Prepared statements of ADM Frank B. ADM Frank B. Kelso II: I am pleased to report to you that the United States Navy is at work around the world today. Over 45 percent of our ships manned by the fine men and women who wear this uniform are at sea, a third of them on extended deployment. They are in the Mediterranean, the Indian Ocean, the Persian Gulf, the Caribbean and the Western Pacific. They are exercising with allied and friendly navies, enhancing stability in volatile regions, monitoring and intercepting drug traffickers, and training for combat operations. They operate the finest, most technologically capable ships and aircraft American industry has ever fielded. They are the best trained, most highly motivated young men and women ever to serve in the Navy, and they are proud of their service to their country. Yet all is not well in your Navy. Over the last year we have been rocked by allegations of widespread sexual harassment, egregious misconduct and poor judgment on the part of some in our ranks. We have confronted outdated attitudes, resentment and antagonism we had seriously underestimated. We now face the task of rebuilding rebuilding morale, public trust and a means of solving this problem. But the Navy has been faced with such challenges before and we have succeeded. Over the last half-century, America's armed forces have confronted and successfully coped with some of the most sweeping social changes our nation has ever ALDERMAN-GOVT DOCUMENTS faced. From the integration of problem steadily since women first blacks and other ethnic minorities, began entering our service in large to an attack on substance abuse, to numbers 20 years ago. Until expanding roles and opportunities recently, however, we for the most for women in the work force, the part dealt with this issue one military has frequently found itself instance at a time. leading the charge in adapting to In fact, that is our normal way of evolving social issues. doing business. The Navy has a This process has not been easy. strong chain of command, empowWe have not always addressed ered to address issues and correct these societal issues within our own problems at the lowest possible ranks until required to act as a level. General policy decisions are result of some event of overwhelm- made and issued at the highest ing magnitude. That fact does not level, and subordinates in the chain indicate an unwillingness on the are expected to implement them. part of the military to deal with The assumption is that leaders who these complex problems; rather, it fail to implement these policies will is a reflection of the difficulty in be identified through inspection, making massive attitudinal changes performance deficiencies or in organizations of significant size individual incidents. and diversity, especially when To provide further checks and those organizations are steeped in balances, especially on human tradition as our armed forces are. issues, we conduct periodic attitude By the same token, few institu- surveys and studies in an effort to tions have been as successful as the identify problems on the horizon. military in driving these changes In fact, we have never failed to from the very top to the very identify the problems. We have, I bottom of the organization and in must admit, sometimes failed to act knocking down institutional on those early warnings. barriers to achievement of the Such was the case with racial ultimate goal. This is less a testa- discrimination. Although the armed ment to our innate capabilities in forces were integrated by executive making change than it is to the order in 1948 and operated under nature of the military; the armed strongly worded human goals forces are not democratic institu- policies from 1969 forward, tions, so changes in behavior can systemic addressal of continuing be mandated from the top. Those discrimination, both on an instituwho do not comply can simply be tional and an individual level, did removed from our ranks. not occur until 1972 after high profile racial incidents surfaced in Harassment Not New the Army and Navy. Studies prior Today our nation and its armed to that time indicated widespread forces face another complex social racial problems, and the military problem - sexual harassment. attempted to address those probThis is not a new issue; indeed, we lems by issuing policies on human in the Navy have worked on this goals and equal opportunity. Yet “In 1973, the first group of women reported to flight school, and in 1987, the combat exclusion law was interpreted to allow permanent assignment of women to a significant group of support ships. By that time the Navy had learned that successful integration of women into formerly all-male units required special attention." this problem persisted and was clearly beyond the capabilities of individual unit commanders to address effectively. In the Navy, following racial protests and sit-ins on two aircraft carriers, Chief of Naval Operations ADM Elmo R. Zumwalt Jr. inaugurated an aggressive race relations program driven from the top. The program included intensive mandatory training across all grade levels; development of an affirmative action plan to address recruiting, retention and upward mobility of minorities; and enforcement of equal opportunity policies through officer fitness report and enlisted evaluation systems. Today, that program has evolved, and in the intervening years the Navy has successfully addressed institutional barriers to equal opportunity through systems to monitor the progress of minorities, special instructions to selection boards, creation of educational enrichment programs to increase minority representation in the officer ranks and periodic attitude surveys to track progress. Although racism has by no means been totally eradicated in the Navy, racial incidents are rare and are dealt with immediately and effectively up and down the chain of command. The armed forces have become a model for the rest of society in successfully integrating and advancing minorities throughout the institution. the Navy, integration of women paralleled integration of minorities, and in education and training the two issues were sometimes addressed simultaneously. Equal opportunity goals applied to women as well as minorities. In 1973 the first group of women reported to flight school, and in 1987 the combat exclusion law was interpreted to allow permanent assignment of women to a significant group of support ships. By that time the Navy had learned that successful integration of women into formerly all-male units required special attention. We instituted aggressive training programs for the crews of ships which were about to receive their first contingent of women, for the women reporting aboard the ships and for family members of both groups. We refined policies on fraternization and pregnancy and addressed institutional barriers to women's advancements in much the same way we had addressed minority issues. The steady evolution of the role of women in the Navy proceeded within the constraints of existing combat exclusion laws. Some issues persisted; surveys into the 1980s continued to show significant rates of sexual harassment, concerns over pregnancy policy and lack of understanding of seashore rotation realities. We attempted to address these issues through education and issuance of a policy of zero tolerance of sexual harassment. But our focus was on successful integration. There was a persistent belief among Navy leadership that as women rose to more senior ranks, as six-month deployments of women aboard support ships ceased being a novelty, and as more and more male sailors and officers worked with and for women, attitudes would change over time. From the early 1970s, the armed forces also began dealing with the issue of substance abuse. Drug use was spreading throughout society, and surveys within the military showed an increased drug usage rate, especially of marijuana. Possession and use of drugs were illegal, and the Department of Defense had already formed a task force to prevent and treat drug abuse in the military. Policies focused on prevention, education and treatment, and for many years drug use was viewed primarily as a medical problem. By 1980, the military had instituted efforts to deglamorize the use of drugs and alcohol and began conducting periodic surveys to measure drug and alcohol use among junior and mid-grade enlisted personnel. Survey results were startling, with well over a quarter of E-1 to E-6 personnel admitting to nonmedical drug use within the previous month. In the Navy, random urinalysis surveys indicated a higher usage: 47 percent of E-1 to E-5 personnel tested positive for marijuana. Yet the drug-use problem was not addressed systemically until May of 1981, when a fatal aircraft accident occurred aboard USS Nimitz. Autopsies revealed widespread illegal drug use by the flight deck crew and use of prohibited over-the-counter medication by the air crew. Response to Tragedy Chief of Naval Operations ADM Thomas B. Hayward responded immediately, launching a no-holdsbarred attack on illegal drug use. His program included total involvement of leadership up and down the chain of command; use of random urinalysis to detect drug use; immediate discharge of drug abusers in the senior ranks; discharge of repeat offenders in the junior ranks; aggressive education and training; effective treatment of drug addicts who voluntarily sought help; and positive peer pressure. The results were immediate and overwhelming. In under four years, drug use among junior Navy personnel dropped from nearly half Expanded Opportunities Throughout the 1970s the military also expanded roles and opportunities for women in uniform. The number of women on active duty grew dramatically, and their importance to the success of the all-volunteer force is clear. In to just under 5 percent. Over the The issues of racial discrimina- “As of March 1, any individual, regardless of rank or position, found guilty of a single incident of aggravated sexual harassment is automatically processed for administrative separation. There are no exceptions. There are no waivers. Administrative or disciplinary action is required for individuals who commit less serious acts of sexual harassment. Those who repeat these less serious offenses are also subject to discharge." have a clear understanding of our No Clear-Cut Test In many ways, sexual harassment is a more complex problem than either racial discrimination or drug use. There is no clear-cut test to identify sexual harassers. The way men and women deal with each other on the job and off is rooted more firmly in our socialization process than are attitudes about race. Although women make up over 10 percent of the Navy, they are not part of every command, and some of our sailors and officers do not have the opportunity to work with women until well into their careers. The sexual harassment landscape has changed radically over the past two decades and continues to evolve today. Nonetheless, I am confident that we can deal effectively with this complex issue. Although we have, in the past, addressed sexual harassment largely as a local problem, recent events have provided a clear mandate that we institute systemic changes. Since allegations of sexual harassment and assault surfaced after the 1991 Tailhook Symposium, we have launched an aggressive program to solve what is obviously a cultural and institutional problem in the Our first step was to involve We have also standardized In the long term, enforcement of We have focused special atten- Standdown Ordered We have reviewed existing sexual harassment training throughout the Navy and have developed and distributed standardized training materials to every Navy unit. These materials will be used during a mandated 24-hour training standdown by every Navy command this year and will be used for follow-on annual training in the future. Specialized materials to address sexual harassment during prospective commanding officer executive officer, command master chief, chief petty officer indoctrination and leadership training at all levels is being developed now. To address the issue over the long term, we have developed a new curriculum which addresses the Navy's core values of honesty, integrity and respect for the dignity of all. Prototype testing of the curriculum has been completed, and the course will become part of all enlisted and officer training pipelines in the near future. In my view, this aggressive approach to education and training will have the greatest impact on our efforts to change attitudes. Behav “The overwhelming majority of the 570,000 men and women who wear the Navy uniform understand and support our program to eliminate sexual harassment. They are appalled, embarrassed and angry ... and they want action. The women who serve so well and so honorably, who share in that anger and embarrassment and who are loyal to this institution despite the fact that they are the most frequent victims of sexual harassment deserve our best efforts to solve this problem." key element of their country's national security, who expect that our people will live by the highest standards and will not lie, cheat or steal, who entrust their sons and daughters to our care, want action now. Words cannot express how deeply disappointed I am to learn that some in the United States Navy could engage in the type of conduct recently publicized. But that disappointment is overshadowed by my determination to fix this problem and to restore the Navy to its rightful place of leadership in our country. You have my unwavering commitment to take whatever steps are required to accomplish that goal.O Gen. Carl E. Mundy: ior can be modified through stringent enforcement of existing policies, but attitude changes come only with time. That time can be shortened significantly through consistent, standardized education and training at every level. Past experience with racial discrimination and substance abuse has indicated that programs must be monitored carefully and adapted to changing requirements if they are to succeed. We will use a number of initiatives to track our progress in dealing with sexual harassment. We are developing a system to collect data on reported incidents of sexual harassment Navywide, both to monitor our progress and to identify areas which require more emphasis. We will continue to conduct periodic attitude surveys and special studies and will compare their results with those from past years. We will actively participate in the secretary of the Navy's standing commission on women's issues in the Navy and Marine Corps. And we will continue to rely on the advice and input of the Defense Advisory Committee on Women in the Services as well as special study groups, such as the current president's commission on women in combat. unproductive investigations into that behavior have called into question the Navy's very character. The reputation of this institution and its men and women as fair, decent, hard-working and honorable has been tarnished. Morale has been affected, and American parents question whether the Navy is up to the task of leading their sons and daughters. The time for action is now. As the uniformed leader of the Navy, I am personally committed to getting us back on track. The overwhelming majority of the 570,000 men and women who wear the Navy uniform understand and support our program to eliminate sexual harassment. They are appalled, embarrassed and angry over these incidents, and they want action. The women who serve so well and so honorably, who share in that anger and embarrassment and who are loyal to this institution despite the fact that they are the most frequent victims of sexual harassment deserve our best efforts to solve this problem. They want action. Navy leaders who are actively committed to making change, who visibly and publicly support our policies and who articulate their position at every opportunity, are frustrated over recurrences of misconduct, poor judgment and plain stupidity. They want action. Men and women who have served the Navy with honor and pride in past years, who continue to believe in and support this institution, want action. And American citizens who rely on the Navy as a Mr. Chairman and Madam Chairman and members of the panel and subcommittee, I am gratified for the opportunity to appear before you to discuss women in the Marine Corps. Female Marines, although small in number, are proud and significant members of our corps. During my more than 35 years as a Marine, the corps has worked to assimilate women as effective, contributing members of our team. The women who wear our uniform are Marines. They have earned that title through a rigorous rite of passage, through dedication and through demonstrated performance in a wide variety of assignments. With that title is due the respect and dignity that is deserved by all Marines, regardless of gender. Sexual harassment or abuses have no place in the Marine Corps. They degrade unit cohesion and undermine the teamwork that is the essence of the corps. They are inconsistent with our policies, with good order and discipline, and cannot be tolerated. Progress in assimilating women into the corps has been steady and significant. The number of female Marines has increased fourfold in the past 20 years - from about 2,250 to just under 9,000 today. Eighty percent of our occupational fields are open to women. The remaining 20 percent comprise those specialties or units whose Wanted: Action Events of the past year make it clear that we in the Navy are facing a crisis of significant proportions. The egregious behavior of a small number of individuals at the 1991 Tailhook Symposium and follow-on allegations of inadequate and “An Army that prides itself as an institution of values and high standards can do no less for the men and women of America who send us their sons and daughters and for those young people of character who choose to wear their country's uniform. The Army seeks to ensure that those who serve can always wear their uniform with pride — in themselves, their comrades in arms and in the institution." mission includes closure with the enemy in direct offensive combat, those that deploy aboard amphibious ships and pilots. Women are promoted at a rate consistent with, or in some cases better than, their male counterparts. We are assigning women to an increasing number of responsible positions to provide them opportunities for command and competitive equality. Women are now being assigned without restrictions to Department of State Marine security guard positions. This year, a female lieutenant colonel will command one of our six Marine security guard companies. A female general officer served as the deputy commanding general of our Marine Corps Systems Command, a key element to our combat development system, and has been assigned this year as the commander of a major fleet Marine force command. A female major is serving for the first time as assignment detailer of our ground majors - a high-visibility assignment from both above and below. In sum, our policies for now and for the future are intended to assign and employ female Marines in the corps in such a manner as to afford them the maximum opportunity to serve, to contribute and to compete, consistent with the ultimate purpose for which our nation has a Marine Corps: to win in battle. Thank you again for the opportunity to represent the corps before you. I look forward to your questions. O it also brings with it the responsibility to train, educate and lead our soldiers to adhere to the highest standards of professional and personal conduct. The Army has long recognized the issue of sexual harassment as one that is important to the health of the force and all of its members, and the Army seeks vigorously to treat all members of the service with dignity and respect. Any objective assessment of the Army shows that the service has responsive programs in place to prevent and deal with sexual harassment and is doing a credible job. But I am convinced we can and need to be more effective in executing the programs we put into place. An Army that prides itself as an institution of values and high standards can do no less for the men and women of America who send us their sons and daughters and for those young people of character who choose to wear their country's uniform. The Army seeks to ensure that those who serve can always wear their uniform with pride - in themselves, their comrades in arms and in the institution. soldiers and leaders on how best to deal with this behavior — identifying it, distinguishing it from acceptable behaviors and correcting it. Secondly, the Army has responsive, efficient channels and procedures for surfacing and resolving sexual harassment complaints. Third, the Army does not and will not tolerate sexual harassment. We have a variety of sanctions, training mechanisms and disciplinary procedures in place to ensure that we change inappropriate behavior where that serves the best interests of all concerned. In cases where personnel either cannot or will not change their behavior, we have administrative procedures in place that may be used to remove them from the force when that appears appropriate. If their behavior constitutes criminal conduct, the Uniform Code of Military Justice provides sufficient punishment, and ultimately, again, the Army may separate that person. These three components of the Army's program to prevent and deal with sexual harassment understanding and training to prevent it, complaint procedures to identify it and sanctions to control it — are tightly interwoven. As a soldier or leader progresses through the service, he or she sees manifestations of each of these components at different times in both the training and the professional development environment. Sexual harassment prevention has long been an integral part of other longstanding Army programs addressing equal opportunity and leader development. Gen. Gordon R. Sullivan: Mr. Chairman and members of the committee, I am here to inform you in this hearing about a difficult subject: that of sexual harassment in America's Army. Of course, we wish that we could render a report stating that there never has been a case of such behavior in the Army and that there will be none in the future. That is not possible, nor can it be expected. The Army is the largest public institution in the country, drawing people from all sections of the country and all walks of life. That, in effect, is what gives America's Army its strength and character, but Danger to the Force Three things must be understood about this issue and the Army. First, sexual harassment is a wideranged set of social behaviors that the Army understands is dangerous to the psychological and moral health of the force. When tolerated, it is dysfunctional and breaks down the trust relationships that are essential to teamwork and building cohesion which leads to decisive victory on the battlefield. We have programs to educate and train our Defining Sexual Harassment It is important to note that sexual |