—_
BRAVO proved that extensive training of CIC personnel prior to the
shot was a sound investment.
The CIC Air Force and Navy team functioned
smoothly and expertly throughout the operations.
The check list monitor
proved exceptionally valuable, in that he relieved the senior controller
of many check list details so that his primary duty of supervising CIC
operations coordinating with the Joint Operations Center (JOC) could be
done in an orderly and efficient manner.
.
The Air Operations Center was successful in performing its mission
during BRAVO.
Detailed written procedures were made available to all
operating positions and the Air Operations Center (AOC) was fully manned
one hour prior to the take-off of the first aircraft, which was H minus
six hours,
Only minor discrepancies existed which affected the opera-
tion of the AOC.
Eniwetok.
One incident was the arrival of three VIP aircraft at
Their IFF was not air or ground checked prior to BRAVO.
The
AOC dispatched these aircraft on the same heading climb-out with five
minutes separation.
IFF's of two of the three aircraft were inoperative
and the radio procedure of point-to-point radio operators was not up to
expected standards.
This caused many repeats when commtinications recep=
tion was weak, resulting in the slow flow of important traffic.
An on-
the-job training program was re~emphasized to correct this deficiency.
Following BRAVO, J-1l1 of LASL reported that the Air Task Group's
sampling mission was the best ever performed on an overseas test.
2. ROMEO
The first delay of the CASTLE series began on the seventh of March
when it became apparent that the upper winds over Bikini Atoll were
arwURO
;