—_ 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 ;