldiers. This widespread adoption and proven ability to557process millions of transactions accurately demonstrates IPPS-A's558progress toward creating a more agile, ready, and soldier-centric559force.560 transition assistance program561 The Army's commitment to caring for its people through the562Transition Assistance Program (TAP) is multi-faceted and designed to563support soldiers during a crucial period of their lives, their564separation and departure from the Service. By providing comprehensive,565personalized, and ongoing support, the Army prepares soldiers to become566veterans. During the transition, soldiers and their families are567prepared for building successful civilian lives through varied career568opportunities from civil service to becoming an entrepreneur. We've569learned that our best recruiters for the next generation of soldiers570are those who came before, the last generation of soldiers and our571Soldiers for Life.572 TAP is dedicated to supporting soldiers as they transform into573civilian life. The TAP process begins with an initial assessment with574counseling, employment and education workshops, and seminars to help575soldiers achieve Career Readiness Standards, which are mandated by law576and policy. The program ensures that soldiers are well-prepared for577their next chapter, whether it involves furthering education,578employment options, or other pursuits. The TAP provides life-long579learning, critical skills and empowerment tools to the servicemember,580tools they will take with them along the journey into civilian life.581 career skills program (csp)/ skillbridge (sb).582 On average, 10 percent of transitioning soldiers participate in a583CSP/SB. About 7,250 CSP/SB applications were submitted during FY24, of584which 58.9 percent of the graduates were junior enlisted soldiers (E-1-585E-6), 17.5 percent were senior Enlisted Non-commissioned Officers (E-7-586E-9), 14.9 percent were Warrant Officer/Company-grade Officers, and 8.7587percent were field-grade officers.588 The Army recently revised the program to ensure junior enlisted589soldiers receive the maximum benefits of the program with the lowest590barriers to usage. While any separating servicemember may participate,591more senior-ranking soldiers and officers require approval from the592first general officer in their chain-of-command. This ensures that593funding is maximized by junior enlisted, the population who needs these594career enhancing opportunities the most.595 response to reductions across the civilian workforce596 In response to the President's Executive Order ``Implementing the597President's `Department of Government Efficiency' Workforce598Optimization Initiative'' as well as OPM and OMB's memorandum599``Guidance on Agency RIF and Reorganization Plans'', the Army has been600focused on reshaping the force by maximizing existing voluntary601separation and recruitment restriction tools at our disposal.602Specifically, we continue to comply with the DOD hiring freeze and are603finalizing a process to ensure no vacant civilian position is filled,604and no new civilian positions are created, except in cases where605exemptions are approved by the Secretary of the Army. In addition, we606continue to support and facilitate the voluntary separation (through607either resignation or retirement) of thousands of civilian employees608from the Army's rolls via the OPM Deferred Resignation Program (DRP).609The Army has also been evaluating its year-to-date use of Voluntary610Early Retirement Authority (VERA) and Voluntary Separation Incentive611Pay (VSIP) and determining the extent to which opening one or more612VERA/VSIP windows would further assist in right sizing the civilian613force. Our use of these tools aligns with the Administration's614directive to streamline the Federal workforce and ensure effective615resource allocation.616 The Army works closely with the commands to ensure our workforce617can maintain the readiness and capabilities that the Army must have to618meet its missions worldwide.619 conclusion620 The Army remains focused on its mission: to fight and win our621Nation's wars. To meet our mission requirements, we rely on Congress's622support as we modernize and refine our workforce. This relationship and623these investments in our people will ensure the Army's readiness today624and into the future.625 The Army's number one priority is warfighting--with our people626being our most important resource. The people of the United States627Army--these soldiers who serve our Nation, both in and out of uniform,628along with the families and Army civilians who support them --are our629strength and our legacy. Congressional support for our Army enables our630ability to transform our force while showcasing our abilities and631offering opportunities to allow careers and Families to flourish.632 Thank you for your generous and unwavering support of our633outstanding soldiers, civilian professionals, and their families.634635 Senator Tuberville. Admiral.636637STATEMENT OF VICE ADMIRAL RICHARD J. CHEESEMAN JR. USN CHIEF OF638 NAVAL PERSONNEL, N-1, UNITED STATES NAVY639640 Vice Admiral Cheeseman. Chairman Tuberville, Ranking Member641Warren, and distinguished Subcommittee Members. Thank you for642the opportunity to testify today, representing the incredible643sailors and families of our United States Navy.644 Supporting me today is my Senior Enlisted Advisor, Fleet645Master Chief Delbert Terrell, who provides wise counsel on all646issues whether officer enlisted or civilian. It is those647sailors and civilians that we both serve who are on duty around648the clock and around the globe, a lethal fighting force working649to deter aggression, particularly in the Red Sea, Eastern650Mediterranean, and Western Pacific.651 Continuing Resolution (CR) 2025 funds a thorough strategy652driven Navy budget that is focused on delivering resources to653ensure our naval forces remain ready, resilient, and agile to654execute national tasking, and preserve peace through strength.655I thank you for your support within CR 2025, that helps Navy's656recruiting and retention efforts, as well as our quality-of-657service initiatives writ large. They are making a difference,658and I encourage continued congressional support in these areas659for fiscal year 2026 and beyond.660 Navy recruiters had a historic 2024, contracting more661sailors than in any given year since 2003. We exceeded our662increased contracting goal by implementing real time data663informed processes, capitalizing on the Future Sailor Prep664Course, streamlining medical waiver reviews, increasing the665quality and number of recruiters, and identifying and removing666barriers to recruiter productivity. As a result, we are on pace667to exceed our fiscal year 2025 recruiting goal of 40,600 future668sailors.669 I remain focused on ensuring our schoolhouse supply chain670is ready to receive this influx of motivated students, and we671are ensuring every future sailor receives the training they672need to be ready on day one in a fiscally responsible,673efficient, and effective manner. Additionally, we continue to674exceed retention forecast across all zones, in part due to675consistent congressional support in funding sailors? special676incentive pay and bonuses.677 Sea Duty manning is an essential element of our operational678readiness, and I know our chronic shortfalls impact job679satisfaction and retention. We are driving barrier removal680across the enterprise, and we can now predict a steady drop in681gaps at sea over the next 18 months. My goal remains achieving682100 percent rating fill by 2027.683 Our sailors, civilians, and their families are the backbone684of our navy. It is our duty to take care of them by delivering685the highest standards of quality of service. We must build686great people, great leaders, and great teams to innovate, solve687hard problems, and dominate in combat. Our sailors stand ready688as a lethal fighting force to deter or confront any adversary.689You and every American can be proud of your Navy and this team.690 This is my last scheduled hearing in front of this body as691I retire later this summer. It's been a privilege to serve in692this role over the last 3 years, and I sincerely thank all the693Members of this Subcommittee and the staff for your continued694support. Thank you.695 [The prepared statement of Vice Admiral Richard J.696Cheeseman follows:]697698 Prepared Statement by Vice Admiral Richard J. Cheeseman Jr.699 introduction700 Good afternoon Chairman Tuberville, Ranking Member Warren and701distinguished Members of this Subcommittee. On behalf of all of the men702and women of your United States Navy, thank you for the opportunity to703appear before you today.704 Our Navy builds great people, great leaders, and great teams to705innovate, solve hard problems, and dominate in combat. Our sailors706stand ready as a lethal fighting force to deter or confront any707adversary. We will always evaluate and enhance our capability to708attract, develop, and manage a talented workforce. Ultimately, the709Navy's success in combat is dependent on the strength of our Navy team.710 Navy thanks the bipartisan support from Congress, and the work of711this Subcommittee in particular, for passing P.L. 118-159, the712Servicemember Quality of Life Improvement and National Defense713Authorization Act for Fiscal Year 2025 (FY 2025 NDAA). The fiscal year7142025 NDAA grants us several authorities to use to increase readiness715and sustain our Culture of Excellence. Another example is the enhanced716capabilities given to Navy to manage our servicemembers such as717allowing officers to opt-out of selection board considerations to718complete certain assignments, advanced education, or career progression719requirements delayed by an assignment or education goal. Navy must720maintain a strong foundation of our most critical strength, our highly721trained and skilled personnel in order to enhance lethality and722readiness.723 When I first testified to this Subcommittee, I assured you that we724would continue to evaluate and improve our capabilities to achieve our725mission of attracting, developing and managing the talent to ensure our726advantage at sea while providing exceptional service to military and727veteran families, caregivers and survivors. As I look back on my728journey in charge of our Navy's greatest asset, I am proud of what our729team has accomplished and encouraged for the future of our fighting730force.731 our sailors732 Thanks to the incredible performance of our recruiting nation, who733utilized all statutory authorities, levers and data available, we not734only met but exceeded our mission in fiscal year 2024, contracting73540,978 future sailors, the highest number since 2003. We continue to736drive toward increased accession missions to meet the requirements of737the Fleet; our fiscal year 2025 mission is 40,600, which we are on738glideslope to meet and exceed this year. Our recruiting initiatives,739coupled with enhanced retention levers, will promote improvements in740our manning goal of 100 percent enlisted rating fill by the end of7412026, which will directly translate to reducing our 20,000 operational742gaps at sea. We expect to start seeing that progress on the waterfront743later this Spring.744 The fiscal year 2025 budgeted end strength reflects the continuing745recovery to meet Fleet requirements and is achievable given the current746recruiting environment and shipping capacity. Projected execution and747requirements of the Fleet are greater than what is currently budgeted748as Navy will maintain recruiting goals necessary to further reduce the749gap to Fleet requirements.750 recruitment751 Building on the success of our recruiting efforts in fiscal year7522024, the Navy implemented a comprehensive strategy to further enhance753recruitment for both enlisted sailors and officers. We achieved this754improvement by implementing data informed processes throughout the755recruiting enterprise. Navy established a Recruiting Operations Center756to monitor data in real time, implemented the Future Sailor Preparatory757Course to improve accession success, streamlined medical waiver758reviews, increased the quality and number of recruiters, adjusted759recruiting goal incentives, improved marketing processes, and760identified and removed barriers to recruiter productivity. These761changes are sustainable. As a result, Navy is on pace to exceed our762fiscal year 2025 recruiting goal of 40,600.763 We continue to explore innovative strategies to attract qualified,764motivated individuals. Navy is maximizing its pool of recruits with the765physical and academic Future Sailor Preparatory Courses, as well as by766expanding our reach through partnerships and traditional and mixed767media marketing. We are maintaining our standards as every recruit must768complete the same training at boot camp and meet all qualifications for769his or her assigned rating.770 Navy Recruiting Command (NRC) achieved 99 percent of the Active771Component Officer mission in fiscal year 2024, falling slightly short772in Nuclear Propulsion Officer Candidate (NUPOC) and Medical. NRC is now773using data-driven production reviews to ensure accountability and774adherence to recruiting directives. These data-driven decisions are a775direct result of NRC's enhanced use of our enterprise-wide Customer776Relationship Management (eCRM) system to improve candidate tracking,777offering a more intuitive interface and user-friendly dashboards.778Finally, our strengthened partnerships with Chaplain, Medical, and779Nuclear community leaders enabled a more targeted outreach and780specialized recruitment strategies to build a strong talent pipeline.781 talent management782 Continued investment in Force Development (FD) is critical to783ensuring our sailors receive the advanced, comprehensive, and effective784training and education they need--whether on the job, during785deployment, or in their off-duty hours. The Navy is committed to786expanding and modernizing education, professional development, and787training to enhance sailor performance and Fleet readiness. Our788programs provide a continuous learning path that develops the skills789and knowledge sailors need to succeed throughout their careers. To790build and retain combat-ready Warfighters, the Navy offers rewarding791career paths, advancement opportunities, and leadership development,792supported by a strong performance management system. Furthermore, we793are modernizing our talent marketplace, shifting from a vacancy-driven794advancement system to a billet-based approach, which offers sailors795more choice in their assignments while better aligning with the Navy's796operational needs and enhancing mission outcomes across the force.797 We continue to develop a more robust enlisted talent marketplace798focused on flexible, streamlined, and responsive community and career799management. MyNavy H.R. is adopting a talent management approach that800better values strengths, skill portfolios (to include proficiency and801experience), and career development aligned with the Navy's operational802needs. This is being achieved through the Detailing Marketplace803Campaign Plan (DMCP), with continued emphasis on Billet-based804Advancement (BBA). BBA aims to align the Navy's advancement and805distribution systems, ensuring commands have stable personnel806assignments and sailors have the experience and obligated service to807complete their tours. This merit based process matches sailors with808Navy job requirements and skillsets, advancing them to the new paygrade809once they accept, obligate, and report to the new command, while810supporting informed career decisions and meeting critical manning811needs.812 Our officer talent management efforts continue to benefit from the813authorities provided by Congress in the Defense Officer Personnel814Management Act, to include promotion merit reorder, expanded815continuation authority and expanded officer spot promotion authority.816To enhance leader development, we utilize the Navy Leadership817Assessment Program (NLAP), which is a data-driven initiative process818that provides valuable insights into the strengths, vulnerabilities,819the potential of officers, and complements existing command820qualification processes. The program, developed in collaboration with821the Office of Naval Research, uses a standardized leadership competency822model and includes technical solutions to automate and visualize data823for screening boards. As NLAP moves forward, it will expand to include824more Type Commanders, integrating lessons learned and tailoring the825program to meet specific community needs while maintaining rigorous826scientific standards.827 retention828 Navy is dedicated to retaining our most capable sailors; retention829is a critical component of achieving our end-strength goals. To that830end, we leverage monetary and non-monetary incentives, including831Selective Reenlistment Bonuses, suspension of High Year Tenure Length832of Service gates, the Retention Excellence Award and Best in Class833program, and enhanced exit and milestone surveys which focus our834retention efforts. As a result, enlisted retention remains healthy. We835exceeded our fiscal year 2024 retention benchmark forecasts in zone A836(0-6 years), zone B (610 years), and zone C (10-14 years). Navy837continues to meet or exceed its retention benchmark forecast for fiscal838year 2025.839 These efforts are improving manning in critical billets at sea and840ashore, ensuring we have the right people in the right places to841maintain our operational readiness. We regularly review compensation842packages to ensure we remain competitive in a tight labor market,843positioning the Navy as an employer of choice. The latest Department of844Defense Quadrennial Review of Military Compensation highlights that our845compensation package is strongly competitive with the civilian846employers.847 While officer retention remains a challenge in specific career848fields, we appreciate the continued support of Congress in supporting849our budget to preserve monetary retention incentives in areas such as850Aviation, Explosive Ordnance Disposal, Surface Warfare, Submarine851Warfare, Naval Special Warfare, and Health Professions Officers.852 Ship manning is an essential element of operational readiness, but853it also impacts job satisfaction and retention. Since 2015, Navy has854increased the number of authorized billets on at-sea units, but at-sea855manning has not kept pace with that growth. At the beginning of fiscal856year 2025, Navy had a shortfall of sailors relative to at-sea billets.857Our recruiting and retention efforts will drive progress toward our858primary manning goal of 100 percent enlisted rating fill by the end of8592026. Gaps at sea have fallen from 15 percent to 13 percent, although860this metric trails recruiting successes by the length of time it takes861for new accessions to complete training and report to the Fleet.862 The Navy continues strong emphasis on quality of life improvements,863such as expanded family support programs, improved housing, and more864robust mental health resources, as we know that this affects sailors'865retention decisions. Additionally, Navy Personnel Command recently866spearheaded targeted efforts to discuss and influence sailor intentions867ahead of stay/go decision points, leaning in on how we might868accommodate career options to retain them. These combined efforts help869to build a more resilient, experienced, and sustainable force for the870future.871 quality of service872 The Navy recognizes and values the service and sacrifice of our873sailors around the world. As such, it is our duty to take care of our874sailors and families by delivering the highest standards of Quality of875Service (QoS) they deserve. MyNavy H.R. continues to be an active876member of the VCNO-established QoS Cross-functional Team to identify877and address issues that result in an inadequate experience for our878sailors.879 MyNavyHR remains focused on providing sailors with a meaningful880sea-going experience during their initial tour. We identified off-ship881career growth opportunities for sailors stationed on aircraft carriers882undergoing Refueling and Complex Overhaul (RCOH). We conducted Fleet883Manpower Requirements Determination (FMRD) studies to ensure the right884manpower mix for mission readiness. Moving forward, we will hold885proactive manning summits to reduce sailor tour lengths on operational886assets in industrial environments. In addition, we also issued a policy887establishing tour length guidelines for first-term sailors in RCOH or888extended shipyard periods, addressing manning levels, special handling889for communities like nuclear-trained sailors, and sailors volunteering890to stay.891 Taking care of our sailors is a top priority, and that includes892offering those in non-deployable status meaningful and challenging893assignments that align with their skills and career goals. To help keep894talented sailors during times when they cannot deploy, the Navy895launched the EMPLOY program. EMPLOY is a new process that happens896before a sailor--whether officer or enlisted--gets formally considered897by a Medical Evaluation Board (MEB) for entry into the Disability898Evaluation System (DES). The EMPLOY Board decides if a non-deployable899sailor can continue serving in important, mission-focused roles900onshore, either in the U.S. or overseas, instead of entering the DES901process. Through this program, detailers and Community Managers work902with sailors to explore career path changes, like switching to more903shore-based specialties. This initiative helps the Navy retain sailors904with valuable skills, knowledge, and experience that are essential to905our warfighting mission.906 mynavy h.r. service delivery and it drivers907 The Navy is focused on improving performance, integrating Active908and Reserve components, increasing productivity, ensuring auditability,909and driving cost efficiencies in personnel readiness. This910transformation leverages data-driven decisionmaking to optimize talent911distribution and enhance H.R. services for over 400,000 sailors and912their families. In fiscal year 2024, the Navy achieved historic lows in913transaction times, resolving military pay cases in 3 days, travel914claims in 2 days, and activity gains and losses in 2 days. We also915ensured DD-214s were delivered 60 days before separation when submitted916on time. Additionally, the implementation of eCRM streamlined917processes, improved sailor service, and reduced burdens on both sailors918and the workforce. Significant progress was also made in auditability919and financial management, with positive results from the independent920Public Auditor.921 By integrating advanced technologies and data-driven solutions, the922transformation seeks to streamline personnel management processes such923as pay, benefits, career management, and training. This initiative924replaces outdated systems with more agile, secure, and user-friendly925platforms, empowering sailors to manage their careers more effectively926while enabling leaders to make better-informed decisions. Ultimately,927IT transformation will enhance overall mission readiness by optimizing928H.R. operations through innovation and technology.929 advancing our culture of excellence930 Our sailors and their families deserve to serve in an environment931of trust, respect, and connectedness. The Navy's drive at sustaining a932Culture of Excellence (COE) prioritizes command culture alongside933combat readiness. Our COE prepares sailors to operate in uncertain,934complex, and rapidly changing environments by ensuring every member of935the Navy team--sailors and civilians--has the opportunity to become the936best version of themselves as they work to preserve the peace, respond937in crisis, and win decisively in combat. We are keeping sailors aware938of best practices learned from the Fleet, among other insights aimed to939enhance sailors' everyday lives. Specifically, we are (1) setting clear940standards and measures, (2) providing education and training, starting941with commands, then scaling up/down the career continuum, (3)942practicing standards and measures through development forums, for the943individual and unit, (4) incentivizing through talent management, and944(5) awarding at the unit and individual levels.945 The Navy is unwavering in its commitment to taking care of its946sailors, recognizing that primary prevention is our best defense947against suicide and sexual assault. The Navy Suicide Prevention Program948prioritizes sailors' well-being by offering critical resources, stress949management tools, and guidance to help recognize and address suicide950risks early. Through initiatives like Embedded Mental Health programs,951the Sailor Assistance and Intercept for Life (SAIL) program, and the952Suicide-Related Behavior Response and Postvention Guide, the Navy953fosters a culture of support and connection, empowering leaders to954promote mental health and resilience within their units. Similarly, the955Navy's Sexual Assault Prevention and Response (SAPR) program is956grounded in the belief that any occurrence of sexual assault is957unacceptable, emphasizing prevention, education, and training while958ensuring 24/7 worldwide reporting and comprehensive victim care. The959Navy remains committed to accountability and building a culture where960sailors feel supported, safe, and valued, ensuring that every sailor961has the resources they need to thrive.962 conclusion963 We will continue to recruit and retain talented, dedicated964Americans to ensure Navy will remain the strongest, lethal fighting965force. We will also deliver the quality of service that our sailors and966families deserve. I greatly appreciate the partnership with this967Subcommittee and other Members of Congress to maintain our strong968warfighting teams over my past 3 years, and I am especially grateful969for the work of the professional staff members, who enabled open and970transparent communications. It is my greatest hope that we can continue971our collaborative relationship as I transition with my relief, when972confirmed. It has been the honor of a lifetime to serve as the Chief of973Naval Personnel and more importantly as a uniformed member of the Naval974Service. On behalf of the United States Navy and their families, I975thank you for your sustained commitment and unwavering support as we976look toward the Navy of the future.977978 Senator Tuberville. Thank you, Admiral. General979Borgschulte.980981 STATEMENT OF LIEUTENANT GENERAL MICHAEL J. BORGSCHULTE USMC,982 DEPUTY COMMANDANT FOR MANPOWER AND RESERVE AFFAIRS UNITED983 STATES MARINE CORPS984985 Lieutenant General Borgschulte. Chairman Tuberville,986Ranking Member Warren, and distinguished Members of the987Subcommittee, I am honored to appear before you and tell the988Marine Corps story through the personnel lens.989 The Marine Corps approaches the challenges of this critical990manpower portfolio with a singular focus, and that is991delivering combat-credible lethal forces to operational units992wherever they are needed. Every decision we make, whether993that's through recruiting, retention, assignment, or policies994are evaluated through the lens of lethality.995 Today, your Marine Corps has over 30,000 marines996operationally deployed in over 35 countries across the globe.997These marines are supporting our Nation's campaigning efforts,998underpinned deterrence, under the banner of peace, through999strength, and ready to respond when called upon. Sustaining1000this high State of warfighting readiness depends entirely on1001our ability to recruit and retain those lethal warriors. I'm1002pleased to report that we continue to win on the recruiting1003front and we will make mission again this year.1004 We've achieved these recruiting goals while exceeding all1005DOD quality standards without lowering and without ever1006compromising those standards that define us, the marines. We1007believe our discipline culture, our warfighting ethos and high1008standards, attracts the competitive high performing Americans,1009that we need to fill our ranks with tough, smart, and gritty1010marines.1011 The retention of our marines has also reached historic1012heights this year. We've exceeded last year's unprecedented1013numbers, and just this last week we surpassed a hundred percent1014of the retention goals that we need, and we're not stopping.1015This marks the highest number and highest quality we've1016retained of marines in decades and proves that warriors that1017earn the title marine want to stay marine and are proud to1018protect and defend the Nation that we love.1019 I'd also like to thank you, each of you on this1020Subcommittee for your ongoing support in providing each of the1021services with the tools that make these successes possible.1022Financial incentives, quality of life initiatives, school1023access, family support programs, and many, many more, make a1024difference when a young American decides to become a marine or1025stay a marine.1026 Now I'm going to go a little bit, step further with a1027request. If you have sons or daughters or family members or1028friends that you think have what it takes to be a marine, I1029know a general, they can make that happen. I'll leave a bunch1030of business cards out here after testimony so we can get in1031contact with me.1032 But after all this success talk, I'd be remiss if I didn't1033stress this. We can't stop here. The success each service is1034going to highlight today, which has been fantastic, it remains1035fragile. The force depends not only on resources, but on1036something more enduring. That's the value of military service.1037 Our Nation must reawaken a sense of purpose around serving,1038around being part of something bigger than self. I ask you to1039help us restore the value and prestige of service in the eyes1040of our fellow citizens.1041 In closing, I'll ask that we all continue to commit to1042attack each key decision through the lens of lethality and1043warfighting excellence. Our marines and our Nation are counting1044on it. I look forward to your questions today. Semper Fidelis.1045 [The prepared statement of Lieutenant General Michael J.1046Borgschulte follows:]10471048 Prepared Statement by Lieutenant General Michael J. Borgschulte1049 introduction1050 Chairman Tuberville, Ranking Member Warren, and distinguished1051Members of the Subcommittee, it is my privilege to appear before you1052today to provide testimony on Marine Corps personnel. Our Commandant1053has provided clear guidance on Marine Corps priorities and the1054individual marine remains the bedrock. We will continue to focus on1055recruiting the best and most qualified young Americans who seek the1056challenge of becoming a marine. We will invest in their personal and1057professional development and retain the very best who demonstrate the1058courage, discipline, critical skills, and ethos that make the Marine1059Corps the Nation's most lethal warfighting organization.1060 marine corps efficiency1061 The Marine Corps has always been a lean organization. We do not ask1062for more than we need, and we hold sacred the funding which the1063American people trust to us. We are proud to report that we attained a1064clean audit in fiscal year 2023--the first in the Department of1065Defense's history--and sustained that clean audit in fiscal year 2024.1066We accomplished this with a great deal of hard work and dedication and1067by leveraging and modernizing our technology--automating our system1068interfaces and streamlining the functionality of our systems and1069related business processes. What it means is that, when the Corps is1070provided a taxpayer dollar, we can show where and how it has been1071invested--a responsibility we take very seriously. Readiness for the1072warfighter means being accountable for our assets, knowing where they1073are, and in what condition they can be found, at a moment's notice. The1074Marine Corps' commitment to combat readiness, lethality,1075accountability, and discipline are enhanced with every dollar with1076which we are entrusted.1077 recruiting1078 The significance of Marine Corps recruiting efforts is highlighted1079by the fact that all officer, enlisted, regular, Reserve, and prior1080service recruiting efforts fall under the Marine Corps Recruiting1081Command (MCRC), the Commanding General of which reports directly to the1082Commandant of the Marine Corps (CMC).1083 Despite continued challenges, we are winning at recruiting. Your1084Marine Corps once again made its recruiting mission in fiscal year 20241085and is currently on track to meet it again this fiscal year. Service as1086a marine continues to attract those who meet our standards and aspire1087to prove themselves worthy of earning the title. Importantly, we have1088achieved our recruiting missions while exceeding all DOD quality1089standards; we will not lower our standards.1090 We must collectively ensure the health of our All-Volunteer Force1091and the strategic advantage it provides--talent, capability, and1092warfighting excellence. The CMC remains committed to providing1093resources and sending the very best marines to become recruiters in1094order to achieve the accession mission while sustaining quality and1095standards. One in four of our general officers have been recruiters1096during their career, and we pride ourselves in assigning a sergeant1097major to every recruiting station, and a recruiter to every zip code in1098our Nation. This is the bedrock of successful Marine Corps recruiting.1099 We are thankful for this Committee--and to all of Congress--for1100passing into law an increase in tuition assistance for our Platoon1101Leaders Course. This will help to modernize a program which aims to1102attract more highly qualified officers earlier in their educational1103endeavors. This will greatly assist our Officer Selection Officers in1104their efforts to find the next generation of marine leaders.1105 Despite our success, we must remain mindful of the long-game--that1106recruiting will continue to be difficult into the future. Our delayed1107entry program is where these future marines are first trained and1108educated on what it takes to be a marine. Historically, we have started1109each fiscal year with a pool of approximately 50 percent of our1110recruiting mission. In fiscal year 2023, this fell to 22 percent, as we1111leveraged the pool to ensure mission accomplishment. This required1112marine recruiters to focus on finding individuals to ship in the near-1113term, impacting their time to physically and mentally prepare for the1114rigors of the transformation process to marine. The good news is that1115we built the pool back up to 28 percent last year and are on track to1116be well over 30 percent this year. Our success has been the combined1117results of leadership, increasing our recruiting force, re-aligning1118recruiters and recruiting assets, increased advertising, and efforts to1119streamline applicant medical processing.1120 The Marine Corps advertising program is essential to building1121awareness among high quality populations that are increasingly1122unfamiliar with military service. Advertising funds repay many times1123over, producing lower first-term attrition, higher quality marines, and1124increased readiness. Robust and sustained advertising funding is1125essential, now more than ever.1126 We thank Congress for its continued support for recruiter access to1127high schools and colleges. The Fiscal Year 2024 National Defense1128Authorization Act (NDAA) provided additional timeliness guidelines for1129recruiter access to directory lists. However, continued vigilance is1130essential to ensure that recruiters have consistent and quality access1131to ensure the ability to recruit the best. The single biggest reason we1132hear from young people for not joining the Corps is that they simply1133were not made aware of the opportunity. Maintaining meaningful access1134to high schools and student directories remains a top priority for the1135Marine Corps. We will certainly continue to come to Congress with new1136ideas to further improve recruiting.1137 retention1138 As a result of Force Design, we shifted from a ``recruit and1139replace'' to an ``invest and retain'' model with immediate positive1140results. We are transitioning to a more experienced enlisted force1141characterized by increased retention and contract utilization; this1142will give us the technical and leadership intensive skills necessary on114321st-century battlefields. At the same time, the service is increasing1144investment in quality of life and quality of service initiatives most1145closely related to the care and retention of marines and their1146families. Major reform initiatives implemented in recent years such as1147the Commandant's Retention Program and the extended first term1148alignment plan retention model are continuing to secure our highest1149performing marines for reenlistment at earlier points in their career.1150At the same time, we are implementing new initiatives such as the1151Enlisted Career Designation Program, which, for the first time this1152year, will offer our most experienced marines the opportunity to1153reenlist for the duration of their careers, rather than force them to1154reenlist at regular intervals. All efforts are focused on sustaining1155combat readiness by increasing the number of trained, experienced, and1156deployable marines across the total force.1157 Overall, we are retaining marines with the right skills and talent1158at a historic pace. This reinforces that once an individual becomes a1159marine, they want to ``stay marine.'' We achieved historic retention in1160fiscal year 2023 and fiscal year 2024 and we will exceed mission again1161in fiscal year 2025. The desire for continued service speaks to our1162ethos--being part of a team, accomplishing the mission, taking care of1163one another, and serving something bigger than self. It reinforces that1164marines value their service to our Corps and Country and the high1165standards we demand of our marines.1166 Key components of our retention strategy are re-enlistment bonuses1167and quality of life initiatives; we thank you for your support of1168these. One main initiative for your marines in the strategic Indo-1169Pacific area of operations was very simple--to allow shipment of more1170than one vehicle when a marine had a family member of driving age. This1171authority supports the marine, the spouse who needs to get to work or1172transport a child to childcare, or the spouse or child that needs to1173get to school. It is a big deal to those who we send to these remote1174locations overseas.1175 Despite these successes, the retention environment is competitive.1176We continue to experience challenges retaining certain communities,1177like aviation, cyber, and some of our intelligence specialties. Of1178particular importance is aviation retention. Assessments have shown1179this must be viewed holistically and cannot be solved by bonuses alone.1180We are exploring monetary and non-monetary incentives, to include1181improving aircraft readiness rates and flying hours, and increasing the1182production pipeline throughput, all of which support increased1183operational readiness.1184 We thank Congress--especially this Subcommittee--for the1185incentives, flexibilities, and special pays you have authorized. They1186enable the development of better strategic talent pools and increase1187access to our talent for longer periods and with more options to better1188access and match it to warfighting requirements.1189 compensation1190 Competitive compensation is a foundation of the All-Volunteer Force1191with impacts to both recruiting and retention. Currently, basic pay and1192accompanying benefits, such as housing, medical care, bonuses and1193allowances, and tax advantages, are very competitive. According to the1194recent DOD 14th Quadrennial Review of Military Compensation, pay for1195officers is in the top 24 percent of pay as compared to their civilian1196counterparts; for enlisted, it is in the top 17 percent. We appreciate1197Congress' 4.5 percent basic pay increase for marines.1198 We continue to use both monetary and non-monetary incentives to1199retain, match, and assign marines to billets that are appropriate for1200their experience and skill. Selective Retention Bonuses for Active and1201Reserve marines allow shaping specific personnel requirements by1202targeting critical military occupational specialties and supporting1203lateral movement of marines to these billets. We continue to be1204proactive in the retention campaign by designing complementary monetary1205and non-monetary incentive packages tailored to individual marines with1206unique desires and aspirations.1207 talent management1208 The Marine Corps is a notable example of a meritocratic1209institution. The Corps takes pride in commitment to recognizing and1210rewarding excellence among its ranks in a fair, transparent, and1211methodical way. Whether it is accessing, assigning, promoting,1212awarding, or retaining marines, we remain dedicated to merit-based1213principles. To remain the most ready and lethal force, we capitalize on1214the knowledge, skills, abilities, performance, and potential of every1215marine, and provide each marine opportunity for success on their1216merits.1217 To further increase our readiness and lethality, we are modernizing1218how we manage our talent. The overarching goal of Talent Management1219(TM) is to increase Marine Corps combat capability and remain the1220premier expeditionary force-in-readiness. TM requires that we recruit1221and retain the best talent, modernize the assignment process consistent1222with our warfighting philosophy, introduce new measures to increase1223career flexibility, and utilize modern digital tools, processes, and1224analytics, with transparency. Much like the overarching approach to1225Force Design, TM is a multi-year, total force effort--a service-wide1226strategic design process that we are executing. Some of our proven1227talent management initiatives include:12281229 Commandant's Retention Program (CRP) identifies the most1230competitive marines and offers them an opportunity to stay a marine via1231pre-approved reenlistment. Since its introduction in fiscal year 2023,1232over 4,000 high-performing marines have chosen to reenlist under CRP.12331234 Enlisted Career Designation Pilot (ECDP) provides greater1235stability and career certainty for senior enlisted marines, allowing1236Eligible E-8 and E-9 marines can voluntarily opt into the ECDP upon1237reenlistment, committing to an additional 24 months of service and1238potentially extending their careers to their desired end date up to1239their enlisted career force control dates for their current rank.12401241 Direct Affiliation Program (DAP) affords qualified Active1242component marines the opportunity to seamlessly transition to the1243Reserve component with no break in service. As of February 2025, we've1244accomplished more than 40 percent of our fiscal year goal, which1245equates to over 800 warfighting marines ready to serve our Nation in1246the Reserves.12471248 Special Duty Assignment (SDA) Volunteer Program allows1249marines to provide duty station preference for recruiter, drill1250instructor, and combat instructor billets if they volunteer for them.1251Since its initial inception during the fiscal year 2023 SDA Campaign,1252this program has sustained an 86 percent average increase in total1253volunteer assignments, significantly reducing involuntary screenings1254and improving career satisfaction and retention.12551256 Sequenced Professional Military Education (PME) Staff1257Non-Commissioned Officer (SNCO) Promotion Selection Model increases the1258number of marines that our enlisted promotion selection boards may1259consider eligible for promotion. As of March 2025, 746 marines across1260the total force have promoted under this initiative. These additional1261SNCOs would have otherwise not been eligible and passed for promotion.1262Our standards have not changed. Once selected, marines must still1263complete all PME requirements for grade before delivery of their1264promotion.12651266 Staff Non-Commissioned Officer (SNCO) Alternate Selection1267List incentivizes strong performance and provides the service with an1268additional TM mechanism to mitigate risk to mission. As of March 2025,1269we have activated 113 alternates for promotion--directly enhancing1270overall readiness by reducing potential gaps in or formations.12711272 Increasing Lateral Movement incentivizes qualified1273marines to transition into high-demand, low-density MOSs.12741275 Promotion Opt-Out allows officers to opt out of promotion1276without penalty and enables them to complete a broadening assignment,1277advanced education, career progression requirement, or other1278assignment.12791280 Other initiatives in development:12811282 Improved MOS Assignment will be a better, more1283predictive, data-driven matching tool that will optimally align1284applicant interest, Primary Military Occupational Specialty (PMOS)1285skill requirements, and the needs of the Marine Corps.12861287 Retention Prediction Network (RPN) is currently being1288developed to identify a potential recruit's likelihood to enlist and1289continue to serve through their first enlistment and beyond. RPN is a1290multi-year collaborative effort with academia that harnessed vast1291quantities of manpower data to provide data-informed talent management1292decisions.12931294 Talent Marketplace will modernize the current assignments1295system with a Total Force, transparent, data-based environment that1296allows marines, commands, and duty assignment professionals to1297collaborate on the assignments process. At full implementation, the1298marketplace is envisioned to utilize advanced analytics supported by1299artificial intelligence and machine learning elements to enable a1300market-style assignment system.13011302 Total Force Retention System 2.0 (TFRS 2.0) is being1303deployed this year and will leverage a fully digital platform to1304support the first term alignment plan reenlistment campaign, resulting1305in a modern user experience and significant reduction in processing1306time.13071308 TM success will remain dependent on modern technology systems, and1309we continue to modernize our IT portfolio--consolidating older,1310disparate systems into a small subset of interoperable, multi-faceted1311applications that ride on a single IT system hosted in the cloud. Cloud1312migration allows IT efficiencies and effectively scaled applications,1313data bases, and services across the enterprise to meet emergent1314requirements in a dynamic environment. As we migrate to the cloud, we1315will be able to optimize and capitalize on the promise of artificial1316intelligence and machine learning. Our vision of cloud-based,1317application-accessible platforms must move at the ``speed of1318relevance.'' The goal is to have modern technology with increased1319capabilities to enable the management of marines' careers.1320 reserves1321 As a vital component of a fully integrated Total Force, the Marine1322Corps Reserve delivers responsive, joint capable, combat-ready units1323and individuals to the Naval and Joint Force, fulfilling warfighting1324requirements for contingencies and crisis response across the entire1325competition continuum. Aligned with ongoing Force Design modernization,1326the Reserves continue to adapt to meet contemporary and evolving1327warfighting challenges. By actively contributing to the National1328Defense Strategy, the Reserves enhance operational effectiveness by1329participating in strategic exercises, fostering critical partnerships,1330and supporting operational commands. Resources are prioritized to1331deliver robust and immersive training opportunities, cultivating a1332ready and resilient force, and fostering a profound sense of purpose1333among reservists in defense of the Nation.1334 Bonus programs support the retention of experienced drilling1335reservists and incentivize direct affiliation of marines transitioning1336from the Active component. Bonuses also enable ambitious yet attainable1337reserve recruiting missions throughout the fiscal year. Together, these1338recruiting and retention initiatives populate reserve formations with1339high-performing marines, stabilizing unit readiness and contributing to1340the readiness and lethality of your Marine Corps.1341 civilian workforce1342 Our civilian employees--both appropriated and non-appropriated1343funded--support the mission and daily functions of the Marine Corps and1344are an integral part of our Total Force. Our civilian workforce is1345lean--with only one civilian for every nine marines, compared to 1:21346for DOD as a whole. They exemplify our core values; embrace esprit de1347corps, teamwork, and pride in belonging to our Nation's Corps of1348Marines; and serve alongside our marines throughout the world, in every1349occupation and at every level. A large majority of our civilians work1350outside the Washington, DC, beltway at 57 bases, stations, depots, and1351installations around the world. Fifty-nine percent of our civilians are1352veterans who have chosen to continue to serve our Nation; of those, 231353percent are disabled veterans. Many others are spouses of marines. Our1354civilians steadfastly continue to provide vital support to our marines,1355Reserve marines, their families, and our wounded, ill, and injured.1356They continue to truly show themselves as Semper Fidelis by keeping our1357marines and their families in the forefront.1358 taking care of marines and their families1359 Warfighting capabilities are not just built on unit training; they1360are also built on trust and meeting the other operational needs that1361support overall wellness of our marines and their families. Marines1362rely on the institution to provide their families with stability. To1363that end, we recognize the importance of marine and family1364predictability and support it as a major line of effort for1365successfully achieving combat readiness.1366 Marine Corps Total Fitness (MCTF) is an integrated system of1367health, wellness, prevention, and performance capabilities that enable1368the readiness, lethality, and resilience of individual marines and1369enhance the well-being of marine families. MCTF is our primary1370prevention delivery mechanism and a proactive, holistic approach to1371prevention and wellness, program delivery, resource management,1372infrastructure development, and policy design. MCTF emphasizes four1373domains of fitness--mental, spiritual, social, and physical. It also1374recognizes other foundational building blocks for wellness such as1375sleep, nutrition, medical/dental care, and financial, environmental,1376and occupational fitness.1377 Our Warrior Athlete Readiness and Resilience centers prioritize the1378marine warfighter who is closest to the fight and recognize that1379meeting marines' operational needs are inseparable components of1380mission success. We engage marines and families where they work, train,1381live, and naturally congregate to create greater accessibility,1382sustainability, affordability, and benefit. We help marines and1383families build life skills that contribute to holistic wellness: coping1384and problem-solving strategies, stress identification and mitigation,1385healthy relationships and boundaries, and peer-to-peer mentorship and1386support. We appreciate Congress' support of our integrated prevention1387strategy to combat harmful behaviors and improve the readiness,1388performance, and resiliency of the Corps and our families.1389 suicide prevention1390 A life lost to suicide is tragic. Suicide prevention remains a top1391priority for Marine Corps leaders. Suicide is also a critical issue1392across the United States; the current U.S. suicide rate is the highest1393since 1941. Marine Corps' efforts to reduce suicides include1394implementing Suicide Prevention and Response Independent Review1395Committee recommendations, expanding our integrated prevention efforts,1396and promoting MCTF to reduce suicides by strengthening the social,1397spiritual, mental, and physical health of our people. Our Unit Marine1398Awareness and Prevention Integrated Training and Operational Stress1399Control and Readiness training focus on primary prevention and early1400intervention basics. The Prevention in Action training for leaders and1401stakeholders outlines a comprehensive approach to prevention. We have1402also fully implemented the Brandon Act, which ensures marines are1403educated on all options to seek care, including the option to1404voluntarily seek help through an officer or SNCO supervisor and1405initiate a referral for a mental health evaluation. Part of our effort1406will always be to encourage every marine to use the care and services1407available--and we need to make sure that mental health care is easily1408accessible. Nationwide shortages of health care personnel and providers1409have created significant challenges for accessing quality, timely1410health care, especially in more remote and overseas locations.1411 sexual assault/sexual harassment prevention1412 The Marine Corps values every marine and is committed to fostering1413a culture where all marines feel safe in their unit and where the1414crimes of sexual assault and sexual harassment are eradicated. The1415Marine Corps Sexual Assault Prevention & Response program encourages1416prevention, reporting, investigation, and prosecution of these criminal1417behaviors to the fullest extent. We remain steadfast in holding1418perpetrators appropriately accountable for their crimes and commanders1419and senior enlisted leaders accountable for the climate of their units.1420We also provide training and education to marines, sailors, dependents,1421and eligible civilians to foster an environment where sexual assault1422and harassment of any kind is not tolerated and provide guidance on how1423to respond and report. We appreciate Congress' support as we continue1424these efforts.1425 family support1426 Permanent Change of Station (PCS) Flexibility. The Marine Corps1427continues to prioritize stability for units and reducing the stress1428placed on marines and their families. PCS moves, while essential, can1429be disruptive. Through TM, we seek to further increase PCS and1430permanent change of assignment (PCA) flexibilities, balancing the needs1431of the individual marine's career, their family, and the service.1432 Childcare. High quality childcare is one of the many important1433child and youth programs we offer. It is a readiness priority for the1434Marine Corps. Our child development centers currently serve more than143540,000 children, and we have waitlists for 800 children, primarily at1436Camp Pendleton, Hawaii, Quantico, MCAS Beaufort/MCRD Parris Island, and1437Camp Lejeune/New River. While waitlists are caused by a variety of1438factors, we share the national challenge of employee turnover rates. We1439are addressing childcare waitlist issues through several initiatives,1440to include a non-competitive childcare employee transfer program. More1441than 40 percent of our direct care childcare employees are marine1442spouses, which contributes to the annual turnover rate due to PCS. The1443non-competitive transfer program enables employees to seamlessly1444transfer from their current position to one at a different1445installation. This has provided dividends, allowing us to retain more1446than 180 spouse employees we may have otherwise lost.1447 We also offer childcare fee assistance for eligible marines who are1448assigned to an installation with a significant waitlist or who are not1449stationed near a DOD childcare facility. Over the past 3 fiscal years,1450the rate of fee assistance utilization has increased steadily for both1451community-based childcare providers as well as children served. In1452fiscal year 2024, more than 1,800 children were enrolled in the fee1453assistance program with 733 community-based providers, at a total cost1454of $8.7 million.1455 Spouse Employment. Spouse employment is also important for many1456Marine Corps families and can be a significant factor in their1457financial security, readiness, and retention. The Family Member1458Employment Assistance Program provides employment-related referral1459services, career and skill assessments, career coaching, job search1460guidance, portable career opportunities, and education center1461referrals/guidance. Additionally, to support our spouses who work1462within Marine Corps Community Services, we released the Relocation Tool1463within the personnel system to allow spouses to identify their next1464Marine Corps duty station ahead of their move, which fosters direct1465transfers and career continuity. We also reimburse eligible marine1466spouses up to $1,000 for State licensure and certification and other1467business costs arising from relocation to another State and have1468supported 511 spouses thus far. We appreciate Congress' recent1469expansion of this program and continued support.1470 conclusion1471 Our highest priority will always be recruiting, developing, and1472retaining elite warriors in the highest state of combat readiness to1473support and defend this great Nation. Every initiative that we1474undertake must demonstrably and logically contribute to readiness and1475lethality. Our measure of success is a Marine Corps with improved1476performance in combat which enables us to fulfill our congressional1477mandate to be `most ready when the Nation is least ready,' today and on1478the battlefields of the future. Today, we stand ready to do exactly1479that.1480 Semper Fidelis.14811482 Senator Tuberville. Thank you General. General Miller.14831484STATEMENT OF LIEUTENANT GENERAL CAROLINE M. MILLER USAF, DEPUTY1485 CHIEF OF STAFF FOR MANPOWER, PERSONNEL, AND SERVICES, A-1,1486 UNITED STATES AIR FORCE14871488 Lieutenant General Miller. Chairman Tuberville, Ranking1489Member Warren, and distinguished Members of this Subcommittee.1490I'm honored to have the opportunity to appear before you with1491my fellow service personnel colleagues.1492 The Department of the Air Force is committed to ensuring we1493are postured to deter and if necessary, prevail against our1494sophisticated peer competitors to include China and Russia. As1495the department looks to the future, readiness continues to be1496the foundation of our mission success1497 Readiness can be assessed through multiple lenses; however,1498our most significant competitive advantage is our people, our1499airmen. We exist to fly, fight and win, none of which is1500possible without the dedication and talent of the men and women1501who volunteer to serve. This year, we continue to focus on1502recruiting, developing, and retaining skilled and innovative1503individuals, ensuring they are equipped with essential1504operational skills and resources.1505 Fiscal year 2024 saw improvements in recruiting due to an1506increase in recruiter manning, changes to training processes,1507and an increased in delayed entry program to its highest level1508in 10 years. The department is also improving pilot retention1509through increased sessions and training through pit capacity,1510using monetary and non-monetary authorities granted by1511Congress.1512 As readiness is directly linked to the welfare of our1513airmen and their families, we continue to target barriers to1514well-being and overall force readiness in areas including1515economic security, access to quality childcare, sexual assault1516and sexual harassment prevention and suicide prevention.1517 Efforts to reduce financial stress include training through1518programs such as the personal financial readiness program and1519direct financial assistance authorized by the Fiscal Year 20251520National Defense Authorization Act.1521 We also remain committed to improving access to available,1522affordable, and quality childcare programs. To bolster sexual1523assault and sexual harassment response and prevention, we have1524implemented policies to establish standards for care providers1525to ensure accountability and facilitate inter-office1526collaboration.1527 Furthermore, the Department has codified the DOD suicide1528response system and implemented a postvention command support1529team. This team delivers leader-focused training designed to1530implement rapid response activities following a suicide event1531to minimize suicide contagion, facilitate individual and unit1532cohesion, and reduce negative impacts of force readiness.1533 Talent management remains one of the cornerstones of our1534efforts to build and develop the force we need. Our talent1535management philosophy is based on high standards,1536accountability, and meritocracy. Each airman record is1537evaluated on its own merits, specifically in terms of job1538performance, demonstrated skills and warfighting readiness. To1539improve readiness, the department is focused on developing1540specialized skills to solve operational and strategic1541challenges.1542 As the Department of the Air Force looks to the future to1543preserve our supremacy against adversaries, I assure you the1544Air Force leadership is wholly focused on maximizing readiness1545and lethality, while caring for our force.1546 Thank you for your continued partnership and your advocacy1547of the United States Air Force. I look forward to your1548questions.1549 [The prepared statement of Lieutenant General Caroline M.1550Miller follows:]15511552 Prepared Statement by Lieutenant General Caroline M. Miller1553 introduction1554 Chairman Tuberville, Ranking Member Warren, and distinguished1555Members of this Committee, thank you for the opportunity to appear1556before you today and for your continued support. I am honored to share1557the continuing efforts of the United States Air Force within the human1558resources portfolio to build and maintain critical airmen readiness.1559 As the Department of the Air Force (DAF) looks to the future,1560readiness continues to be a cornerstone of our mission. While readiness1561can be assessed through the lens of our platforms, lethality of our1562pilots, and weapons in our inventory, our most significant competitive1563advantage is our people--our airmen. They are the foundation of our1564force; their knowledge, skills, and abilities are critical to deterring1565aggression, sustaining combat operations, and defending the Nation at a1566moment's notice. As we navigate evolving global threats, it is1567essential that we recruit, train, and retain a lethal and well-equipped1568force that is prepared to successfully respond to current and future1569challenges. Meeting today's challenges requires a highly capable,1570combat-ready force that will enable the Air Force to have the right1571airmen in the right place at the right time. Ensuring our manpower is1572aligned to future force structure and modernization efforts requires a1573focus on recruitment & retention, force readiness, and talent1574management to develop and retain the talent needed to execute assigned1575missions and strengthen our lethal fighting force for the United1576States.1577 The Air Force relies on the strength of our meritocracy at every1578level of the personnel system; we must rebuild readiness and enforce1579high standards & accountability to fulfill the President's objective of1580leading with peace through strength. The DAF maintains a commitment to1581excellence across all facets of our force structure. We have a robust,1582dynamic, well-developed and technically proficient total force1583encompassing Regular, Reserve and Air National Guard personnel together1584with our civilian workforce who are prepared to respond to any conflict1585or crisis. Our comprehensive approach to readiness reflects our1586unwavering dedication to provide care and support for our airmen,1587guardians and their families to ensure they are equipped to thrive in1588an ever-changing landscape and remain postured to succeed.1589 grow the future airman1590 To maintain air supremacy, the Air Force must maintain steadfast1591focus on its greatest strength: our airmen. We exist to fly, fight, and1592win--none of which is possible without the dedication and talent of the1593men and women who volunteer to serve. Ensuring the right airman is in1594the right job at the right time requires that we not only attract1595skilled and adaptable individuals, but also effectively develop them1596and reward excellence so they choose to continue serving. Our approach1597to recruitment, readiness and talent management is centered on that1598principle.1599 In fiscal year 2024, with the assistance of Congress, the DAF1600successfully reintroduced Air Force Warrant Officers to boost and1601retain cyber and information technology talent across the Department.1602Warrant Officers will serve as technical experts charged with remaining1603actively engaged in and abreast of advancements in the cyber and IT1604fields to ensure the Air Force remains at the forefront of change. In1605December 2024, after a 297-day sprint to develop the foundation and1606training necessary for a Warrant Officer Corps, we graduated our first1607class of 30 Air Force Warrant Officers, selected from a pool of 4901608incredibly talented enlisted airmen. This historical class is the first1609assessed class since we ceased accessing Warrant Officers in 1959.1610 force management strategy: recruitment and retention1611 Air Force lethality is grounded in the proficiency, skill, and1612commitment of its airmen. Our end-strength force management strategy1613directly influences recruitment and retention and ensures we have the1614right airmen to execute our mission.1615 While fiscal year 2023 was a challenging recruitment year, the Air1616Force successfully closed the gap in fiscal year 2024 through an1617increase in recruiter manning, changes to training processes, and an1618increase in the Delayed Entry Program to its highest level in 10 years.1619Last year, we also reported declining retention rates, by slightly less1620than a percentage point. This year, retention rates are up, with1621overall retention at 90 percent (up 0.6 percent), with officer1622retention at 93 percent (up 0.5 percent), and enlisted retention at 891623percent (up 0.6 percent). The programs and policies enacted to address1624the previous dip in retention rates are strengthening our force,1625reducing gaps in warfighting capability, and shaping future1626investments.1627 The Air Force is also closing the gap in our pilot shortage by1628focusing our efforts on increasing accessions and training throughput1629capacity. We have deliberately and effectively used monetary and non-1630monetary authorities granted by Congress to stabilize the force. We've1631fully implemented the Fiscal Year 2025 Aviation Bonus program, which is1632performing well. As of March 2025, the Air Force opened 485 new1633Aviation Bonus contracts and anticipate by the end of fiscal year 2026,1634additional bonus take rates coupled with an increased training pipeline1635capacity will further reduce pilot shortfall, significantly improving1636our ability to achieve full readiness levels and increased lethality.1637Our fiscal year 2025 total force end strength strategic goal of 495,3001638remains on target and will allow the Air Force to continue to fill gaps1639in critically manned fields to bolster current operational1640capabilities.1641 force readiness1642 Air Force readiness is inextricably linked to the well-being of our1643airmen and their families. While preparing for the complexities of1644modern warfare and evolving global security challenges, the Air Force1645equips every airman not only with necessary operational skills and1646resources but also psychological fortitude and familial support to1647excel in their missions. The DAF continually identifies and addresses1648barriers to well-being and overall force readiness through targeted1649outreach and tailored programing, in areas including economic security,1650access to quality childcare, sexual assault/sexual harassment1651prevention and response, and suicide prevention. Many of these programs1652provide services for airmen and guardians, so we work in concert with1653the Space Force for implementation.1654 Servicemembers have historically identified ``financial stress'' as1655one of their biggest strains, leading to the introduction of the1656Personal Financial Readiness program. This series of 10 financial1657training sessions, strategically scheduled at various life and career1658stages, ensures members progressively develop financial knowledge1659through targeted training. DAF rolled out initial mandatory training1660IAW NDAA 2018, but in 2023, the first year with new metrics, 20,0001661airmen and guardians completed the First Duty Station Personal Finance1662Course. Evaluation results revealed 67 percent of participants1663correctly answered financial knowledge questions after completing the1664course. For fiscal year 2024, we continued to see benefits from this1665program as approximately 14,000 airmen and guardians completed the1666course, with correct answers increasing to 72 percent.1667 For airmen seeking direct financial assistance, recent1668congressional actions have been influential in increasing financial1669support. The Fiscal Year 2025 National Defense Authorization Act (NDAA)1670mandates an increase in the eligibility threshold for the Basic Needs1671Allowance (BNA) from 150 percent to 200 percent of the Federal Poverty1672Guidelines. In addition to the 4.5 percent pay raise in January, it1673also authorized a 10-percent Junior Enlisted Basic Pay Raise. The BNA1674adjustment may increase the number of our BNA-eligible families from1675below 40 to potentially 1,800 and consequently may increase the budget1676requirement for military pay and compensation. However, this estimate1677will be affected by the Junior Enlisted Basic Pay Raise and will be1678monitored closely.1679 The DAF Military and Family Readiness Centers continue to provide1680education, counseling, and referral services to airmen, guardians, and1681their families with food security concerns. To supplement our1682continuing efforts to investigate and implement innovative and cost-1683effective strategies to counter food insecurity, the DAF has contracted1684a Food System Transformation Study for the total force. This study will1685provide a current State baseline, data-informed vision of an integrated1686food system, and an implementation strategy to target these issues in1687fiscal year 2026.1688 Access to available, affordable, and quality childcare programs1689also directly impact mission readiness. In fiscal year 2024, the DAF-1690operated Child and Youth Programs (CYP) served over 56,800 children. An1691additional 7,800 children were supported with just over $33 million in1692community-based childcare fee assistance. Due to targeted efforts to1693retain staff, such as the childcare fee discount (expanded in the1694fiscal year 2025 NDAA to 100 percent for the first child of all CYP1695employees and a 25 percent discount for each additional child),1696staffing levels increased from 72 percent in October 2022 to 86 percent1697in December 2024. Through staffing increases and retainment efforts,1698the unmet childcare needs waitlist fell below 3,000 at the end of1699fiscal year 2024, the lowest it has been since DAF began tracking unmet1700needs in March 2018. However, the current hiring freeze has severely1701impacted our childcare centers by lowering our staffing levels and1702increasing waitlists, with the current DAF waitlist a little over 4,0001703as of 19 March 2025. With the projected reduction of the civilian1704workforce, we are still monitoring the enterprise impact this will have1705on DAF childcare.1706 Responding to and preventing sexual assault and sexual harassment1707are critical to force readiness. One successful approach DAF has taken1708is ``co-location,'' which implements our policies of ``Connect to1709Care'' and ``No Wrong Door.'' These policies establish standards for1710care providers to maintain accountability and facilitate inter-office1711collaboration to support our airmen and guardians. ``Connect to Care''1712is a collaborative approach to support victims and survivors of sexual1713harassment, sexual assault, stalking, cyber harassment, domestic abuse,1714and/or interpersonal violence. ``No Wrong Door'' ensures that victims1715and survivors receive a warm handoff between support agencies,1716regardless of which agency they initially engage. We have achieved co-1717location and/or collaboration of services at 22 installations and plan1718continued implementation across the DAF.1719 The DAF has codified the DOD Suicide Response System within its1720services to airmen, guardians, and their families. The Suicide1721Postvention Command Support Team (SPCST), with policy and guidance,1722develops leader-focused training designed to implement rapid response1723activities following a suicide event. These efforts help minimize1724suicide contagion, facilitate individual as well as unit cohesion, and1725reduce negative impacts on force readiness. SPCST is composed of1726Headquarters Air Force subject matter experts who provide support and1727consultation to commanders at installations experiencing a ``suicide1728anomaly''--a greater than expected frequency of suicide deaths given1729installation size and DAF suicide rate. The team provides immediate and1730long-term recommendations for suicide prevention, intervention, and1731postvention, as well as implementation of these recommendations.1732Together with the Wingman Guardian Connect program, which focuses on1733building personal relationships, the system hopes to significantly1734increase cohesion and reduce suicide risk, thereby positively impacting1735force readiness.1736 talent management1737 Talent management is the cornerstone to building the force we need.1738The foundations of our talent management philosophy are high standards1739and meritocracy. We believe that advancing the best-qualified airmen--1740those with demonstrated performance, leadership, and potential--is1741essential for mission success. In alignment with the President's1742administration and under Secretary Hegseth's direction, the Air Force1743has reviewed all personnel policies to ensure they remain grounded in1744merit.1745 Each airman record is evaluated on its own merits, focusing on job1746performance, demonstrated skills, and warfighting readiness. Promotion1747boards are determined by Operational Categories to represent the1748population of the Air Force. Operational Categories include Combat;1749Combat Support; and Combat Service Support. Our promotion board1750processes continue to use a whole-person concept to assess duty1751performance, professional qualities, leadership, experience breadth,1752and education--without regard to immutable characteristics. This1753approach is consistent with longstanding Air Force values and Title 101754requirements.1755 Currently, the Air Force is balancing the DOD commitment to1756reducing the civilian workforce with maintaining critical talent in1757career fields that directly contribute to combat effectiveness. We are1758committed to cutting overhead and improving efficiency but must1759approach it strategically to avoid harming readiness by losing critical1760talent. We continue to support NDAA initiatives aimed at strengthening1761our civilian workforce though the use of direct-hiring authorities,1762faster hiring timelines, and improved training programs for our1763civilians. Through process improvements, the Air Force is very1764competitive in hiring experts in cyber, engineering, and other high-1765demand, critically manned fields.1766 The senior-leader focus on standards from Secretary of Defense1767Hegseth and Chief of Staff of the Air Force General Allvin reinforces1768that we will not lower the bar in the name of expediency. Whether it is1769in training, daily performance, or conduct, we expect every airman to1770meet high standards and we hold leaders accountable for enforcing those1771standards. By rewarding individual initiative, excellence, and hard1772work based on merit and standards, we foster a culture where every1773airmen trusts that they have an equal opportunity to succeed. This not1774only unifies our force but also improves effectiveness by ensuring the1775most capable individuals assume leadership roles. We encourage a1776culture where innovation is rewarded and seek to empower commanders and1777supervisors to recognize and advance talent.1778 conclusion1779 Chairman Tuberville, Ranking Member Warren and distinguished1780Members of this Committee, thank you again for this opportunity to1781represent our distinguished servicemembers and their families. I want1782to assure you that the Air Force leadership is wholly focused on1783maximizing readiness and lethality while caring for our force. We align1784our policies with a clear-eyed view of the threats we face and a deep1785respect for the profession of arms. By advancing airmen who demonstrate1786exceptional skill and performance and giving airmen the opportunity to1787reach their full potential, we will continue to strengthen the world's1788finest Air Force. Unified in this endeavor, we aim to be One Force, and1789we look forward to our continued partnership and appreciate your1790advocacy of the United States Air Force--those in uniform, our civilian1791professionals, and the families, and caregivers who support them.17921793 Senator Tuberville. Thank you, General. Ms. Kelley.17941795 STATEMENT OF MS. KATHARINE KELLEY, DEPUTY CHIEF OF SPACE1796 OPERATIONS FOR HUMAN CAPITAL, UNITED STATES SPACE FORCE17971798 Ms. Kelley Chairman Tuberville, Ranking Member Warren, and1799distinguished Members of this Subcommittee. Thank you for the1800opportunity to represent the United States Space Force here1801today, and thank you for your opening remarks about the1802importance of people. This Subcommittee like no other, is a1803huge supporter of the talent that we have in the Space Force.1804 Our mission is clear: to secure our Nation's interests in,1805from, and to space. Strategic competition in space, represents1806a serious threat to our national security and to our global1807leadership presence.1808 The Space Force remains focused on developing guardians1809with the foundational skills and experience necessary in this1810highly technical, contested, and lethal 21st century world that1811we find ourselves in. This past year, the Space Force launched1812its inaugural officer training course. This is a rigorous 12-1813month course covering space, operations, intelligence, cyber,1814and acquisition, designed to develop the most credible1815guardians possible.1816 Simultaneously, we evaluated our enlisted training and1817development in our cyber and intelligence as applied to the1818space domain. For our civilians, we launched an optimization1819for space course to enhance the civilian expertise in this1820continuing evolving domain.1821 Building the force American needs requires the continued1822growth and investments in all our space professionals and all1823our guardians. As our uniform service grows, we are ensuring1824the civilian workforce is aligned to critical functions and1825indirect support of the warfighter mission and the support the1826guardians give to the joint fight.1827 I'm proud to share that the Space Force has exceeded its1828fiscal goal in 24 for enlisted recruiting, and we are on track1829in 25 to exceed as well. We are also at a retention rate of 961830percent across our force, both officer and enlisted. Currently,1831we have more than 440 recruits awaiting entry into the Space1832Force, which will allow us a further pipeline for next year as1833well,1834 To ensure the long-term pipeline of guardians, we've1835established a recruiting squadron, which is the first time for1836the Space Force to have a guardian recruiting other potential1837guardians, and so, we are excited about what this new model can1838bring. We're leveraging new marketing platforms as well because1839we're cognizant of the talent that we seek for the Space Force,1840leveraging technology and ways to meet these potential1841guardians where they're at, and we are excited about a new1842Space Force planetarium show, that will be debuting around the1843country on National Space Day next month.1844 The Space Force is committed to fostering support for1845guardians and their families as well, as we recognize things1846like childcare are one of the primary resources crucial for1847quality of life and readiness, that allow our guardians to1848focus on the 24-7 operational support that much of our force1849provides on a day-to-day basis to the joint fight.1850 We've made significant progress in consolidating space1851expertise across the Department of Defense. We've opened our1852first application window for space professionals in the1853reserves to transition over to the Space Force in a full-time1854capacity. We have far outweighed our ability and interest, and1855we continue to bring more into the Space Force over the next1856subsequent years.1857 The flexible service options that this committee provided1858us in the Personnel Management Act, enable guardians to move1859between full and part-time work roles in a much more seamless1860way and aligned to the service mission needs. We are also1861leveraging the authorities you gave us to incentivize and1862compensate our best and brightest, our Science, Technology,1863Engineering, and Math (STEM) focused talent and those guardians1864who represent this Nation1865 Chairman Tuberville, Ranking Member Warren, and all1866distinguished Members of this Subcommittee, thank you again for1867the opportunity to represent our Space Force guardians with you1868today. As the space domain becomes increasingly contested, no1869longer a benign environment, we remain steadfast in our mission1870to secure our Nation's interests. I very much look forward to1871your questions here today.1872 [The prepared statement of Ms. Katharine Kelley follows:]18731874 Prepared Statement by Ms. Katharine Kelley1875 introduction1876 Chairman Tuberville, Ranking Member Warren, and distinguished1877Members of this Subcommittee, thank you for the opportunity to appear1878before you today to represent the United States Space Force. Our Space1879Force mission is clear: to secure our Nation's interests in, from,1880through, and to space. This mission is achievable because of the1881incredible men and women who are the guardians of the United States1882Space Force. From intelligence analysts to cybersecurity experts, space1883operators to acquisition officers, and more, guardians defend our1884country and freedom to operate in space, deter aggression within the1885domain while maintaining security and accessibility for military space1886power and the next generation of innovation.1887 To achieve Peace through Strength, the Space Force needs to grow1888smartly in order to respond to the challenges of the space domain. We1889must recruit and retain the very best talent, anticipate and meet the1890changing needs of the workforce, champion their professional growth,1891and provide support for guardians and their families throughout the arc1892of their careers. These are the goals we rise to meet every day--to1893take care of the people who will take care of securing our country.1894 It is a privilege to share with you the continued work of the Space1895Force in ensuring the warrior ethos is the nucleus of our Service as we1896re-establish deterrence with a U.S. Space Force capable of providing1897combat credible forces to execute military operations in the space1898domain.1899 end strength1900 Space Force capabilities underpin national security. As we build1901our military to match threats to capabilities and stay ahead of1902strategic competitors, we must continue to grow the U.S. Space Force.1903These capabilities will also assist in delivering the Golden Dome for1904America and highlight the central role space-based capabilities have in1905protection of the U.S. Homeland.1906 Additionally, the Space Force is actively building Service1907Components to provide dedicated space capabilities and expertise to the1908Combatant Commands, further increasing our operational footprint.1909 As our military end strength grows, we are reforming the civilian1910workforce through realignment of personnel to critical functions in1911direct support of warfighter requirements. The Space Force was created1912to be lean with civilians performing critical roles for Space Missions.1913As we optimize our workforce to ensure it is the right size for Space1914Force, our focus is on retaining civilians with essential expertise.1915 recruiting and retention1916 The Space Force faces a unique recruiting situation--a smaller pool1917of eligible candidates with STEM skills that are in high demand in the1918commercial sector. Despite these obstacles, the Space Force exceeded1919its fiscal year 2024 enlisted recruiting requirements by 4 percent and1920is on track to meet our fiscal year 2025 recruiting goals.1921 To shape a sustainable long-term pipeline of guardians and ensure1922effective future talent acquisition, the Space Force is establishing a1923Recruiting Squadron. The squadron will influence and support1924recruitment efforts, while scouting and attracting top talent aligned1925with future missions. The Space Force Recruiting Squadron is projected1926to achieve initial operational capability by Fall of 2025 and will1927continue to mature over the next year to reach full operational1928capability with 27 guardian recruiters by Fall of 2026.1929 This year the Space Force will also debut new marketing platforms.1930On International Space Day, May 2d, planetariums around the country1931will begin showing a video providing viewers with a basic understanding1932of Space Force missions and the Service's role in protecting our1933everyday way of life. Then in July, the Elevator Level 62 Mobile1934Platform Experience will make its debut. This is a multisensory,1935interactive mobile asset that recreates the experience of being 62,0001936ft above the earth. Visitors experience different aspects of life as a1937guardian--a rocket launch, navigating through space debris, and Space1938Force military and humanitarian missions.1939 Continued investment in the Guardian Recruiting Squadron and fully1940funding marketing needs are critical to attracting and recruiting1941talented individuals in this competitive market.1942 Because the Space Force is competing with a robust commercial space1943industry, a proactive strategy to ensure successful retention rates is1944imperative. That is why the Service is focused on fortifying conditions1945to ensure guardians understand how they contribute to the lethality,1946agility, and mission accomplishment of the Space Force. Emphasizing1947guardians' value and contributions as highly trained professionals and1948joint warfighters positively influences their decision to remain in1949military service and is why Space Force retention remains healthy and1950on target. I am proud to share with this committee that, at the end of19512024, overall guardian retention was 92 percent.1952 managing talent1953 The implementation of the Space Force Personnel Management Act1954(PMA), enacted in the fiscal year 2024 NDAA, enables the Space Force to1955establish an innovative talent management system with flexible service1956options. PMA defines conditions for guardians to serve on Space Force1957active status in both full time and part time work roles, providing1958guardians flexibility to move between roles aligned with service1959mission needs. Implementation is now fully underway.1960 The PMA also enables Space Force to transfer Space missions1961currently in the Air Force Reserve to the Space Force. In June 2024,1962the Space Force opened the first application window for Air Force1963Reserve professionals to transfer into the Space Force full-time.1964Following three selection boards, approximately 300 full-time Reserve1965space professionals are projected to transfer into the Space Force in1966fiscal year 2025. Future transfer application windows are tentatively1967planned for this summer.1968 Similarly, the PMA will enable the Space Force to implement Section1969514 of the Fiscal Year 2025 NDAA which directed the transfer to the1970Space Force of the space functions currently performed by the Air1971National Guard. In collaboration with the Air Force and Air National1972Guard, the Space Force has begun initial planning for this transfer and1973will continue working to implement Congress' intent.1974 training and development1975 The Space Force is focused on developing guardians with the1976foundational skills and experiences needed to lead in a highly1977contested, lethal, and uncertain 21st century security environment1978marked by adversary partnerships and the proliferation of advanced1979weapons. We are optimizing our force through implementation of1980innovative workforce development efforts for officer, enlisted, and1981civilian guardians.1982 Last September, the Space Force launched the inaugural Officer1983Training Course at Peterson Space Force Base. The 12-month program is1984developing a multidisciplinary officer corps by providing newly1985commissioned Space Force officers with foundational career field1986training. This initiative prepares officers to address complex1987operational and technical challenges. Following the course, graduates1988will begin operational assignments in one of three disciplines,1989supporting the Space Force's broader efforts to build a combat-credible1990force to control the space domain.1991 Simultaneously, with the introduction of the Vosler Fellowships,1992the Space Force has reimagined enlisted professional military education1993with a customized curriculum emphasizing agile teamwork and a1994Tactically Responsive Space mindset. The new fellowship model focuses1995on leveraging industry and academic networks, short-term training for1996staff, and a new experiential learning model to educate enlisted1997guardians. There are three Vosler Fellowships structured across key1998career milestones, with each course enhancing leadership and1999operational capabilities while building upon the previous fellowship's2000framework. We are also developing Space Force-specific enlisted2001development programs, incorporating fully qualified promotions and2002codifying our foundational warfighting capabilities into our functional2003career fields.2004 For civilian guardians, the Space Force developed a 2-week pilot2005course to optimize civilians for mission readiness. The first course2006launched in October 2024 at the Space Systems Command, bringing2007together civilian personnel to gain better understanding of Space Force2008operations and strategic objectives. This program equips civilians with2009the tools and knowledge needed to effectively support space2010superiority.2011 pay and compensation2012 I want to thank you for protecting the increase in pay for our2013junior enlisted servicemembers when passing the continuing resolution2014to fund the government through the end of this fiscal year. While we2015continue to work through the cost-of-living challenges facing our2016guardians, we appreciate your support.2017 This year the Space Force expanded eligibility for the basic needs2018allowance and launched assignment incentive pay for extreme cold2019weather environments. We've also conducted a special duty assignment2020pay review, implementing a new to ensure proper compensation and2021improved financial stability for our enlisted guardians serving in2022critical roles.2023 Retaining talent in highly technical fields is a priority for the2024Space Force. As a result, we've increased the Selective Retention Bonus2025(SRB) and secured policy exceptions to offer SRBs widely, based on2026Space Force Specialty Codes. Our commitment to meritocracy is reflected2027in the new military evaluation form to be fielded in fiscal year 2025.2028It is tailored to the Space Force to ensure performance evaluations2029align with service-specific values, focus on mission accomplishment,2030and better reflect guardian roles and responsibilities.2031 quality of life2032 Quality of life directly impacts recruitment, retention, and the2033overall readiness of the force. The well-being of guardians and their2034families is essential and contributes to a strong and resilient force.2035 The Space Force fosters a strong sense of community and provides2036support for guardians and their families through various resources and2037programs. This past year the Space Force launched the Quality of Life2038Learning Channel, a centralized platform with key resources, including2039childcare support, travel reimbursement updates, and health and2040wellness guidance for guardians and their families.2041 The Space Force was designed as a lean service. We rely on numerous2042United States Air Force programs to support our servicemembers and2043improve quality of life for guardians and their families. These2044dedicated support professionals have ensured access to fitness centers,2045childcare and youth programs, and food operations ensuring mission2046readiness for guardians. This year, Space Force bases reached a 7-year2047staffing level high across Child Development Centers, filling 872048percent of current vacancies and reducing the unmet need by 71 percent2049since April 2022.2050 Guardian health and fitness is another key component of readiness2051and resiliency. Critical at all points of service, this is especially2052true when employed-in-place and supporting 24/7 missions. The Space2053Force has operationalized its Holistic Health Approach with Guardian2054Resilience Teams that work directly with servicemembers and their2055families to provide multidisciplinary expertise to build skills and2056enhance resiliency of the force. These teams have had more than 300,0002057touch points with guardians across the enterprise since July 2024. They2058are located at every Space Force Base, the National Capital Region,2059Joint Base San Antonio (JBSA), Kirtland Air Force Base, and a remote2060Guardian Resilience Team has been established for geographically2061separated units and remote guardians.2062 conclusion2063 Chairman Tuberville, Ranking Member Warren and distinguished2064Members of this Committee, thank you again for this opportunity to2065speak to you today and represent Space Force guardians and their2066families. As the space domain becomes increasingly contested, we remain2067steadfast in our mission to secure our Nation's interests in, from,2068through, and to the space domain.2069 This mission is not just about technology, strategy, or2070capability--it is about people. It is about the guardians who have2071pledged to protect our country, push the boundaries of innovation, and2072uphold the warrior ethos that defines our Service. These men and women2073operate in a challenging environment where precision, vigilance, and2074adaptability are not just valued but required. Their commitment ensures2075that our Nation remains secure, our warfighters stay connected, and our2076future in space remains one of strength and leadership.2077 We must continue to recruit the best, develop their talents, and2078provide them with the support they need to thrive--because when we2079invest in our people, we invest in the security of our Nation. With the2080right resources, the right policies, and the commitment of leaders like2081you, we will ensure that America remains the preeminent space power for2082generations to come.2083 The Space Force is not just preparing for the future--we are2084shaping it--as we build a ready, resilient Force responsible for2085preserving the United States's advantage in space.20862087 Senator Tuberville. Thank you, Ms. Kelley. Thank you all of2088you, and you all have very important jobs as we all know. We2089all know the consequences if you do great or don't. So, thank2090you for your efforts.2091 I once was a recruiter in my former job. I know how hard2092that is, and pretty much the same level, in the same age group,2093and it's a thrill a minute, you know, when recruiting 18-, 19-,209420-year-old young men and women. So, we'll go through a few2095questions here.2096 General Eifler, you know, this week my office heard from a2097constituent that the Army was planning to close its command and2098General Staff College Satellite Campus at Redstone Arsenal, in2099my State of Huntsville, Alabama. When was this decision made2100and can you share with the committee the reasoning behind this2101closure?2102 Lieutenant General Eifler. Yes, Chairman, there was no2103decision. This is all pre-decisional. I know they're doing some2104analysis out there based on some decisions for the delayed2105retirement program, but no such decision has been made at this2106time.2107 Senator Tuberville. Thank you. Secretary Hegseth recently2108ordered a 60-day review of military combat armed standards to2109ensure that everyone who filled these roles was held to the2110same equal standard. Each one of you, and we'll start with the2111General on the left here. Can each of you--if you have affected2112jobs, discuss your services approach to meeting this deadline2113and creating sex-neutral standards based solely on the2114operational demands of the occupation and not an artificial2115desire to achieve a certain representation number? Can each of2116you talk about these requirements? General, we'll start with2117you.2118 Lieutenant General Eifler. Yes, Chairman. Specifically, we2119were looking into this because of the NDAA last year that2120directed the close combat units specifically in Military2121Occupational Specialty (MOSs) or specialties like infantry,2122armor, special forces, engineers have a higher standard for2123close combat activities. So, we have already been working on2124that and we'll continue to work on that here soon, that is due2125out by June to have in place, according to this Committee, in2126this Congress.2127 What the Secretary of Defense has asked us also to look at2128as having one standard that is regardless of sex for those2129close combat units. So, we're taking our analysis and looking2130at all of that to make sure that we are focused on lethality2131and focused on what we require for combat2132 Senator Tuberville. Admiral.2133 Vice Admiral Cheeseman. Senator, thanks for the question.2134Navy's taking a similar approach as my Army colleague here.2135We've done some nascent work with our SEALs and Explosive2136Ordnance Disposal (EOD) folks, also with some of our Civil2137Engineering Corps folks. We have a much smaller cadre given2138we're not necessarily ground focused, but for those communities2139that are, we're working with Manpower Reserve Affairs, we're2140developing those standards, but their work to date is nascent2141Sir.2142 Senator Tuberville. General2143 Lieutenant General Borgschulte. Senator Tuberville, thanks2144for asking this question. For marines, we carry high standards2145and we don't apologize for it. We're very proud of our high2146standards. Every marine conducts a combat fitness test, and a2147physical fitness test. These combat fitness tests; this is2148where you carry a marine over your shoulder through an agility2149test for 50 meters. You throw a grenade, a dummy grenade, you2150carry ammo cans and we're pretty proud of that. Every marine2151fires an automatic weapon and qualifies not just from a hundred2152yards, from 500 yards, five football, fields, every marine.2153 In addition, for our combat arms, all marines have the same2154standards. So, things such as wearing your full combat, heavy2155equipment with your service weapon, and going on a force march2156for 20 miles under a certain time, all marines. Another2157instance would be taking a mark 19, very heavy weapon, grenade2158launch weapon system, putting that over your head, doesn't2159matter. Male, female, all marines. Taking an Olympic bar, 1152160pounds, putting it over your head, all marines. Taking an2161Olympic bar, 150 pounds up holding, deadlift all marines. So,2162we're again, very proud. Thanks for asking that question, we2163hold our standards and we don't apologize for it. If you can't2164meet that standard, you're not in USMC.2165 Senator Tuberville. Can you carry somebody 50 yards on your2166shoulders?2167 Lieutenant General Borgschulte. I can. Yes, sir.2168 Senator Tuberville. I see your group behind you saying Yes,2169 [Laughter.]2170 Lieutenant General Borgschulte. If you come down to2171Quantico, sir, I'll carry you.2172 Senator Tuberville. General Miller.2173 Lieutenant General Miller. Yes, sir. We had already started2174doing this. We already have a special force combat arms2175physical fitness test, and we just wrapped up the EOD. We've2176been working over the EOD for the last couple years and they2177finalized it last week actually. So, the timing was perfect.2178We're getting ready to demonstrate it to the chief, and at that2179point we'll be in compliance with the with the requirements.2180 Senator Tuberville. Were there a lot of adjustments to it?2181 Lieutenant General Miller. Not at all. None, and ours are2182also sex-neutral, they always have been.2183 Senator Tuberville. Ms. Kelley?2184 Ms. Kelley Yes. Chairman, on the Space Force side, I would2185add one unique dynamic for us. In addition to the review that2186we're in the midst of on combat relevant, the piece for the2187Space Force that we're really looking at is the cognitive2188abilities necessary on an ops floor for us. A lot of what our2189focus is for guardians is to make sure that they're coming to2190work ready, rested, awake, focused on what they need to do.2191 So, in addition to the physical training and the fitness2192that they're working on, we're also exploring whether we can2193bring technology into that to help them see and be more aware2194of how ready they are for that direct fight that night.2195 Senator Tuberville. Thank you, Senator Warren.2196 Senator Warren Thank you, Mr. Chairman. So, every parent in2197this country understands how hard it is to find high quality,2198affordable, available childcare. For our military families, the2199tasks can be just whole orders of magnitude harder. Often, they2200have to navigate finding childcare while they're on long2201deployments, abrupt relocations, and non-standard work hours.2202If military families can't find childcare, they just may not be2203able to serve.2204 I appreciate that at least two of you specifically2205mentioned childcare when we talk about our servicemembers and2206our force readiness. DOD knows how important childcare is, and2207that is why it runs the Nation's largest employer-based2208childcare system. It's high quality, it's affordable, but right2209now it is facing a huge shortage of childcare workers, which2210means fewer childcare slots, and literally thousands of2211families on wait lists.2212 In 2023, A DOD task force investigated the staffing2213shortages and confirmed that, in order to fix this problem, we2214need to increase childcare workers' wages. So, in last year's2215NDAA, we tasked the DOD with redesigning the compensation model2216and starting to implement it by April 1st. But here we are a2217year later, and you haven't even finalized the redesign, much2218less begun implementation that was supposed to have started,2219what is it, 8 days ago?2220 So, for each witness, I want to ask, when can we expect to2221see the updated compensation model and when can we expect to2222see implementation begin? Lieutenant General Eifler, let's2223start with you.2224 Lieutenant General Eifler. Thanks, Ranking Member.2225 Senator Warren I'll be writing these down. So, what's the2226date?2227 Lieutenant General Eifler. Yes, so I am not clear on that2228date, because I know, I believe all the services are working2229with the Department of Defense on finalizing that. I do believe2230the CR has some impacts because of funding for it because----2231 Senator Warren No, I'm sorry. The CR has impacts on your2232implementation.2233 Lieutenant General Eifler. Right.2234 Senator Warren It does not have an impact on your2235obligation to update your compensation model. You're supposed2236to do the modeling with the money you got.2237 Lieutenant General Eifler. Yes.2238 Senator Warren So when can I expect to see your updated2239model?2240 Lieutenant General Eifler. I would have to followup with2241you, Senator, because I am not clear on when that's going to be2242in place.2243 Senator Warren Okay. Well, I hope you're clear that you're2244already way past due.2245 Lieutenant General Eifler. Yes, Senator.2246 Senator Warren Alright. Vice Admiral Cheeseman, how about2247you? What's the date?2248 Vice Admiral Cheeseman. Senator, similar answer. We're2249working with our Office of the Secretary of Defense (OSD)2250partners on when that date would be, and when I have a more2251informed name, I'll make sure I get back with it, ma'am.2252 Senator Warren Yes. Well, I'd like to have an answer that2253suggests that you guys are paying attention to this. We didn't2254put this in the law just for the fun of it. It wasn't advisory.2255It was for you to actually perform by a date certain.2256Lieutenant General Borgschulte.2257 Lieutenant General Borgschulte. Senator, thank you very2258much for bringing this up. This is personal to me. I've got2259kids, I've got a spouse that has a career and we have used our2260world class childcare at every duty station.2261 Senator Warren Good for you. So, when?2262 Lieutenant General Borgschulte. So, I'll get back, we have2263increased the wages. I'll get back to you with a specific date,2264but we have over 40,000 kids in our child and youth programs. I2265mean, think about that. So that really a retention effort and2266that allows them to be free to go fight, and I just appreciate2267you bringing that up.2268 Senator Warren Okay. So, you said many nice things and the2269fact that you've actually moved toward increasing wages put you2270a step ahead of the other two people to your right.2271 Lieutenant General Borgschulte. We'll take that. Senator,2272I'll get you back an exact answer on this.2273 Senator Warren But I got to have this done. Okay.2274Lieutenant General Miller.2275 Lieutenant General Miller. Yes, Ma'am. We've actually in2276increased our wages----2277 Senator Warren Also good, how about your plan?2278 Lieutenant General Miller. We have a plan. I can get it2279over to you, ma'am.2280 Senator Warren Oh, you actually, have it? because We2281weren't able to find it, so I'm polite.2282 Lieutenant General Miller. I will initiate or I will send2283over what we have done over the last year, which is quite2284significant.2285 Senator Warren It's an updated compensation model?2286 Lieutenant General Miller. Yes, ma'am.2287 Senator Warren Is what you're required to do under the law,2288and then start implementing that model. So, thank you. I hope2289That's right. Lieutenant General Miller, Ms. Kelley.2290 Ms. Kelley Senator, we leverage the Air Force for our Child2291Development Center (CDC). So, the model that General Miller is2292referencing would be applicable for guardians as well.2293 Senator Warren You're pointing back in the other direction.2294Yours will be ready when his is ready.2295 Ms. Kelley. No ma'am.2296 Lieutenant General Miller. Yes, ma'am. I'm sorry. Yes, we2297support her.2298 Senator Warren I was taking you to the other end, I2299apologize.2300 Ms. Kelley The Air Force runs the child development centers2301that the Space Force guardians leverage. So, the adjusted2302salaries that the Air Force has, to include the fee assistance2303programs that are unbelievably helpful for our CDC workers,2304we've seen significant improvement.2305 Senator Warren I just want to say on this, look, I2306understand that I am unpleasant about this and intend to be2307even more unpleasant if this doesn't get done. You all fully2308understand why this is so important and so important anytime.2309We don't say to our military families, here's this really hard2310job, and then not give them the support that they need to be2311able to carry it out.2312 So, I appreciate that you all seem to understand that. My2313job is just to keep turning up the heat until we actually get2314this done and pay them better. Let me just bring out one more2315of course. This is all about making sure we have the staff2316needed to bring down military childcare wait lists. But of2317course, that's not going to happen if we're slashing the2318civilian workforce.2319 Two weeks ago, a Child Development Center in Utah closed2320because of cuts to its civilian staff. So, let just ask, do you2321agree that cutting childcare by laying off civilian childcare2322workers makes life harder for military families? Ms. Kelley,2323we'll start at your end this time.2324 Ms. Kelley Senator, I absolutely agree that lack of2325childcare is a readiness issue for all the services and2326certainly for the Space Force.2327 Senator Warren Go ahead.2328 Lieutenant General Miller. Yes ma'am. It's a readiness2329issue.2330 Senator Warren Thank you. General Borgschulte,2331 Lieutenant General Borgschulte. Senator Warren, I agree a2332hundred percent. We have not shut any down and don't plan to.2333 Senator Warren I hope that's right, but it really is the2334reminder that these civilian cuts can have profound effects for2335our Active Duty servicemembers. Vice Admiral Cheeseman.2336 Vice Admiral Cheeseman. Senator, thanks for the question.2337For our childcare employees, they are funded out of non-2338appropriated funds. We have not let anybody go. In fact, our2339staffing levels have increased by 10 percent over the last2340year. We've decreased the wait list by about a thousand spots.2341 Senator Warren That is really terrific to hear. Thank you2342very much. I appreciate your getting that on the record.2343General Eifler.2344 Lieutenant General Eifler. Yes, Ranking Member, totally2345concur. We have not shut down any, and we do believe it's a2346readiness issue because of that.2347 Senator Warren Good. I appreciate that, and now in the name2348of the chair I call on Ms. Hirono.2349 Senator Hirono Thank you very much. So, Senator Warren, you2350said you can be very unpleasant about all this? It's called2351oversight.2352 Senator Warren Yes.2353 Senator Hirono If we need to be unpleasant about it, so be2354it. So, Admiral, did you say that this is the last time you're2355going to be testifying?2356 Vice Admiral Cheeseman. Yes.2357 Senator Hirono Oh, thank you very much. Congratulations for2358doing what you do and my best wishes to you. So, you know,2359let's face it. I am deeply concerned about Secretary Hegseth's2360personnel policy changes within the DOD, and their impact on2361military personnel and overall readiness. You all acknowledge2362how important all these programs are, including childcare and2363everything else on readiness, but he's making these cuts.2364 The reinstatement of the transgender service ban and the2365rollback of diversity, equity, and inclusion programs, raise2366serious questions about their effects on recruiting, retention,2367and unit cohesion. Furthermore, reports of abrupt dismissals of2368tenured and nonpartisan military officials most recently,2369General Hall, without clear justification, call into question2370the institutional stability and apolitical foundation of our2371military.2372 These concerning developments require a thorough2373examination to ensure that DOD policy supports a diverse,2374inclusive, and effective fighting force. Even as there are all2375these attacks on diversity, equity, and inclusion, the fact of2376the matter is that all of the services need to recruit from as2377wide a swath of people as possible. So, these attacks on DEI,2378they are the wrong way to go. As I said, we should be2379recruiting from as wide a swath of people as possible.2380 This is for Admiral Cheeseman. The Navy currently has over238120,000 gaps at sea billets, and this shortfall has serious2382readiness implications since it requires a Navy to pull sailors2383assigned to ships and submarines undergoing maintenance and2384assign them to units going on deployment. This cannibalization2385of personnel causes cascading and disruptive effects across the2386Service. Question to you, does this gap concern you?2387 Vice Admiral Cheeseman. Senator, thanks for the question.2388It keeps me awake at night. Yes.2389 Senator Hirono So, it concerns you?2390 Vice Admiral Cheeseman. That's right.2391 Senator Hirono What are you doing about it?2392 Vice Admiral Cheeseman. Yes, ma'am. Our survey data tells2393us the single biggest concern among our sailors is burnout due2394to lack of manning. All right, so with that, we've done a2395number of things. First, we have completely merged our2396distribution and advancement systems into something we call2397billet base advancement. That has shown great strides in this2398area from E-5 to E-9, I essentially have no gaps at sea. In2399fact, I have a small surplus. All of our gaps at sea right now2400are among apprentices, and it speaks directly to the recruiting2401challenges we've had in the past.2402 When we contracted over 40,000 sailors in 2024, it takes2403time to get those sailors through the pipeline. They will start2404arriving to ships in 2025. By the end of this fiscal year, we2405should have about 18,000 gaps. By the end of 2026, we should be2406down to about 8,000 gaps. It takes on average 9 months for a2407sailor to get through the pipeline. Those new sailors are2408coming.2409 Senator Hirono I hope you achieve those goals, and in fact,2410we probably will be following up with you on how you are doing2411because this is a huge, and you're not going to eliminate the2412gaps by hoping that it will. I am just going to ask you all,2413are women in the military important? Let's start with you.2414 Lieutenant General Eifler. Senator, yes, they are.2415 Vice Admiral Cheeseman. Senator, absolutely.2416 Lieutenant General Borgschulte. Yes, Senator, absolutely.2417 Lieutenant General Miller. Absolutely. Yes, Ma'am.2418 Senator Hirono So, when we talk about the how important2419childcare is and all of those kinds of things, it makes me2420wonder whether in fact women are important in the military. Let2421me just point out a program that was created, it's called the2422Women's Initiative Team (WIT). All the services had Women's2423Initiative Teams. Apparently, they are all gone. Are they gone2424in all your services? Are you planning to bring them back? It's2425important, I would say if women are important to the services,2426do you still have WITs?2427 Lieutenant General Eifler. I'm not aware of that we do,2428Senator.2429 Senator Hirono Pardon Me?2430 Lieutenant General Eifler. I'm not aware that we do.2431Senator.2432 Senator Hirono Did you ever have them?2433 Lieutenant General Eifler. I believe we did.2434 Senator Hirono Okay. Well, what about you?2435 Vice Admiral Cheeseman. Senator, for the Navy, we folded2436our Women's Initiative Team. But we are, we do have a Navy2437culture advisory group that takes in all issues from all2438sailors.2439 Lieutenant General Borgschulte. Senator, I'm not aware of2440that particular initiative. But we incredibly value our females2441in the Marine Corps.2442 Senator Hirono Well, I'm told that all the services have2443them, so the fact that you're not aware, and when you say that2444women are important, and this is one of the ways that we can2445recruit, retain them, and support them, I would suggest, in2446fact, I'm going to followup and put language in the NDAA that2447requires all of you to reinState this program, so that if women2448in fact are important to the services, then your policies and2449practices will reflect. General Miller.2450 Lieutenant General Miller. We all of our affinity clubs2451have been stood down temporarily.2452 Senator Hirono Yes. I wonder why, I know why, that is a2453rhetorical question. Ms. Kelley.2454 Ms. Kelley Yes, Senator. We connected with the Air Force2455for this as well. They have been stood down. But I acknowledge2456your point.2457 Senator Hirono Yes, and they've been stood down because2458they're all supposedly under attack for promoting diversity,2459equity, and inclusion. It's like totally wrong. Thank you, Mr.2460Chairman.2461 Senator Tuberville. Thank you, Senator Warren.2462 Senator Warren Thank you, Mr. Chairman. So, when Congress2463passed the GI Bill in 1944, a grateful Nation promised to help2464servicemembers with the cost of their education. This was a2465thank you for their sacrifices to our country. The promise is2466not charity. It is an ironclad commitment, and its key to how2467we recruit and maintain a fighting force.2468 Survey after survey has demonstrated how important this2469promise is, both to recruitment and to retention. I see you're2470nodding along with this. Too often, however, the Federal2471Government has failed to live up to our promise, not delivering2472on the student debt relief that servicemembers are entitled to,2473or leaving them vulnerable to predatory lenders.2474 For example, after student loan repayments restarted after2475the pandemic, the CFPB found that servicemember complaints2476about student loan servicers went up, thanks to hours long hold2477times, and other customers service failures with their2478companies that were managing their loans. Meanwhile, the2479Department of Veterans Affairs (VA) has warned about the rise2480of scams, where predatory schools will promise ``immediate''2481student debt cancellation that doesn't really exist in order to2482lure veterans into enrolling.2483 So again, I'd like to go down the line, if we can, with our2484witnesses for this question. Just yes or no. Does it undermine2485our ability to recruit and retain personnel when we let bad2486actors scam our servicemembers out of the educational benefits2487that they have earned and been promised by the United States2488Government? Lieutenant General Eifler, if I could start with2489you.2490 Lieutenant General Eifler. Yes. Ranking Member2491 Senator Warren Vice Admiral Cheeseman?2492 Vice Admiral Cheeseman. Senator, yes, ma'am. Absolutely.2493 Senator Warren Lieutenant General Borgschulte.2494 Lieutenant General Borgschulte. Yes, ma'am. Absolutely. No2495armory should not be scammed.2496 Senator Warren Lieutenant General Miller?2497 Lieutenant General Miller. Yes, ma'am.2498 Senator Warren Ms. Kelley?2499 Ms. Kelley Yes, ma'am. Absolutely.2500 Senator Warren Well, that is the reason that I have2501proposed language for this year's NDAA to protect2502servicemembers from predatory actors. This committee has worked2503in a bipartisan fashion before to ensure that servicemembers2504get the educational benefits that they have earned under a2505bipartisan law signed by President George W. Bush back in 2007.2506 The Federal Government will cancel the student loans of2507people who work in public service and faithfully pay their2508loans for at least a decade, as a way to honor their public2509service. Last year, Senators Cortez Masto and Senator Moran,2510led a successful effort to require DOD and the Education2511Department to perform a data match so that all eligible2512servicemembers automatically receive the public service loan2513forgiveness that the law says that they have earned.2514 So, once again, I want to go down the line with our2515witnesses. Is it important that DOD do everything it can to2516deliver debt cancellation under the Public Service Loan2517Forgiveness Program to all eligible servicemembers as2518statutorily required by Congress? Lieutenant General Eifler?2519 Lieutenant General Eifler. Yes. Ranking Member.2520 Senator Warren Vice Admiral Cheeseman?2521 Vice Admiral Cheeseman. Yes, ma'am.2522 Senator Warren Lieutenant General Borgschulte?2523 Lieutenant General Borgschulte. Yes, ma'am.2524 Senator Warren Lieutenant General Miller?2525 Lieutenant General Miller. Yes, Senator Warren2526 Senator Warren Ms. Kelley?2527 Ms. Kelley Yes, ma'am. Absolutely.2528 Senator Warren Okay, good. We're in a good place. Once2529again though, this is work that remains unfinished. So, I have2530submitted an NDAA proposal for this year requiring DOD to2531provide quarterly updates until the public service loan2532forgiveness data match is implemented, and also requiring the2533Government Accountability Office (GAO) to analyze the2534challenges that servicemembers face with student loan debt2535repayment.2536 I have also submitted a proposal to require DOD implement2537the same risk-based surveys that the VA is already statutorily2538required to use to monitor fraud and waste and abuse at schools2539that receive more than $600 million in servicemember tuition2540assistance each year.2541 These are programs that matter to our servicemembers, and I2542appreciate having all of you as allies to make sure that our2543servicemembers get what the American people promised them. So,2544thank you very much, and thank you, Mr. Chairman, for letting2545me do this.2546 Senator Tuberville. Thank you, Senator Warren. Let's talk2547about healthcare really quick. The demanding nature of military2548service loan deployments and challenges of balancing military2549and family life can lead to a burnout, and turnover among2550military medical professionals.2551 Additionally, the potential for more lucrative2552opportunities in the civilian sector can make it harder for the2553military to retain these highly specialized medical2554professionals. Last years NDAA included a provision to increase2555the authorized number of nurse officers the services could2556recommend for promotion. So one at a time, what are you doing2557to recruit and retain military medical personnel specifically,2558and what can we do to help assisting and retaining medical2559personnel general?2560 Lieutenant General Eifler. Thanks, Mr. Chairman. I think2561this, as you articulated pretty good, it's a competition that2562we have with our local communities across the service, across2563all services. Having recently served in Alaska, we're in2564competition with the hospitals in the area for healthcare2565professionals, the whole gamut.2566 So, we appreciate the support with being able to provide2567the necessary bonuses and pay grade equal to what's out there2568in the commercial sector to keep them in. I think one of our2569biggest number one issues is job satisfaction. Our providers2570want to be doing the things that they were trained to do. They2571want to do more service on post. So, every time, if we channel2572folks off post to other care, it limits their experience and2573their satisfaction.2574 So, they want to do the surgeries, they want to do the2575medical care. So, the more we can focus them on that, the2576better off that they are with their satisfaction. That's one of2577the things we're working on to make sure that all the medical2578professions are getting to do the things and getting the2579service and the experience in the field that they want to be2580doing.2581 Senator Tuberville. Are you seeing a lot of interest in2582medical and recruiting?2583 Lieutenant General Eifler. We are. It's just a competition.2584It is something that we've got to be creative, we can't rest.2585We got to keep the gas pedal down. We can't rest on our2586laurels. We always are looking at ways to bring them in into2587the service of our Nation. So, we're actively doing that across2588our recruiting commands.2589 Senator Tuberville. Thank you, Admiral.2590 Vice Admiral Cheeseman. Senator, thanks for the question.2591First thanks to the authority for the Nurse Corps, Navy intends2592to use that to our advantage. For the medical community writ2593large in the Navy, it's similar to the enlisted recruiting2594problem we have, and our issues are because stress and burnout2595on the force.2596 So, we have doubled down on our medical recruiting. We have2597changed the process, which way we do that. We've outsourced2598some of that to medical professionals to do the recruiting for2599us. As a result, we've seen a tenfold increase to date in the2600number of folks interested in joining the Navy. So nascent2601efforts still, but trending in the right direction. We're going2602to be much better this year than we have been in the past, sir.2603 Senator Tuberville. Thank you. General Borgschulte.2604 Lieutenant General Borgschulte. Sir, in the Department of2605the Navy, the marines don't have any medical personnel, so we2606rely on my good friend here by Vice Admiral Cheeseman to2607support us. They do a very fine job of it, but I think it goes2608deeper than that. That's in the Military Treatment Facilities2609(MTFs), but also out in town. So, some of those bases and2610stations can be an expeditionary force when we're out in areas2611where they don't have access to a Military Treatment Facility.2612 Sometimes going out through TRICARE out in town can take 302613days plus, especially with mental health physicians, very2614difficult. So again, thanks for the help with the Department of2615Navy. We certainly support them, and I would ask for anything2616that you can do to help with the out-of-town physicians2617 Senator Tuberville. General Miller?2618 Lieutenant General Miller. Yes, sir. We also have the same2619struggles of trying to get our medical professionals on board.2620I'll say that Defense Health Agency (DHA) has been challenging2621as well just to work with them. General DeGoes, our Surgeon2622General (SG), has been doing everything he can to get out there2623and recruit the medical specialties. We're trying to give them2624their credits so we can bring them on at higher grades than2625they normally would.2626 Additionally, we're looking in the mental health2627perspective of doing online. You know, so one provider can do2628multiple areas, so they don't actually have to physically be2629there, but they can do online mental health. So, it is a2630struggle. We're trying everything that we can to get our force2631back up because we've got to have them.2632 Senator Tuberville. Ms. Kelley.2633 Ms. Kelley Yes, Chairman. Much like the marines, we rely on2634the Air Force for medical support. So, from a guardian2635perspective, a guardian is going to a MTF that the Air Force is2636running underneath the auspices of defense health. I would2637agree that the recruiting is a challenge. I would also agree2638that the way that the Air Force is attempting to tackle this2639and that changes that they're making in that additional pay2640structure are going to be very pivotal for the guardian as2641well.2642 Senator Tuberville. This question, if anybody can answer if2643you want. There's been discussion over the past few years about2644unnecessary and burdensome barriers to entry for DOD nurses,2645including in 1-year prior experience required barrier. Can any2646of you speak to these barriers and are they hurting or helping2647recruiting? I mean, have you seen any of that? Anybody want to2648throw anything in?2649 Vice Admiral Cheeseman. Sir, from the Navy, I have not seen2650that or familiar with that, so I'll take that for the record2651and get you a more fulsome answer.2652 Senator Tuberville. Okay. Thank you. Senator Scott.2653 Senator Scott Thank you. Chairman. First off, thanks to2654each of you for your hard work. I don't think what you do is2655easy. So, we've had a tough time other than the marines of2656hitting our recruitment numbers right, for quite a few years.2657So, should anybody be held accountable, and if so, have they2658been held accountable for not meeting our recruiting goals?2659 Lieutenant General Miller. I'll start, sir. So, our2660recruiting numbers in the Air Force have gone up. We're2661actually exceeding where we thought we would be. The last 2, 32662years, it was a little more difficult based on COVID, I think2663was one of the factors, the other thing is just the propensity2664to serve across our Nation was down.2665 So, what we have done, we have put every effort we can into2666increasing our recruits, and we have exceeded our goals. We2667actually were planning to exceed it by about 3,000 this year.2668We'll see if we have enough Military Personnel (MILPERS) to2669cover that.2670 Senator Scott But y'all didn't meet the goals?2671 Lieutenant General Miller. Yes, sir. We did this year.2672 Senator Scott But the prior years?2673 Lieutenant General Miller. No, sir. We did not. So, we2674looked at what was, we had our own barriers internal to the Air2675Force, and so we removed those barriers. One of them, you know,2676we had very strict, for example, tattoo policies and so we2677removed some of those because it was a barrier for entrance2678from some of the population of our Nation. So that increased2679it.2680 The other thing that we did was we noted that internally to2681the Air Force, you had to have a driver's license in order to2682enter our Air Force. We removed that, and if it's required for2683your position, we will work on getting the driver's license.2684So, all of the internal barriers were moved and we have since2685seen a larger population and from which we can recruit.2686Additionally, we did not lower our standards at all. We have2687maintained our standards, DOD standards.2688 Senator Scott But the individuals that were responsible for2689recruiting before you started making your numbers, should they2690have been held accountable or not? Or is it something that was2691completely outside your control?2692 Lieutenant General Miller. It's not, I don't think it's in2693my control, but I think that they were held accountable in the2694fact that they were given specific goals. We used to do goals2695every quarter, and now we do them monthly, and so, our2696recruiter, who's a one-star general reports to a four-star. So,2697I think the accountability was there from that aspect, sir.2698Okay.2699 Senator Scott But nothing happened to anybody for not2700meeting their goals? They were promoted just like anybody else?2701 Lieutenant General Miller. Well, he's been a one-star the2702whole time, so he hasn't yet been promoted.27032704 Lieutenant General Miller. Well, I mean he's been a one-2705star the whole time, so he hasn't yet been promoted. However,2706except for fiscal year 1979, fiscal year 1999, and fiscal year27072023, the Air Force Recruiting Service (AFRS)-now aligned under2708the Air Force Accessions Center (AFAC)-has met or exceeded its2709goals. Additionally, the current AFAC Commander and Director of2710AFRS, Brigadier General Christopher Amrhein, took command in2711June 2023 (end 3QFY23), upon the retirement of the previous2712AFRS Commander. The Air Education and Training Command (AETC)2713Commander, Lieutenant General Robinson, established2714accountability via direct reporting for AFAC, and under2715Brigadier General Amrhein's leadership, provided guidance to2716the team that resulted in AFRS increased mission effectiveness2717across the inspire, engage, and recruit spectrum. Consequently,2718the DAF increased its Delayed Entry Program (DEP) to a point2719where we exceeded goal in fiscal year 2024 (which was an2720increase from the fiscal year 2023 goal). AFRS currently has2721the largest DEP in 10 years and is on track to exceed its2722fiscal year 2025 goal (again another increase from the fiscal2723year 2024 goal).27242725 Senator Scott Okay. How's the Navy? How about the Navy?2726 Vice Admiral Cheeseman. Sir, thanks for the question, and2727also, thanks for the opportunity yesterday to speak in your2728office----2729 Senator Scott You're meeting goals, right?2730 Vice Admiral Cheeseman. Sir, we're far exceeding our goals.2731Absolutely, in 2025. I anticipate sending 44,000 future sailors2732to bootcamp, probably just under that number, our goal is273340,600. So, we're well above it. I think inside of our2734enterprise, my Navy H.R. enterprise, we took a really hard look2735about who was tasked to do what. We upgraded the position of2736the Navy recruiting commander from a one-star to a two-star,2737and with that came a recruiting operations center, increased2738data analytics, a review of medical waiver processes came. We2739understand the data behind recruiting.2740 To be candid, sir, I think we had to learn how to recruit2741coming out of COVID. I cannot speak for my fellow2742servicemembers here, but that's how it was for the Navy. I2743think prior to COVID, we were very good at processing the2744people who walked in the recruiting stations. Coming out of2745COVID with a decrease in propensity that General Miller just2746mentioned, we really had to learn how to recruit. We're up on2747step now, and we're running on all cylinders, sir.2748 Senator Scott How about the Army?2749 Lieutenant General Eifler. Yes, thanks, Senator. As you2750know, probably a couple years ago, we completely revamped it. I2751think this was an Army-entirety fault. I wouldn't say an2752individual, but I would say the Army was at fault. We were2753sleeping at the wheel for years on recruiting, resting on our2754laurels and we put General Davis and a team of folks in there2755to revamp and re-look how we did recruiting, systemically from2756the top and the bottom.2757 Over the last 12 to 18 months have been putting these in2758place and we're seeing now the fruition. We saw that last year2759was a good year, this year is a great year. We are exceeding--2760we're over 50,000 recruits out of the 61,000 that we are2761shooting for this year, just 6 months in. So, we're having, as2762I call it, catastrophic success with this, with how we're doing2763now.2764 Senator Scott But the ones in charge when we weren't2765successful, nothing's happened to them. They were promoted just2766like normal? Like I think that's true.2767 Lieutenant General Eifler. No, they weren't Senator.2768 Senator Scott Okay. All right. Okay. So, so what's the2769slogan for the marines?2770 Lieutenant General Borgschulte. Senator Scott, good to see2771you. We talked a bit about this. We put our best marines in2772recruiting even if they want to----2773 Senator Scott Do you have a slogan?2774 Lieutenant General Borgschulte. A slogan?2775 Senator Scott You have a slogan?2776 Lieutenant General Borgschulte. The few, the proud, we have2777a lot of slogans, sir, if that's the one you're after. We don't2778promise you a rose garden. Many different, we'll stop there.2779 Senator Scott Army, do you guys have one?2780 Lieutenant General Eifler. Yes, This We'll Defend, Senator.2781 Senator Scott How about the Navy?2782 Vice Admiral Cheeseman. Sir, Forged by the Sea.2783 Senator Scott Air Force.2784 Lieutenant General Miller. Fly, fight, and win. Aim high2785 Senator Scott Space Force?2786 Ms. Kelley Semper Supra, always above.2787 Senator Scott Do you think that when people come in, they2788know what your mission is? When you're recruiting, do they know2789what your mission is? I think we've all heard for years the2790marine slogan, and we've all heard for years the Army slogan.2791But I don't know, do you think we've heard the others? Do you2792think that that's the reason why we've had a hard time? Are2793people not sure what we're doing? Anybody?2794 Vice Admiral Cheeseman. So, Senator, I'll speak to it from2795a Navy component. We've been with the Forged by the Sea2796Marketing campaign for a little bit of time. It resonates well2797with younger folks. The average age of our recruit is 22, not2798necessarily 18 like some of the others are, So they're a little2799older. It resonates that slogan, that culture manifests through2800bootcamp, through A6C schools now into the fleet. So, I think2801it's--pretty well,2802 Lieutenant General Miller. Senator, I'll offer from the2803Space Force perspective, being just over 5 years old, we took a2804concerted effort to market what a guardian is and more2805importantly, what they do specifically for the joint fight. So,2806I acknowledge your point. It's one of the focuses that we have2807right now. We've actually built a planetarium show that we're2808debuting in a month at planetariums around the Nation, to get2809after exactly your point, which is, does the average American2810know what the Space Force is, and that they can join it as its2811newest service.2812 Senator Scott You think they do?2813 Lieutenant General Miller. Our data right now shows us that2814we have a brand awareness problem. Absolutely.2815 Senator Scott That's right. That's what I would say in2816Florida. Yes.2817 Lieutenant General Miller. Yes. Space Force, for sure, sir.2818 Senator Scott Yes. So, have so the marines continued to be2819successful. After the problems that we had, did the other2820branches--did they follow what the marines were doing? Did you2821guys look at what the marines were doing as it's nice to be the2822one who never has a problem.2823 I used to be the one that never had a problem. I was doing2824business. I always wanted to be number one. You know, I always2825wanted to be the one that nobody ever questioned my numbers.2826 Vice Admiral Cheeseman. Senator from a Navy perspective, we2827did take a little bit of a look at what the marines had done.2828We had already been involved in increasing the quality of our2829recruiters. In talking to my good friend here, you know, that2830manifests in what they're doing.2831 So, the communities that provide our officer recruiters2832have increased the quality of those commanding officers that go2833to recruiting the Commodore that oversee them, and we do2834provide a large amount of incentives for our enlisted sailors2835to head out to recruiting and the quality there is increasing2836as well.2837 Lieutenant General Miller. Senator, from the Air Force2838perspective, we absolutely did look at the marines and their2839recruiting and the way that they attack it, and that they do2840put their best and brightest on there. So, we did modify that2841over the last year, when we added additional 400-plus2842recruiters, and that you have to be selected to be there as2843opposed to just throw your name in the hat because you thought2844it would be fun to do so. Yes, sir. We did do that.2845 Ms. Kelley Senator, if I may, I would be remiss if I did2846not go on the record and note that the Space Force has made its2847recruiting numbers for the last 5 years, albeit small. We are2848absolutely focused on finding the talent where it is and2849leveraging some technical ways to connect directly with those2850potential guardians.2851 Lieutenant General Eifler. Yes, Senator. The Army took into2852a consideration even further professionalizing the recruiting2853force. So, creating a new MOS, a new warrant officer that you2854know, taking some things from industry training with industry2855and how they do that, how do they relate, to get a little bit2856better, and selecting. Not everybody is a good recruiter, some2857people are better than others, and we're just making sure that2858we're putting the right people in the right places to access2859the people that we're trying to bring in.2860 Senator Scott Thank you for what you do. Thank you,2861Chairman.2862 Senator Tuberville. Thanks Senator Scott. Senator2863Duckworth.2864 Senator Duckworth Thank you, Mr. Chairman. Thank you for2865keeping the hearing open so that I can make it here. I2866appreciate it. Each of our services claims to build the best2867and most capable leaders within the world's greatest fighting2868force, capable of thinking critically, navigating the fog of2869war and leading diverse teams in times of uncertainty. But how2870can the department train leaders to make decisions for2871themselves if it is actively banning books from Service2872Academies, and micromanaging their access to information?2873 This Administration's obsession with removing diversity2874within the force has now expanded into attacking diversity of2875thought. Censorship does not produce stronger leaders; it2876produces brittle ones. Suppressing ideas is not a sign of2877might, it is an expression of fear and if we allow fear to2878drive policy, we fail not only our cadets and servicemembers2879seeking to develop themselves as leaders, but also the American2880people who count on them to lead with wisdom and critical2881thinking.2882 For each witness, do you believe our future commanders will2883be fully prepared to navigate the complexity of tomorrow's2884warfighting environment, if we continue to micromanage their2885exposure to the world and different perspectives? Should we be2886limiting their perspectives and banning books in our academies?2887Would that make them better leaders?2888 Lieutenant General Eifler. Oh, no, Senator,2889 Senator Duckworth Thank you.2890 Vice Admiral Cheeseman. Senator, I'm generally familiar2891with the issue you're talking about, but I've not seen2892specifically the issues at the Naval Academy, or nor have I2893talked to Admiral Davis about that. What I can tell you, I2894agree with you. You know, I believe the Naval Academy should2895have everything they need to create future naval officers.2896Within my domain, I'm certain that we have everything we need2897to make sure every sailor is qualified to do their job.2898 Lieutenant General Borgschulte. Yes, ma'am. Nice to see2899you. I'm a proud graduate at one of those Service Academies,2900and it,----2901 Senator Duckworth I could never make it in, I'm an ROTC2902[Reserve Officer Training Corps] guy.2903 [Laughter.]2904 Lieutenant General Borgschulte. But it matters to us in the2905sense we take 25 percent of that class, of that Naval Academy2906class that comes into the Marine Corps, and we get eye-watering2907talent. So just inspiring, attracting our top young Americans2908to attend that school is important to us, and I just wanted to2909put a plug for how important that school is, how much it means2910to us.2911 Senator Duckworth Thank you. General Miller?2912 Lieutenant General Miller. Yes, ma'am. I would concur. You2913know, I don't know exactly what they're doing at the United2914States Air Force Academy (USFA) as far as the libraries and2915going through the curriculum, but I do know that we have the2916best airmen and a large portion of them come from the academy.2917I think that we need to make sure that we continue to draw2918similar to the Marines and Navy, the best individuals from the2919United States.2920 Senator Duckworth But they need to be exposed to all2921elements of thought and we should not be banning books in our2922training of our servicemembers.2923 Lieutenant General Miller. I think they should definitely2924be--they should have all trains of thought. Yes, ma'am.2925 Senator Duckworth Thank you, Ms. Kelley.2926 Ms. Kelley Ma'am, I agree with your point. Absolutely.2927 Senator Duckworth Thank you. I do think that we owe2928servicemembers protection from moral injury by empowering them2929with the training to operate in complex wartime environments2930with life-or-death decisions for their brothers and sisters in2931arms, as well as civilians who find themselves caught in the2932middle.2933 But I heard some concerning things from the General counsel2934nominee yesterday regarding this Administration's commitment to2935the law of armed conflict. Will each of you commit to ensuring2936that servicemembers receive the appropriate training and2937education on the law of armed conflict?2938 Lieutenant General Eifler. Yes, Senator.2939 Vice Admiral Cheeseman. Thank you, Senator. Yes, ma'am.2940 Lieutenant General Borgschulte. Senator, this is key to our2941warfighting effectiveness. Absolutely.2942 Lieutenant General Miller. Yes, ma'am.2943 Ms. Kelley Agree, ma'am.2944 Senator Duckworth That is why we're the greatest fighting2945force on the face of the Earth. We set the standards for the2946rest of the world. I'd like now to pivot to the Indo-Pacific.2947I'd like to shift your attention specifically to the current2948makeup of our active reserve and guard forces, and whether our2949forces are prepared for the reality of fighting and sustaining2950large-scale conflict in the Indo-Pacific region.2951 For each of you, do you believe your service currently has2952the force structure, and personnel necessary to meet the2953demands of such a fight in the Indo-Pacific? If not, given our2954current personal projections and plans, are you confident your2955service will be prepared to execute large-scale mobilization2956and sustain power projection across contested domains? What can2957this committee do to ensure you're fully supported? Because I2958would tell you, it is a bipartisan issue.2959 We have talked about this in a bipartisan way, and I want2960to make sure you have the ability, I think probably the Army2961and the Marines would be most on this, Navy obviously, as well.2962But can we sustain the fight where we are right, now, and what2963kind of support do you need?2964 Lieutenant General Eifler. Thanks, Senator. Yes, we can,2965but I'm not satisfied. I don't think we're satisfied that we2966need to continue to transform to prepare for that even more,2967and as you know firsthand, the more readiness, the better we're2968going to be. We have to transform, not just our modernization,2969our force, but how we do things in large scale combat2970operations.2971 So, when our Chief says, hey, transformation and contact or2972continuous transformation, that's what we're doing. We can't2973rest on our laurels. We can't say we, hey, we won the last war,2974we're good. We have to continually look and adapt, because as2975we've seen in the battlefields across the globe, things are2976changing faster than our budget cycle. They're faster than how2977we can acquire equipment, for the acquisition. So, we have to2978be faster. So, we can't say, hey, we're ready, we're good,2979stop. No, we actually need to keep getting more ready, keep2980adapting.2981 I think your support absolutely with your oversight, but2982also with the proper appropriations and flexible funding so2983that when something changes, like we're talking about with2984counter Unmanned Aerial Systems (UAS), and that technology that2985is changing so frequently inside that budget cycle, we've got2986to be able to adjust and not get consumed by buying this one2987thing that was good for that time and is no longer, and it's2988obsolete. So that's what I would say we need help with.2989 Senator Duckworth Thank you,2990 Vice Admiral Cheeseman. Senator, thanks for the question. I2991believe in our operators, I'm certain we'll get the mission2992done. That being said, the Navy is on a journey. One of our2993lines of effort is to make sure that we're very much aligned2994within our maritime operation centers. We want to fight from2995those operation centers in the future.2996 There's a lot of things going on in here with hardware,2997software, people. From my portfolio, I'm sure I'll need more2998people in those specific skill sets when it comes to the2999information warfare (IW) community, the crypto audit community,3000the intel community, the space community. So, we're on a growth3001profile in those areas. Additionally, I know working closely3002with the chief of Navy Reserve, Admiral Lacore, they are3003organized around the fight from the mock concept.3004 So, the training that they do is so they're able to fight,3005you know, fall in on those mocks when trouble is brewing, so3006they can support the fight as well. So, we're modernizing the3007entire approach toward the fight from the mock, and we just3008look forward to continue to working with this committee to get3009that done.3010 Senator Duckworth General Borgschulte.3011 Lieutenant General Borgschulte. Senator, thanks very much.3012The Indo-Pacific theater is one of the most challenging3013theaters. In my last job before this role, commanding aviators,3014you know, the distances at which we may need to fight in that3015theater makes it very difficult with the geographical3016dispersion.3017 As you know, 6 years ago we started down this path with3018General Berger and now General Smith on force design. Force3019design was clearly meant to grow the force to the right type of3020marine, right skillset, divest to invest. Now we're into the3021invest phase, where we have the right numbers of marines,3022capacity, and capability. We don't have the capacity we need,3023so we are on a plan.3024 So, to your question, I really appreciate that, is to grow3025our end strength, and we have a plan to get there, but it's3026quite frankly, not fast enough, and so, any help that you can3027provide us, in funding really for that end-strength we would3028applaud. Thank you.3029 Senator Duckworth Thank You, General.3030 Lieutenant General Miller. Yes, we too are shifting to the3031Pacific. The tyranny of distance is a challenge for us because3032we have tankers and where we're going to put them and how we're3033going to fight from there. So, we are doing large scale3034exercises to make sure that we're ready. But we too need to3035increase our end strength probably, and then we just have to3036have the right kit forward, and so that's our challenge right3037now.3038 Senator Duckworth If we're going up the People's Republic3039of China (PRC), it's not going to be dominating the skies.3040We're going to have to fight our way in and fight our way out,3041same with the surface warfare.3042 Lieutenant General Miller. Yes ma'am.3043 Ms. Kelley Senator, I'd just like to add that from this3044space perspective, the U.S. Indo-Pacific Command (INDOPACOM)3045fight is absolutely enabled by the space capabilities that our3046warfighters need. So, the ability for this service that is now30475 years old to continue to grow with the support of this3048committee, is going to be very critical, because the space3049enabling warfighter has got to be part of what we deliver for3050the fight.3051 Senator Duckworth Thank you. You've been incredibly3052generous, Mr. Chairman.3053 Senator Tuberville. Thank you. Senator Duckworth, I just3054have one more question here before we finish. Mainly for the3055NDAA. Specifically talking about bonuses and special pays,3056retention. Obviously y'all want to recruit new people, but we3057also have to recruit the people we already have in the service.3058 So, I'll start. General Miller, in the Fiscal Year 20243059NDAA Congress authorized the Air Force to increase aviation3060retention bonuses up to $50,000 for pilots who agreed to extend3061their contracts earlier than initially planned. Could you give3062us some kind of update on the status of how these are working?3063 Lieutenant General Miller. Yes, Senator. Actually, they're3064working incredibly well. We are right now across our rated3065population, we are where we need to be with exception of the306611AFs, which are fighters. However, we have completely closed3067the gap based on a lot of the aviation bonuses.3068 Additionally, we're looking at the how the trainers--were a3069little bit short on the trainers, so we're training by3070simulators too and we're finding that we're closing that gap.3071We expect that we will get there relatively quickly. But thank3072you very much for that NDAA, it's been very helpful.3073 Senator Tuberville. Yep. So, we'll start down here.3074General, just what you think recruiting-wise in terms of3075bonuses for retention, or what do you think we could do in the3076future for just normal recruiting?3077 Lieutenant General Eifler. Yes, I think the support for the3078Future Soldier Prep Course has been great. That's tapped into3079another population that we haven't been able to access before3080funding for that. Again, I hate to keep beating that horse on3081the funding for those type of things that are not accounted for3082typically in the budget cycle. So, I think that supports the3083bonuses, obviously that's huge for retention as well as3084recruiting and getting the people that we want to get into the3085service. I think if you continue to get that support and3086oversight for us, that'll be definitely helpful.3087 Senator Tuberville. Admiral.3088 Vice Admiral Cheeseman. Senator, thanks for the question3089and allowing me the ability to highlight the importance of3090these special incentive pays, the bonuses and such. It's3091incredibly important to the retention game. We're doing very3092well in retention, but we still shorten our manpower accounts3093right now, so we're going to have to move some money around to3094make sure we meet our obligations to our sailors and we don't3095get to the point where we create an IOU situation.3096 I would like to highlight as we move into fiscal year 2026.3097If we start the year with a continuing resolution fiscal year30982026, this will be problematic for that account. Right now, you3099know, I appreciate the 10 percent pay raise for our junior3100enlisted sailors that's funded for fiscal year 2025 only. If we3101move into fiscal year 2026 with a CR only, it'll severely3102depress the manpower account, and I'll have trouble paying3103those bonuses, which are obligated to our sailors.3104 Senator Tuberville. Thank you. General.3105 Lieutenant General Borgschulte. Yes. Senator Tuberville,3106thanks very much for this question. The aviation bonuses are3107key, so are all the other bonuses. As Vice Admiral Cheeseman3108had mentioned, the selective retention bonus, some are really3109exquisite skilled senior enlisted and middle grade enlisted3110that have cyber signals intelligence. Those type are really3111difficult to retain.3112 But for the pilots in a sense, the bonuses are--it's kind3113of a combined arms effect. It's the bonuses are important, but3114it's also climate, culture and it really just selling that,3115hey, flying a commercial aircraft is one thing, but flying a3116gray aircraft with a trigger is another thing. We got to have3117the bonuses that's important, but it's climate and culture as3118well. Thanks for your support there.3119 Senator Tuberville. Ms. Kelley.3120 Ms. Kelley Senator, I would add for the Space Force, the3121targeted bonuses are crucial. The space, cyber and Intel skill3122sets, that is essentially the guardian population that we have3123in the Space Force, are exquisite skills themselves. Much like3124the other colleagues here today, the ability to retain and3125attract and hold that type of exquisite skill is critical. The3126targeted incentives help us do that.3127 Senator Tuberville. You just go to General Miller and say,3128well, who's your best ones? I need your best ones. Right?3129That's actually, she does that, right?3130 Lieutenant General Miller. Yes,3131 Senator Tuberville. I would too.3132 Ms. Kelley People want to join the Space Force, sir.3133 Senator Tuberville. Thank you. I apologize for all the3134rigmarole here, but we got more hearings and people in--you3135notice the lines outside. They're rather big.3136 But thanks for what you do. You have a great3137responsibility. I don't think people really understand that the3138responsibility, you know, you win with people and you know,3139obviously we got weapons and all that, but you got to have good3140people, and we thank for what you do.3141 Admiral Cheeseman, thank you for your service. I will tell3142you this, I did the same thing. I retired and after a few3143weeks, my wife walked by my couch, when I was drinking coffee3144one morning, she says, hey, this has been my house for 403145years, go get you a damn job.3146 Vice Admiral Cheeseman. I'm hearing it already. Yes, sir.3147 Senator Tuberville. But thanks for what you do, and we want3148to help as much as we can. That's one reason we had this today.3149A lot of people will watch this on video, a lot of our members.3150So, if there's anything that we can do to help in your3151capacity, we want to help.3152 We're in harm's way every day and we got a lot of enemies3153out there, but the bigger and better we have our military, the3154less problems we'll have, because they don't want to mess with3155the United States of America. We sure want them to know that,3156but you're the beginning of it.3157 So, thank you all, and look forward to visiting with and3158working with you many, many times. Again, Admiral, good luck.3159Thank you.3160 This hearing's adjourned. Thank you.3161 [Whereupon, at 3:59 p.m., the Committee adjourned.]31623163 [Questions for the record with answers supplied follow:]31643165 Questions Submitted by Senator Ted Budd3166 pilot shortage3167 1. Senator Budd. Lieutenant General Miller, a RAND Report titled3168``The Relative Cost-Effectiveness of Retaining Versus Accessing Air3169Force Pilots'' concludes that ``retaining pilots is more efficient than3170accessing new ones.'' Why does the Department choose to focus efforts3171on increasing accessions and training throughput rather than retaining3172the pilots already in service?3173 Lieutenant General Miller. The Air Force currently uses a tiered3174retention bonus structure, offering up to the Congressional limit of3175$50,000 per year. Pilots in critically manned specialties who commit to3176additional 8 to 12-year service agreements are currently eligible for3177the maximum authorized amount. Therefore, given we are already3178operating at the maximum authority granted, current efforts are focused3179on increasing accessions and training throughput to build a robust3180pilot force.31813182 2. Senator Budd. Lieutenant General Miller, title 37 U.S. Code,3183section 334 (c)(1) provides statutory limits for aviation incentive pay3184and bonus programs. Can you please provide the Department's analysis on3185structuring aviation incentive pay and bonus programs, and why the Air3186Force restricts these offerings to values less than the statutory3187allowances?3188 Lieutenant General Miller. The Air Force is currently executing the3189retention bonus in a tiered structure that offers the Congressional3190monetary cap of $50,000 per year. The tiered structure is built to3191incentivize longer Active Duty service commitments. Pilots in3192critically manned specialties who commit to serving an additional 8 to319312 years currently have access to the maximum amount authorized by3194Congress.31953196 3. Senator Budd. Lieutenant General Miller, in the last three3197fiscal years (fiscal year 2022 to fiscal year 2025), Active Duty pilot3198retention has held steady between 40 to 43 percent, beneath the3199required rates of 54 to 61 percent for the same years (according to an3200Air Force Briefing on March 13, 2025). You testified that ``we have3201deliberately and effectively used monetary and non-monetary authorities3202granted by Congress to stabilize the force.'' Can you please explain3203further how the retention incentives authorized by Congress, which have3204been offered in varying formats during these years, have yielded an3205appreciable change?3206 Lieutenant General Miller. Despite recent historically high rates3207of hiring in the commercial sector, the United States Air Force has3208continued to maintain a stable pilot retention rate by using both3209monetary and non-monetary incentives. Prior testimony of stating "we3210have deliberately and effectively used monetary and non-monetary3211authorities granted by Congress to stabilize the force" is accurate,3212but the retention rate has stabilized at a level below what is3213necessary. A healthy year-group of pilots requires the United States3214Air Force to train an average 1,500 pilots each year. Over the past3215several years, the Air Force has only produced on average 1,250 pilots3216each year. When the Air Force produces a year group that is smaller3217than required, the standard retention rate (40 to 43 percent) is3218insufficient, and the United States Air Force requires a higher3219retention rate (54 to 61 percent). The current stable rate of3220retention, while significant, does not compensate for the smaller size3221of the recent year-groups.3222 __________3223 Questions Submitted by Senator Mazie K. Hirono3224 diversity, equity, and inclusion program rollback3225 4. Senator Hirono. Lieutenant General Eifler, Vice Admiral3226Cheeseman, Lieutenant General Borgschulte, Lieutenant General Miller,3227and Ms. Kelley, rollbacks of Diversity, Equity, and Inclusion (DEI)3228initiatives, including termination of related training and office3229closures, have raised alarm about their effect on morale and trust in3230leadership, especially among female and minority servicemembers. Are3231the Services tracking how the rollback of DEI programs is affecting3232morale and trust?3233 Lieutenant General Eifler. The Army's personnel practices will3234continue to provide fair treatment, access, opportunity, choice and3235advancement for all soldiers and civilians. The Army's merit-based3236system will continue to reward soldiers and civilians for their skills,3237qualifications and performance. The Army focus is on prioritizing3238lethality, meritocracy, accountability, standards and readiness to3239ensure equal opportunity for all based on merit, not demographics or3240immutable characteristics. By focusing on these priorities, we will3241attract the best talent and maintain our position as the world's3242premier fighting force. Using the Defense Organizational Climate Survey3243(DEOCS), the unit commanders are able to assess and improve the climate3244within their units. However, due to the DEI Executive Order, signed on324520 Jan 2025, the DEOCS is under review and will be made available in3246September 2025. Once the DEOCS is approved for use, the survey will3247begin collecting data again on morale and trust in leadership across3248the entire force.3249 Vice Admiral Cheeseman. As these changes are relatively recent, we3250have not collected any data to date that shows changes in morale and3251trust. Our 2025 Health of the Force Survey, which will be available3252this fall, will provide an update on morale and trust across the Navy.3253 Lieutenant General Borgschulte. The Marine Corps is a standards-3254based organization. Those who enter our ranks understand they are part3255of a team. We have not seen a drop in recruiting or retention numbers3256this year. In fact, we have had historic recruiting and retention.3257Marines understand they have support, when necessary, within our equal3258opportunity offices.3259 Lieutenant General Miller. The United States Air Force values its3260servicemembers and has routinely been on the leading edge of positive3261change within the Department of Defense. All airmen expect us to treat3262them with dignity and respect, as we will continue to do, regardless of3263changes to the DEI policy. The United States Air Force will continue to3264seek to identify and understand any changes in morale or leadership3265trust in upcoming assessments.3266 Ms. Kelley. DAF routinely monitors trends in morale and leadership3267perceptions through the Defense Organizational Climate Survey (DEOCS)3268and other command climate assessment data. By leveraging both3269quantitative survey feedback and comment data, Space Force will seek to3270identify and understand any changes in morale or leadership trust3271observed in upcoming assessments this Fall as part of our continual3272process for improving the readiness and effectiveness of our personnel.32733274 5. Senator Hirono. Lieutenant General Eifler, Vice Admiral3275Cheeseman, Lieutenant General Borgschulte, Lieutenant General Miller,3276and Ms. Kelley, have you seen changes in climate survey results or3277retention data among underrepresented groups since the rollback?3278 Lieutenant General Eifler. Short answer: During second quarter of3279FY25, we have not seen any significant changes in retention behavior3280among under-represented groups in the Active Component. Overall3281retention was higher in second quarter, which has been a trend for3282several years, but the increase from first quarter to second quarter3283was higher for minorities/under-represented eligibles.3284 Vice Admiral Cheeseman. The next window for unit/command climate3285surveys will be August to October 2025. Our 2025 Health of The Force3286Survey will provide insights into the work environment, climate, and3287retention intentions. The results will be available this fall.3288 Lieutenant General Borgschulte. No. We have not seen any changes in3289climate survey results with respect to retention for our marines.3290Retention remains at a historic level. We have already met our3291retention goals for this year. Once a marine becomes a marine, they3292want to remain a marine--that says a lot about our climate, culture and3293ethos.3294 Lieutenant General Miller. The Defense Organizational Climate3295Survey (DEOCS) is administered August 1 to November 30 each year. The3296Air Force will evaluate any shifts in morale and trust once the 20253297DEOCS survey results are published.3298 Ms. Kelley. To date, the Space Force has not seen changes in3299command climate survey results or retention data among underrepresented3300groups since the issuance of the Executive Orders. Currently, retention3301is 1 percent higher than expected and the Service is on track to meet3302end strength for the third year in a row.3303 recruiting best practices3304 6. Senator Hirono. Lieutenant General Eifler, Vice Admiral3305Cheeseman, Lieutenant General Miller, and Ms. Kelley, I recently met3306with the Commandant of the Marine Corps, and one of the reasons he3307mentioned for the Marine Corps' consistent success in recruiting is the3308emphasis you put on assigning high-performing personnel to recruiting3309billets, along with stringent accountability metrics. Are you3310implementing similar personnel practices within your organizations?3311 Lieutenant General Eifler. Yes, we implemented the Recruiting3312Candidate Assessment and Selection Program, which was is designed to3313select soldiers best fit to be career Recruiters in our new 42T MOS3314(Talent Acquisition Specialist) by evaluating each individual for the3315attributes needed to be successful in recruiting. This assessment3316program continues to be refined to ensure we have the best talent3317serving on recruiting duty.3318 Army Recruiting has also experienced a surge in soldiers3319volunteering for recruiting duty, displaying strong motivation and3320desire to recruit America's best and brightest to serve alongside them.3321All volunteers are also assessed based on cognitive, non-cognitive, and3322personality factors to ensure their best fit to be successful in3323today's challenging recruiting environment. Several performance metrics3324are maintained for each Recruiter and their chain of command holds them3325accountable for their performance.3326 Vice Admiral Cheeseman. Yes, our priority is to assign only top-3327performing sailors to recruiting billets. Two key tools we use to3328support top-tier personnel in recruiting is the Meritorious Advancement3329Program and Command Advance to Position. These provide a pathway for3330sailors to advance in rank ahead of their peers. We additionally call3331out recruiting as a priority assignment in the precept documents that3332guide our advancement selection boards. To retain high performing3333recruiters on recruiting duty, we encourage the very best to apply to3334join the Career Recruiter Force (CRF). The CRF is a cadre of3335exceptional recruiting managers that provide consistency and leadership3336in the Navy's recruiting effort. Recruiter performance is measured3337through established metrics, rewarded for excellence and reviewed by3338performance boards to encourage success. A key accountability tool is3339the Daily Production Review, a structured meeting which assesses daily3340goals, tracks performance, recognizes achievements, and adjusts3341strategies for recruiters. Navy Recruiting Command's National3342Inspection Team also conducts detailed assessments at the command and3343individual recruiter level to ensure accountability and alignment with3344organizational standards.3345 Lieutenant General Miller. Air Force recruiters are selected via3346the Developmental Special Duty (DSD) process. This process allows the3347Recruiting Service to select the best possible talent from a pool of3348those nominated to compete for DSD by their Wing leadership. This3349process ensures a large talent pool to fill recruiting and other3350special duty positions. Recruiting commanders are hired from a list of3351board-selected nominees. DSD is a process where only airmen who meet3352specific criteria, such as having exceptional performance records,3353showing a high capacity to lead, and demonstrating the Air Force core3354values can be nominated. All recruiting personnel are held to stringent3355accountability standards up and down the chain of command using3356established monthly recruiting goals. If a recruiter falls short on3357their portion of the monthly recruiting goal, mandatory performance3358reviews and supplemental training requirements are used to account for3359and improve the members performance.3360 Ms. Kelley. In 2024, the Space Force trained its first cohort of3361Guardian Recruiters after a multi-stage process designed to ensure only3362the most qualified and talented guardians were selected. As the Service3363continues to build this dedicated Recruiting Squadron, development and3364implementation of specific accountability metrics is a key component3365for evaluating effectiveness and identifying areas of improvement to3366ensure the achievement of its recruiting goals.3367 transgender service ban3368 7. Senator Hirono. Lieutenant General Eifler, Vice Admiral3369Cheeseman, Lieutenant General Borgschulte, Lieutenant General Miller,3370and Ms. Kelley, the reinstatement of the transgender service ban has3371prompted concern about its effect on unit cohesion, morale, and the3372military's ability to attract and retain talent, especially among3373younger, more diverse populations. How has the transgender service ban3374impacted recruitment, especially among Gen Z recruits?3375 Lieutenant General Eifler. The key factors impacting the decision3376to join the military have been consistent: fear of leaving home fear of3377being injured, fear of being passed by peers, and fear of behavioral3378health issues. With these factors in mind, the Army based its marketing3379strategy around highlighting the opportunities available through Army3380service, including advertisements that gain attention, spark interest,3381and inform potential recruits, while also generating leads for3382recruiters.3383 Vice Admiral Cheeseman. Navy is not aware of any negative impacts3384on recruitment from the policy changes. Recruiting is always hard, but3385we have seen good success for about the last year. Navy continues to3386focus on prospecting talent from every zip code where it exists,3387building trust-based relationships and closing the deal to change lives3388for the better.3389 Lieutenant General Borgschulte. We are awaiting DOD guidance on new3390gender dysphoria policy. We have seen no impact of recruiting. The3391Marine Corps is winning at recruiting--meeting our mission and3392exceeding all DOD quality standards.3393 Lieutenant General Miller. Despite the policy changes regarding3394transgender individuals, there have been no changes to recruiting which3395remains high, with Delayed Entry Program numbers at a 10-year high.3396 Ms. Kelley. Since the signing of Executive Order 14183, the March3397preliminary injunction and the most recent Supreme Court ruling to3398enforce the ban on transgender people serving in the military, there3399has been no evidence of impacts to recruitment. Any specific impacts on3400recruiting would be speculative until more time has passed. Space Force3401will seek to identify and understand any changes in unit cohesion or3402morale through the Defense Organizational Climate Survey (DEOCS) and3403other command climate assessments this Fall.34043405 8. Senator Hirono. Lieutenant General Eifler, Vice Admiral3406Cheeseman, Lieutenant General Borgschulte, Lieutenant General Miller,3407and Ms. Kelley, would each of you agree that losing qualified personnel3408from your units detracts from military readiness?3409 Lieutenant General Eifler. I would not agree that losing qualified3410personnel always detracts from military readiness. People flow through3411the Army in a lifecycle that allows them to become better trained,3412assume positions of greater responsibility, and get promoted. At some3413point everybody will voluntarily or involuntarily leave the Active3414Army. Readiness is impacted when the flow of personnel does not provide3415adequate replacements. We strive to retain the best, most-qualified3416personnel. However, some will voluntarily leave because they find the3417Army is not for them, they have other options they want to explore, or3418they leave the Active Army to join the Guard or Reserves. Most who3419leave involuntarily are being separated because they have a3420disqualifying medical condition or because they have failed to maintain3421an Army standard, whether a standard of conduct or aptitude. Such3422involuntary separations are necessary to maintain a high State of3423readiness and discipline.3424 Vice Admiral Cheeseman. Loss of qualified personnel may run the3425risk of affecting a unit's military readiness. Medical qualifications3426are a vital aspect of ensuring military readiness and lethality.3427Redundancy is also key to military readiness when it comes to3428equipment, resources, and personnel. The Navy will manage any personnel3429losses related to the ban on transgender servicemembers recent policy3430changes in the same manner as any other personnel loss and will ensure3431we remain able to effectively engage in combat and complete mission3432assignments.3433 Lieutenant General Borgschulte. Yes, the more marines who are3434deployable--and the higher our manning levels--the more lethal and3435ready we are as a service. Marine Corps readiness is about having a3436force that is trained, equipped, and deployable to fight. Readiness is3437measured by a marine's ability to perform their duties, maintain3438physical and mental fitness, and deploy.3439 Lieutenant General Miller. It is an unavoidable truth that every3440organization, even the most effective military forces, experience the3441loss of valuable personnel for various reasons. Great organizations3442proactively prepare for these transitions. Our airmen represent a3443significant investment in training, experience, and expertise.3444Maintaining a highly ready and effective force requires recruiting top3445talent and retaining experienced professionals who form the backbone of3446the organization. To that end--readiness isn't accidental; it's built3447on a solid foundation of three key elements: clearly defined3448requirements that clearly communicate what everyone understands;3449sufficient resources allocated to meet those requirements empowering3450everyone to succeed; and enabling policies that streamline processes3451and facilitate efficient execution. Focusing on these elements3452mitigates the impact of personnel losses and maintains operational3453momentum to ensure mission success even in the face of unavoidable3454attrition.3455 Ms. Kelley. Military readiness is a multi-faceted assessment. The3456Space Force continues to set standards to maintain readiness and3457mitigate detractors, while building the force of the future. The Space3458Force does not anticipate negative impacts to readiness as a result of3459the Executive Order directing the prioritization of military excellence3460and optimization of the civilian workforce.3461 space force personnel in indo-pacific3462 9. Senator Hirono. Ms. Kelley, U.S. Space Forces--Indo-Pacific3463provides critical command and control of space operations in support of3464combatant command priorities in the Indo-Pacific Area of Responsibility3465(AOR). What is the status of U.S. Space Forces--Indo-Pacific staffing3466and personnel readiness in U.S. Indo-Pacific Command (INDOPACOM)3467Headquarters?3468 Ms. Kelley. There are 74 military, and 7 civilian billets aligned3469to SF-INDOPAC, 10 military billets aligned to SF Japan and 17 military3470billets aligned to SF-Korea for FY2025. SF-INDOPAC is currently manned3471at approximately 83 percent, but Space Force anticipates SF-INDOPAC3472will be fully staffed (at 100 percent or better fill rates) with the3473Summer 2025 assignment cycle.34743475 10. Senator Hirono. Ms. Kelley, are there additional resources and3476personnel that U.S. Space Forces--Indo-Pacific needs to be at full3477personnel capacity?3478 Ms. Kelley. Yes, and the information will be provided with release3479of the Fiscal Year 2026 President's Budget.3480 __________34813482 Questions Submitted by Senator Angus S. King, Jr.3483 transition assistance program3484 11. Senator King. Lieutenant General Eifler, Vice Admiral3485Cheeseman, Lieutenant General Borgschulte, Lieutenant General Miller,3486and Ms. Kelley, would it benefit retention efforts to provide3487flexibility with participating in Transition Assistance Program (TAP)3488class within 6 months rather than within 12 months of separation for3489first term or second term recruits, or officers with less than 5 years3490of service?3491 Lieutenant General Eifler.34923493 A reduction in time would not benefit the soldier leaving3494active service. It does not allow a soldier adequate time to prepare3495for civilian life, which includes securing a residence, having time to3496move themselves and/or family (perhaps cross county),securing3497employment, health providers, and a host of additional real-world3498elements for a normal life.34993500 A properly transitioned soldier is our BEST recruiter.35013502 For the seventh year in a row, the United States Army has3503met or exceeded its retention goal. This time, the accomplishment comes3504nearly 6 months ahead of schedule. The Army reportedly retained 15,6003505soldiers eligible for reenlistment, 800 more than the original goal of350614,800. ``The early success in [fiscal 2025] reenlistments, combined3507with the targeted retention strategy, is allowing the Army to3508effectively manage personnel requirements,'' said Sgt. Maj. Enrique3509Rose, a senior Army career counselor.``35103511 Vice Admiral Cheeseman. Yes, this adjustment would benefit not only3512retention, but also manning and mission readiness. First-and second-3513term enlisted members often receive selective reenlistment bonuses, but3514may not plan to reenlist until closer to three to 6 months before their3515loss dates. Under the current policy of 12 months, commands are3516required to send these individuals through TAP more than 12 months3517prior to the end of their enlistment, even when they intend to3518reenlist. Currently, Navy Career Development Boards provide sailors3519with retention and transition-to-civilian-world information 15 months3520before their enlistment is scheduled to end.3521 Lieutenant General Borgschulte. This proposal may be beneficial3522because it would give the marine more time in service prior to making3523decisions about transition. I believe that some marines, while going3524through TAP, may not be fully decided on separating and that re-3525enlistment topic may assist with overall retention efforts.3526 Lieutenant General Miller. Whether the servicemember is separating3527after the first term of service or retiring, long-term planning helps3528them to transition smoothly into civilian life or continue their3529military careers with clarity. Participating in TAP class within 123530months of separation allows sufficient time to develop a comprehensive3531and strategic plan, thereby reducing stress and mitigating risks3532related to financial, career and emotional adjustments. Delaying3533transition planning can negatively impact retention by limiting access3534to essential resources, increasing stress levels, and decreasing3535overall preparedness. An untimely approach may hinder servicemembers3536from gaining the confidence and readiness necessary to make well-3537informed decisions about their future.3538 Ms. Kelley. While this strategy may help retain our most junior3539guardians, it may cause them to be less prepared when they separate.3540Programs like TAP are most beneficial to servicemembers when they3541provide them adequate time to make informed decisions. Ensuring all3542guardians have opportunities to excel as veterans strengthens our3543ecosystem because they are more likely to recommend serving in the USSF3544and are more eager to return to support Space missions as civilians or3545contractors.35463547 12. Senator King. Lieutenant General Eifler, Vice Admiral3548Cheeseman, Lieutenant General Borgschulte, Lieutenant General Miller,3549and Ms. Kelley, what potential negative second and third order effects3550occur should these cohort groups participate in TAP closer to their3551separation?3552 Lieutenant General Eifler. Participating in Transition Assistance3553Programs (TAP) too close to one's separation date can trigger a cascade3554of negative second-and third-order effects. Transition preparation 123555to 18 months before an anticipated separation--with structured TAP3556engagement, individualized counseling, and targeted skill building--is3557essential to avert the negative downstream effects of ``just-in-time''3558transition planning.3559 Leaders at all levels and TAP counselors also work to ensure that3560soldiers on shorter timelines maximize remaining time for a successful3561transition. This should be the exception and not the norm due to3562extenuating circumstances.35633564 Veterans who leave service at younger ages (17 to 193565years) or with shorter total service exhibit nearly five times the3566suicide hazard rates compared to older or longer-serving peers.3567Condensing TAP into the final weeks of service deprives these high-risk3568groups of the sustained preparatory support shown to mitigate suicide3569risk during the critical post-separation window.35703571 If needed, the inability to participate in a CSP/3572SkillBridge and prepare for employment/career training, potentially3573increasing unemployment rates and unemployment compensation claims.35743575 Participating in TAP closer to separation could affect3576unit manning readiness (inability to properly request for personnel3577manning fills for positions identified).35783579 Many Army MOS credentials don't map directly to civilian3580roles, participating in TAP closer to separation will result in3581soldiers having insufficient time to gain new career skills needed--3582often leading to prolonged job searches and underemployment.35833584 Other drawbacks include: lack of clear goals and3585direction, insufficient time for skill development and improvement;3586inability to network properly, decreased confidence; insufficient time3587to hone their time management skills and adapt to changes by enhancing3588their resilience and preparedness for unforeseen challenges; reduction3589in job satisfaction and financial stability; increased stress during3590transition. No time for counselors or commanders to impact warm3591handovers in a timely manner to a governmental agency which could cause3592an increase in homelessness and lack of proper medical care3593(specialized, physical, mental, dental etc.).35943595 Vice Admiral Cheeseman. There is a tradeoff between finding the3596best time to complete Transition Assistance Program requirements to3597support the individual sailors' needs, mission requirements and3598retention. Ideally, we want our sailors to have sufficient time to3599prepare for their transition to civilian life. While these sailors3600would still have access to all opportunities and the option to attend3601TAP earlier than 6 months if they choose, some sailors may be rushed in3602their transition preparation, particularly if they are still3603considering continuing service.3604 Lieutenant General Borgschulte. If TAP is scheduled too close to3605the date of separation or retirement, marines may find themselves3606juggling numerous responsibilities, such as relocation plans or3607personal arrangements. This could potentially hinder their ability to3608fully engage with and retain the critical information provided in the3609TAP classes. There are options identified during TAP, e.g. Skillbridge,3610that demand substantial lead time to fully leverage. Job application3611deadlines, networking events, and career fairs also require advance3612notice to be most effective. We support the right balance between the3613needs of the service and the marine and acknowledge that all marines3614may not require the same level of transition assistance.3615 Lieutenant General Miller. Delaying TAP until shortly before3616separation can result in several negative second and third order3617effects, including inadequate preparation, heightened mental health3618concerns such as stress and anxiety, limited access to resources,3619financial difficulties, strain on family relationships, potential3620homelessness, unemployment or underemployment and increased risk of3621suicide. Initiating the transition process well in advance of the3622anticipated date can significantly reduce associated risks and help3623prevent a cascade of challenges that may require years to resolve.3624Proactive planning promotes more seamless transitions for3625servicemembers, their families, and their communities.3626 Ms. Kelley. Shortened timelines to prepare for separation narrows3627the window for guardians to utilize available resources. Limited access3628to these resources aimed at reducing stress during transition,3629mitigating financial instability and ensuring connection with family3630and community increase risk of harmful behavior. Also, in the long3631term, guardians who struggle to transition into a post-military life3632are less likely to recommend Service to potential recruits, potentially3633impacting future recruiting efforts.36343635 13. Senator King. Lieutenant General Eifler, Vice Admiral3636Cheeseman, Lieutenant General Borgschulte, Lieutenant General Miller,3637and Ms. Kelley, what other recommendations do you have to improve the3638flexibility of the TAP program to meet the needs of separating3639servicemembers?3640 Lieutenant General Eifler.36413642 Recommendation: Retention starts at 18 months, which3643could enhance retention and provide career counselors the opportunity3644to show open requirements that are realistic instead of hypothetical;3645waiting until incentives are loaded in the retain system of record. A3646pilot would provide the detail if this course of action is effective or3647not.36483649 Continue to offer the TAP program in a distributive or3650asynchronous model setting. The distributive model allows soldiers and3651Leaders the flexibility to participate in TAP according to their own3652timeline and to meet their individual needs.36533654 The Army continues to look at improving the transition3655process of our soldiers. As the Army identifies ways to improve the3656soldier for Life TAP process, we will communicate any authorities or3657appropriations needed from Congress to take better care of our soldiers3658if needed.36593660 Vice Admiral Cheeseman. Considering the significant changes made to3661TAP over the past 5 years, full implementation was complicated by3662COVID-19 until commands resumed normal in-person program operations.3663The required TAP changes have now been implemented, and we recommend3664allowing time for these updates to mature and produce measurable3665results before considering further legislative adjustments.3666 Lieutenant General Borgschulte. The Marine Corps is open to3667improvements in the program that further tailor preparation to3668individual career paths and perhaps offer conversation about continuing3669a Marine Corps career. We are also considering the possibility of3670including a discussion of re-enlistment opportunities during TAP; I3671believe that some marines, while going through TAP, may not be fully3672decided on separating and that including a re-enlistment discussion may3673assist with overall retention efforts. We already have a robust process3674that ensures marines understand their retention opportunities and we3675have made a concerted effort to educate our marines both prior to and3676during TAP on the tangible and intangible benefits of our Direct3677Affiliation Program into the Marines Corps Reserves. This provides3678transitioning marines with more stability during transition and3679employment opportunities, while increasing total force readiness.3680 Lieutenant General Miller. The United States Air Force continues to3681enhance the integration of the Military Life Cycle to include TAP3682components throughout a servicemember's career. This proactive approach3683ensures preparation for separation or retirement is not concentrated3684solely at the end of their career but is instead embedded at various3685stages, enabling a more seamless and effective transition.3686 Ms. Kelley. We could better utilize prescribed forms to more3687thoroughly understand why members are not compliant with TAP timeliness3688or completion to help report, mitigate or eliminate those reasons.3689Understanding reasons for noncompliance could also highlight system and3690reporting limitations versus not meeting servicemember needs.36913692 14. Senator King. Lieutenant General Eifler, Vice Admiral3693Cheeseman, Lieutenant General Borgschulte, Lieutenant General Miller,3694and Ms. Kelley, TAP participation remains a concern and in my view a3695matter of leadership. What actions are uniformed leaders taking to3696improve participation in TAP?3697 Lieutenant General Eifler.36983699 Increased Leader Commander Engagement: involvement in3700quarterly CSA Career Readiness Standard, Progress Report (Time), and3701CSP/SB quarterly reports that allows command teams to see and3702influence, Command Policy letters, include TAP topics an LPD.37033704 Command teams take advantage of their HRC visit and3705schedule and attend TAP brief.37063707 The Army added a TAP Block of Instruction to the CDR /37081SG Course.37093710 ``Military Leader's Guide'' has been recently published3711by MCTO. The guide educates military leaders on TAP so that they3712understand the importance of the program, provide adequate support to3713their soldiers and ensure they participate in TAP.37143715 Vice Admiral Cheeseman. Navy Transition Assistance Program3716participation rates are strong, with 96 percent of sailors completing3717program requirements, however, we are working to improve sailors3718meeting the timeliness metrics. To assist with awareness, the Navy is3719adding a new dashboard for commands to track a sailor's timeliness3720metrics. Additionally, The Office of Secretary of Defense Military to3721Civilian Transition Office has introduced a new resource: the3722``Military Leader's Guide to TAP,'' which introduces military leaders3723to TAP, offering an overview of the transition process and providing3724recommendations and resources for supporting transitioning3725servicemembers.3726 Lieutenant General Borgschulte. Commanders play a critical role in3727ensuring servicemembers participate in and comply with the TAP. To3728support this responsibility, commanders appoint unit transition3729coordinators (UTCs), who are integral to the internal coordination of3730the program. The UTCs assist commanders by identifying eligible marines3731and initiating notifications 20 to 18 months before separation. They3732are tasked with ensuring that marines fulfill each requirement,3733addressing any challenges that may arise, and keeping commanders3734informed of issues by attending leadership meetings. This includes3735highlighting cases where marines are unresponsive or at risk of3736noncompliance with the prescribed timelines.3737 Lieutenant General Miller. The United States Air Force leadership3738actively champions the importance of TAP participation, highlighting3739its relevance even if servicemembers feel well-prepared/confident about3740their transition planning. Leaders can help break down any3741misconceptions by reinforcing that TAP is not just a formality but a3742gateway to essential resources, career guidance, and long-term3743benefits. The DAF (United States Air Force and United States Space3744Force) collaborated with Departments of Defense, Labor, and Veterans3745Affairs, along with the military services in April 2025 to field a3746Military Leaders Guide to TAP. This guide assists military leaders in3747supporting their transitioning servicemembers and their families. The3748DAF consistently maintains a 98 percent compliance rate of the3749congressionally mandated transition requirements as evidenced by the3750installation's monthly compliance report.3751 Ms. Kelley. USSF is building personal readiness into our culture.3752Furthermore, Space Force leaders amplify our core value of connection3753through engagement with guardians at pivotal life and career moments,3754including transitioning out of the Service.37553756 15. Senator King. Lieutenant General Eifler, Vice Admiral3757Cheeseman, Lieutenant General Borgschulte, Lieutenant General Miller,3758and Ms. Kelley, what specific actions have you and your senior enlisted3759leader taken to raise participation levels?3760 Lieutenant General Eifler.37613762 Implemented Transitioning Servicemembers and Counselors3763Reporting System (TSCRS) allows commanders at all levels better3764visibility of their soldiers TAP participation and provides3765transitioning soldiers with access to Army schedules, resources, and3766tracking to reach their transition goals.37673768 The Adjutant General sends out GO (1-2) Star and G13769Notes monthly and quarterly.37703771 Briefed at Pre-Command Courses, Company Commander and3772First Sergeant Course for AC, USAR, and ARNG.37733774 Ensure The Adjutant General has installation specific3775TAP data for installation visits, Conduct IG inspections. *37763777 Vice Admiral Cheeseman. Navy Transition Assistance Program (TAP)3778completion rates are strong at 96 percent. Our efforts to enhance3779timeliness include:37803781 Monitoring the in-house Navy Retention and Monitoring3782System (NRMS) reports and updating them to capture values for each tier3783and track completion for timeliness.37843785 We are capturing reasons why sailors are not meeting the3786timeliness metrics to better understand the problem. Some of these3787reasons are fact of life issues such as short notice separations for3788medical and legal reasons and sailors on deployment/extended3789deployments.37903791 During fiscal years 2023 and 2024, the Navy conducted 263792area site visits training over 2,161 counselors on requirements and3793timeliness. Eight additional site visits are budgeted for FY25.37943795 Including TAP on the Navy Inspector General inspection3796list.37973798 Lieutenant General Borgschulte. To increase participation, we3799conduct inspections of TAP through Inspector General of the Marine3800Corps (IGMC) inspections to assess the health of the program at the3801command level and to ensure commanders are adhering to the prescribed3802timeframes. These inspections also allow us to provide training and3803mentorship to the commanders and their appointed UTCs on executing TRP3804procedures, verifying Career Readiness Standards (CRS), and guiding3805UTCs in building accountable, effective programs. We also empower local3806TRP offices to lead command outreach, distributing materials,3807leveraging local marquees, and incorporating TRP updates into3808leadership briefings. Local offices, in conjunction with the commands,3809ensure marines are notified of eligibility and reinforce key transition3810requirements with both UTCs and servicemembers throughout each stage of3811the process.3812 Lieutenant General Miller. The DAF is active in communicating to3813commanders the significance of their role in facilitating a successful3814transition for their personnel. This includes encouraging the3815distribution and utilization of the Military Leaders Guide to3816Transition among all commanders. The guide provides an overview of the3817process, emphasizing the importance for leaders to understand and3818actively support timely involvement in the TAP process. The DAF also3819underscores the vital influence that a well-structured transition plan3820has on a servicemember's ability to achieve long-term objectives,3821including financial stability, improved quality of life, community3822engagement, and overall well-being.3823 Ms. Kelley. We provided the Military Leaders Guide to Transition3824(MLGTT) to our new Delta Commanders and Senior Enlisted Leaders. With3825the guide we delivered a brief on how to leverage the Commander's Key3826Support Program. The goal of this two-prong approach was to increase3827spouse awareness and participation in TAP.3828 morale, welfare, and recreation programs3829 16. Senator King. Lieutenant General Eifler, Vice Admiral3830Cheeseman, Lieutenant General Borgschulte, Lieutenant General Miller,3831and Ms. Kelley, what benefits do Morale, Welfare, and Recreation (MWR)3832programs provide to servicemembers and their families?3833 Lieutenant General Eifler. Morale, Welfare and Recreation (MWR)3834activities boosts morale and enhances esprit de corps by offering3835soldiers healthy outlets for stress relief, fostering camaraderie and3836unit cohesion. MWR programs enhance quality of life by providing3837recreational opportunities, family support services, and personal3838development programs; MWR contributes to a positive work-life balance3839for soldiers and their families. Robust MWR programs can be a3840significant factor in attracting and retaining talented individuals in3841the Army and their experience. In addition, MWR plays a crucial role in3842preparing soldiers and their families for the unique challenges of3843deployment, offering pre-deployment briefings, family support programs,3844and resources for reintegration after deployment.3845 Vice Admiral Cheeseman. Morale, Welfare, and Recreation (MWR)3846programs offer a wide range of benefits to servicemembers and their3847families, enhancing their quality of life and supporting their well-3848being. Here are some key advantages:3849 Fitness and Wellness: MWR programs promote physical3850health through fitness centers, sports leagues, and wellness programs,3851contributing to overall warfighter readiness and resilience.3852 Boosting Morale: MWR programs provide recreational3853activities, sports, and entertainment that help servicemembers unwind3854and recharge, especially during challenging times like deployments or3855relocations.3856 Community Building: By organizing events and activities,3857MWR programs foster camaraderie and strengthen bonds among3858servicemembers and their families.3859 Affordable Recreation: From discounted tickets to3860amusement parks and concerts to outdoor adventures like camping and3861boating. MWR programs make leisure activities more accessible. In3862addition to prices that are usually lower than off-base alternatives3863base alternatives (when those alternatives are even available),3864government-run MWR activities are generally exempt from State and local3865taxes.3866 Available Recreation: Many MWR programs and services are3867available even at remote, isolated, overseas, and deployed locations.3868 Deployed and Contingency Environments. MWR deploys with3869the warfighter and programs are available downrange. The Military3870Exchanges also operate at downrange and contingency (flood, hurricane,3871or other acts of God) areas.3872 These programs are designed to address the unique needs of military3873life, ensuring that servicemembers and their families have the support3874and resources they need to thrive.3875 Lieutenant General Borgschulte. Our embedded and installation-based3876morale, welfare, and recreation programs enable our marines and their3877families to adapt to the changing circumstances of our operational3878tempo and missions, successfully reintegrate post-deployment, and3879maintain readiness to deploy again. The Marine Corps primary prevention3880delivery mechanism is Marine Corps Total Fitness (MCTF). MCTF3881strengthens marines, sailors, and families comprehensively across four3882domains: social, spiritual, mental, and physical fitness. Strengthening3883marines and enhancing resilience across all domains will prevent and3884reduce harmful behaviors and are a benefit from MWR efforts across the3885force.3886 Lieutenant General Miller. Morale, Welfare and Recreation (MWR)3887programs deliver essential support to servicemembers and their families3888at home station and in deployed locations by promoting well-being,3889improving quality of life, and fostering community connections. They3890contribute to personal development, strengthen family relationships,3891support retention, and enhance overall readiness. Through personalized3892services and recreational activities MWR provides valuable3893opportunities for relaxation, leisure, and relationship-building--3894ultimately supporting unit cohesion and family stability.3895 Ms. Kelley. Operated by the Air Force on Space Force Bases, MWR3896programs offer a wide range of benefits to guardians and their families3897that enhance their overall quality of life and well-being. Key benefits3898include:38993900 Fitness and Wellness through fitness centers, sports3901leagues, and wellness programs.39023903 Boosting Morale through recreational activities, sports,3904and entertainment.39053906 Family Support resources such as child care, counseling,3907and educational opportunities.39083909 Skill Development through classes and workshops.39103911 Community Building through organized events and3912activities.39133914 Affordable Recreation via discounted tickets to amusement3915parks and concerts, as well as outdoor adventures like camping and3916boating.39173918 Available Recreations even at remote, isolated, overseas,3919and deployed locations.39203921 17. Senator King. Lieutenant General Eifler, Vice Admiral3922Cheeseman, Lieutenant General Borgschulte, Lieutenant General Miller,3923and Ms. Kelley, how do these programs directly contribute to3924warfighting lethality and readiness?3925 Lieutenant General Eifler. Soldiers and their families are entitled3926to the same quality of life afforded the society they are pledged to3927defend. Army Family and Morale, Welfare, and Recreation (MWR) programs3928directly support readiness by delivering social, fitness, recreational,3929and educational activities that enhance community life, foster soldier3930and unit readiness, and promote mental and physical fitness. Many of3931these activities satisfy basic physiological and psychological needs of3932soldiers and their families by providing community support systems that3933make military installations temporary hometowns for a mobile military3934population. This sense of home and belonging, promotes retention in the3935force, which ensures the lethality and readiness of the Army.3936 Vice Admiral Cheeseman. MWR (Morale, Welfare, and Recreation)3937programs play a vital role in enhancing warfighting lethality and3938readiness by supporting the physical, mental, and emotional well-being3939of servicemembers. Here's how:3940 Physical Fitness: Many MWR programs provide access to3941fitness centers, sports leagues, and recreational activities that help3942servicemembers maintain peak physical condition, which is essential for3943combat readiness.3944 Mental Resilience: Recreational activities and leisure3945opportunities offered by MWR programs help reduce stress and improve3946mental health, enabling servicemembers to stay focused and resilient in3947high-pressure situations.3948 Family Support: MWR programs often include family3949oriented services, such as childcare and family events, which3950strengthen the support system for servicemembers. A stable home3951environment contributes to a sailor's overall readiness.3952 Skill Development: Some MWR initiatives include3953educational programs and workshops that enhance professional and3954personal skills, indirectly boosting the effectiveness of military3955personnel.3956 Community Building: By fostering camaraderie and teamwork3957through group activities and events, MWR programs help build strong3958unit cohesion, which is critical for operational success.3959 These programs ensure that servicemembers are not only physically3960prepared but also mentally and emotionally equipped to perform their3961duties effectively.3962 Lieutenant General Borgschulte. Our embedded and installation-based3963morale, welfare, and recreation programs bolster lethality, combat3964readiness, Marine Corps Total Fitness (MCTF) (social, spiritual,3965mental, and physical), and resiliency through adaptable, affordable,3966and accessible services and resources for marines, attached sailors,3967and families, including behavioral health, personal and professional3968development, family care, and fitness and recreation. MCTF is a force3969multiplier and directly enhances the individual warfighter's lethality,3970enhances the unit readiness, and directly contributes to lethality and3971readiness of the Marine Corps.3972 Semper Fit/Warrior Athlete Readiness and Resilience (WARR) provides3973an integrated system of health, wellness, prevention, and performance3974capabilities that enable the readiness, lethality, and resilience of3975individual marines, serve as force multipliers for marine units, and3976enhance well-being and quality of life for marine families.3977 Lieutenant General Miller. MWR programs support operational3978effectiveness and personnel readiness by fostering resilient3979servicemembers. Through access to fitness centers, swimming pools, and3980wellness activities, we promote physical conditioning. Additionally,3981outdoor recreation initiatives encourage personal development,3982facilitate reintegration, and strengthen family relationships following3983deployments.3984 Ms. Kelley. MWR programs enhance readiness and operational3985effectiveness by providing access to physical fitness, mental3986resilience activities, and family support. When guardians know their3987families are cared for, they can remain focused and mission-ready3988without distraction.3989 permanent change of station moves3990 18. Senator King. Lieutenant General Eifler, Vice Admiral3991Cheeseman, Lieutenant General Borgschulte, Lieutenant General Miller,3992and Ms. Kelley, the new global household goods contract has negatively3993impact morale and readiness. Although a U.S. Transportation Command3994(TRANSCOM)-led issue, this directly impacts all personnel. What are you3995doing to address the negative impacts this has had on servicemembers3996and their families?3997 Lieutenant General Eifler. The Army, in close coordination with3998U.S. Transportation Command and the Joint Service community, remains3999fully engaged in addressing any adverse impacts of the Global Household4000Goods Contract (GHC) transition on soldiers and their families. While4001GHC is a USTRANSCOM-led initiative, the Army Enterprise recognize its4002direct implications on soldier readiness and family quality of life,4003and we are taking deliberate action to mitigate disruptions and4004preserve operational effectiveness.40054006 To ensure continuity of support, the Army has retained the4007 authority for transportation offices to re-award shipments4008 through the legacy Tender of Service (TOS) program. in response4009 to capacity shortfalls HomeSafe, the GHC prime, has recently4010 experienced. As of this fiscal year, over 95 percent of Army4011 shipments have been executed through legacy channels. DOD will4012 operate both the legacy TOS program and GHC simultaneously4013 through the 2025 peak season, with less than 20 percent of4014 total volume projected to be moved under GHC.40154016 The Army is continuing to actively engage for advocation of4017 flexible execution policies, while elevating field-level4018 feedback to the Defense Personal Property Management Office for4019 policy refinement and rapid issue resolution. We are also4020 leveraging legacy system exemptions, to shield high-risk and4021 complex shipments--such as Non-Temporary Storage, BLUEBARK4022 (shipments of personal property belonging to a deceased4023 military member or civilian employee of the Department of4024 Defense), Safety and Wounded Warrior moves, and shipments to/4025 from OCONUS (including Alaska and Hawaii)--from GHC execution4026 until operational risk is reduced. Additionally, GHC phase-in4027 of nine key Army installations has been deferred until after4028 the 2025 peak season to minimize disruption. These include Fort4029 Bragg, Fort Irwin, White Sands Missile Range, Aberdeen Proving4030 Ground, Rock Island Arsenal, LRC Miami, McAlester Ammunition4031 Plant, Red River Army Depot, and Pine Bluff Arsenal.40324033 The Army remains steadfast in its commitment to safeguarding4034 soldier and family relocation experiences during this period of4035 transition. We continue to hold our industry and agency4036 counterparts accountable, while taking every measure to ensure4037 the resilience of the Personal Property Program in support of4038 force readiness and quality of life.40394040 Vice Admiral Cheeseman. The Navy strives to ensure our sailors and4041their families experience healthy Permanent Change of Station (PCS)4042moves. While we value the work of TRANSCOM, the Navy Personnel Command4043surveys our sailors and their families on their experiences from their4044moves. To mitigate any adverse situations, our sailors and their4045families have access to a range of support services provided by their4046commands and the Navy Fleet and Family Support Centers throughout their4047moves.4048 It is important to note that Navy has significantly reduced the4049number of out-of-area PCS moves to increase geo-stability for families4050and reduce overall PCS costs since fiscal year 2023. Over the past4051fiscal year, this change has led to a 10 percent reduction in PCS4052moves. As a result, sailors and their families experience fewer4053negative impacts.4054 Lieutenant General Borgschulte. Our Deputy Commandant for4055Installations & Logistics--and the other services--have worked with4056USTRANSCOM to develop processes and procedures to support moves that we4057deem are ``at risk'' of missing important performance standards, such4058as missed pickups and missed deliveries. Those offices are constantly4059monitoring shipments to reduce the disruptions as best they can. They4060have had discussions with USTRANSCOM to determine a more effective way4061ahead until such time as the contractor can stabilize and demonstrate4062higher shipment pickup and delivery success rates.4063 Lieutenant General Miller. While the Global Household Goods4064Contract (GHC) is a U.S. Transportation Command (USTRANSCOM)-led4065initiative, we fully recognize the significant impact its challenges4066have had on servicemembers and their families. DAF has taken several4067proactive steps to mitigate negative effects and ensure a stronger4068focus on quality relocation experiences. This includes increased4069oversight of Joint Personal Property Shipping Offices and local4070Personal Property Processing Offices to ensure timely communication and4071support throughout the move process, while maintaining direct4072coordination with USTRANSCOM to quickly address and field concerns. To4073offset staffing gaps, we have prioritized training and the use of4074experienced counselors and quality assurance personnel during the peak4075season for household goods movements, with real-time monitoring of4076shipments at all DAF locations for consistent service. Performance4077monitoring has been strengthened through enhanced quality assurance4078programs and emphasis on the generation of Contract Discrepancy Reports4079to track and correct poor contractor performance. Our transportation4080professionals also solidify member support through direct engagement,4081increased customer service touchpoints, expanded use of feedback from4082surveys and examination of the contractor's Key Performance Indicators.4083Additionally, Military and Family Readiness Centers (M&FRCs) on each4084installation offer the Relocation Assistance Program (RAP). RAP4085provides proactive planning and education on the permanent change in4086station (PCS) and pre-arrival orientation workshops, during which an4087emphasis on potential delays assists in mitigating the negative impacts4088for members and their families.4089 Ms. Kelley. USSF has not received any direct concerns or complaints4090about the new global household goods contract from guardians in the4091field. We will remain vigilant and offer assistance if we learn of it4092impacting servicemembers and their families.40934094 19. Senator King. Lieutenant General Eifler, Vice Admiral4095Cheeseman, Lieutenant General Borgschulte, Lieutenant General Miller,4096and Ms. Kelley, what specific steps are being taken ahead of the busy4097`summer moves' period to mitigate impact to the morale of the force4098because of difficulties with executing the global household goods4099contract?4100 Lieutenant General Eifler. In preparation for the high-demand4101summer Permanent Change of Station (PCS) peak season, the Army is4102executing a multi-pronged mitigation strategy to preserve soldier4103morale and minimize disruptions, stemming from challenges associated4104with the Global Household Goods Contract (GHC). While U.S.4105Transportation Command (USTRANSCOM) leads the program, the Army and4106other Services, are taking proactive steps to ensure mission continuity4107and family support remain the most essential aspects of central4108execution. USTRANSCOM has assured the Military Services that both the4109legacy TOS and GHC will be available for the Services to leverage4110during peak season to support servicemember moves.41114112 Key actions include:41134114 Maintaining Dual-System Operations: The Army continues to4115leverage both theGlobal Household Goods Contract (GHC) and the legacy4116TOS to preserve operational flexibility. This dual-option approach4117allows transportation offices to reassign shipments in the Defense4118Personal Property System, the TOS program when the GHC prime's capacity4119is unavailable or insufficient, ensuring maximum support to soldiers4120and families. DPS acts as a critical backstop, absorbing demand4121overflow and safeguarding the PCS process from contractor-related4122disruptions.41234124 Targeted Reduction of GHC Service Areas: In partnership4125with U.S. Transportation Command and coordination with the GHC prime,4126HomeSafeAlliance, over 28,000 ZIP codes have been deactivated from the4127GHC service network and will instead be serviced under the legacy TOS4128program. This deliberate action eliminates high-risk or low-capacity4129areas from GHC servicing. Shipments in these deactivated areas continue4130to be executed through the TOS program, leveraging the experience and4131geographic reach of legacy providers.41324133 Field-Level Coordination: Army transportation offices are4134actively collaborating with USTRANSCOM (Defense Personal Property4135Management Office) to elevate issues in real-time, apply targeted4136solutions, and document Performance Work Statement violations.41374138 Enhanced Strategic Communication and Messaging: The Army4139is supporting USTRANSCOM-led efforts to improve transparency and manage4140expectations through a robust communication strategy and activities.4141The Army regularly uses the GHC Communication Toolkit USTRANSCOM has4142published specifically for local transportation offices to engage with4143unit leaders and military families about this major change. Other4144activities include regular social media posts to inform and educate4145servicemembers and families, active participation in media roundtables4146to address public concerns, and the publication of routine press4147releases that provide status updates on GHC rollout and ongoing4148mitigation measures. These efforts aim to build trust, manage morale,4149ensure the broader military community remains informed and engaged, and4150facilitates aligned messaging across all military services.41514152 The Army remains committed to protecting soldier and family morale4153throughout this transition, while continuing to work closely with all4154stakeholders to uphold the highest standards of care and service our4155soldiers, civilians and families deserve.4156 Vice Admiral Cheeseman. A positive PCS move is a retention driver4157and factor for our sailors' quality of life. The Navy is alleviating4158any negative impacts by performing actions such as ensuring PCS orders4159are released in a timely manner and including points of contacts for4160household goods on orders to ensure that sailors have access to key PCS4161personnel as required. By doing so, sailors and their families are able4162to arrange their move dates when PCS orders are received. Additionally,4163when a sailor receives orders, they are also provided information on4164overseas/sea duty screening, special programs screening, passports, and4165security clearance requests. Providing key information and timely4166orders execution allows our sailors and their families to more4167seamlessly transition housing, childcare and other key quality of life4168items that often are most stressful. While negative impacts such as4169delayed PCS funding and household goods contracts are out of the Navy's4170control, we prioritize the needs of our sailors and their families4171within the levers that we have.4172 Lieutenant General Borgschulte. Marine Corps leadership recognizes4173that peak moving seasons can have capacity issues. There are mitigating4174levers being used for the legacy program to ensure we utilize all4175available capacity. We communicate often and clearly with marines and4176other servicemembers and consistently meet and discuss issues with4177USTRANSCOM. Further, we have well-trained inspectors on the road to4178validate the services being provided to our marines and their families.4179Finally, we are continuing to review performance indicators and4180monitoring shipments to ensure our marines and their families have a4181good PCS experience.4182 Lieutenant General Miller. The USAF leadership consistently4183receives updates on the GHC, outlining challenges and mitigation4184efforts. These communications stress the need for transparent4185information flow to help commands support servicemembers and families4186effectively. The United States Air Force has urged installation leaders4187to strengthen communication with local traffic management offices, use4188base-wide messaging to inform families, and ensure Quality Assurance4189personnel are accessible for support. To mitigate the impact on4190readiness and morale, we coordinate closely with USTRANSCOM to monitor4191the vender's performance and adjust shipment allocations based on4192capacity and reliability. During this peak relocation period,4193installations are categorized based on their level of participation in4194the GHC: full participation, no participation, and partial4195participation in both GHC and the legacy household goods movement4196program. Participating installations have clear guidance on how to4197support members experiencing delays; or who have unique move4198requirements. Additionally, we have implemented a robust oversight4199process, including formal discrepancy reporting and shipment revocation4200thresholds, to hold the vender accountable and ensure timely service.4201To protect the relocation experience for our families, shipments will4202be revoked and offered to legacy providers when the vender indicates an4203inability to provide service. Additionally, M&FRCs on each installation4204offer RAP. RAP provides proactive PCS planning education and pre-4205arrival orientation workshops, during which an emphasis on potential4206delays assists in mitigating the negative impacts for members and their4207families.4208 Ms. Kelley. USSF approves Report No Later Than Date (RNLTD)4209adjustments and can delay or adjust RNLTDs in coordination with4210gaining/losing commanders to allow flexibility for guardians. If4211guardians and/or their families are impacted by any issues related to4212the new global household goods contract, we will work directly with the4213individuals impacted to adjust their RNLTDs.42144215 [all]