provided, generally, that TG 7.2 would provide all management and officer supervision in the joint activities, but that all senior NCO positions such as trick chiefs, team chiefs and section chiefs would be filled by the best qualified men available regardless of branch of service. Personnel, administrative and supply matters remained independent for lack of an integrated organization. This arrangement, although not ideal, did permit coordinated and reasonably efficient operation. That this was possible is a credit to the individual spirit of cooperation of all concerned. c. The assignment of smior NCO positions WaS made without reference to branch of service; however, the number chosen fron each service was very nearly proportionate to the degree of service participation in the joint activity. The NCOIC of the joint relay center remained an Army man throughout the operational period, as did the NCOIC of the joint receiver station. The NCOIC of the facilities control center was an Air Force man, and the NCOIC of the transmitter station changed from Army to Air Force and back to Army as the overall personnel situation fluctuated. It should be noted that, without exception, the Ait Force NCOIS in charge of sections worked under the supervision of Army officers without any’question of authority, and similary, &my enlisted nen worked under Air Force NCOIS without friction, The major difficulties experienced because of the dud organization were matters of supply and administration, including some trouble in coordinating duti~sohedules with organizational fatigue or othfirdetails. It must not be forgotten, however, that the success of the arrangement was wholly dependent upon individual . , ... ,, M .. . .