CMSAF: Quality of life a priority

10/1/2002 - WASHINGTON -- As the backbone of the world's premier air and space force, the Air Force's enlisted corps deserves a quality of life unmatched by any military organization in the world, according to the service's top enlisted airman.

Providing that quality of life, said Chief Master Sgt. of the Air Force Gerald R. Murray, requires more than just building bigger homes and procuring better benefits. It means giving them sound leadership, a good organization and a good "team" atmosphere.

"The Air Force is a people-oriented force, and we will always do our best to provide our great men and women with these things," said Murray, who became the 14th chief master sergeant of the Air Force on July 1, succeeding Chief Master Sgt. of the Air Force Jim Finch.

Perhaps now more than ever, he said, recruiting and retaining the Air Force's enlisted force is critical and is the reason why improving their quality of life is important as well.

A native of Boiling Springs, N.C., Murray believes it is only fair to provide these dedicated airmen with quality workplaces and housing, more educational opportunities and better pay and compensation. Fortunately, he added, many of those things are on track in the near future. But more is needed.

"It appears that the fiscal 2003 budget will give us a good pay raise, but we're still seeking another targeted raise in fiscal 2004," he said. "Pay for our junior enlisted is very comparable with those of similar experience and training in the civilian sector but lags behind in our senior (noncommissioned officer) grades. The targeted raise emphasizes increased education, experience and, most importantly, leadership of our NCO corps."

This education, experience and leadership has made the Air Force NCO corps the best in the world and is vital because today's NCOs must train and supervise airmen in their technical areas to become mission proficient, and prepare them to lead the force in the future, Murray said.

"Our junior NCOs are the front-line supervisors, and they must have their attention focused on leading the force," he said. "We all have aspirations to move up in rank and status, but our focus should be projected downward. Our priority should be on improving our skills and becoming better leaders for those entrusted to us."

Murray said he would like to see enlisted professional military education focus more on the service's core competencies, combat readiness and other military aspects of leadership.

"Sometimes we over-emphasize the academic portion of PME when we really need to prepare better combat leaders," he said. "Don't get me wrong, our professional military education and NCO corps are the best in the world, but we can always strive to be better."

That attitude is the basis of transformation and why the Air Force implemented the air and space expeditionary force construct. He said increasing understanding and awareness among airmen of the AEF mind-set and how it is designed to improve their quality of life is critical.

"Air Force leaders are committed to the AEF cycle of 90-day deployments every 15 months," he said. "It's a promise we've made and we're working to keep it."

Getting the AEF mind-set established among "bluesuiters" should be a simple matter, he said. After all, everything the Air Force does is cyclical.

"For years, the Air Force has operated on an annual cycle for everything from aerobic testing to suicide awareness and chemical warfare training," Murray said. "We're working to establish these according to the AEF cycle, every 15 months."

Fortunately, he said, the system is evolving into what Air Force leaders envisioned. When the service first implemented the AEF construct, about 80,000 people were assigned to deploy. Today, more than 260,000 are assigned to deployment codes. But there is still much work to do in perfecting AEF.

"We need to reduce the stresses on those airmen who are being tapped for multiple deployments or are being asked to deploy for a longer period of time," Murray said.

While senior leaders work those issues at their level, individuals and units must focus on changing the mind-set of everyday operations from a home-based force to an expeditionary force, he said.

"We must expect that we are going to deploy; it's what we do," the chief said. "Everything we do should support that, from training and maintaining our wartime proficiencies to ensuring our families are prepared to endure our absence during a deployment.

"Once a deployment ends and a person returns home, the cycle should begin again, starting with the three R's -- reunite, rest and recuperate -- then right back into the process that ensures we are ready to deploy again when called upon."

As the AEF process evolves, he said, readiness continues to climb.

"The current force is more ready to fight than any other time in history," he said.

"The majority of our airmen are trained and ready because they are in the AEF and have been deployed, some to tough locations," Murray said. "These deployments have made our people mentally and physically ready to accomplish the mission. And that is one of the greatest benefits of the AEF construct."

The chief said he knows the sacrifices Air Force people and their families are making daily and encourages them to remember how important their contributions are to the war on terrorism and the mission.

"When I go out to the field, airmen tell me they're working hard, but they also tell me they're more than ready to do what is necessary," he said. "I am extremely proud of our enlisted force, and I know they will continue to meet whatever challenges the future holds."