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You became chief of staff rather suddenly [after then-Air Force Chief of Staff Gen. T. Michael Moseley and then-Secretary Michael W. Wynne were forced to resign in June 2008 over concerns about Air Force security of its nuclear enterprise]. What were the problems? The most visible was movement of weapons from Minot [AFB, N.D.] to Barksdale [AFB, La.] without ap- propriate oversight. It took about a year to put all the [corrective] pieces in place for a mission that requires [performance] as close to perfection as any human endeavor. We had lost focus. There were nu- merous reasons, some human, some institutional. We didn’t give enough attention to the nuclear business while conducting combat opera- tions down range.


What did you do about it? One, we created the Global Strike Command so missiles and nuclear- capable bombers are together in one organization. This wasn’t going back to the days of Strategic Air Command [SAC, which was de- activated in 1992], although there were things about the way SAC did business that are worth emulating — certainly the focus on discipline and precision. Two, we’ve redefi ned missions


of the Nuclear Weapons Center, so responsibility for sustainment of nuclear weapons is invested in one individual, a two-star at Albuquer- que [N.M.], just as responsibility for the operations side — missiles and bombers — is invested in a three- star at Barksdale. And their belly- buttons are very close together. [Three], we created a proponent


here on the air staff to focus on nuclear integration across all disci- plines. The so-


1 1 0 MI L I T A R Y O F F I C E R S E P T EMB E R 2 0 1 0 [CONTINUES ON PAGE 112]


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