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HISTORY OF

AI; 1&A COMMAND TEST SITE OFFICE

UNITED STATES AIR FORCE

VANDENBERG AIR FORCE BASE, CALIFORNIA

1 JULY 1959 - 31 DECEMBER 1959

HISTORY #4

Prepared for

It. Col. GEC W. PENMAN, CHIEF, AMCTSO

APPROVED BY: PREPARED BY:

GEORGE W. PENMAN EMMA JO

Lt Colonel, USAF Historian

Chief, ANCTS0

Cn
1

CONTENTS 

PAGE

TABLE OF CONTENTS

STATEMENT OF MISSION 1

ORGANIZATIONAL CHANGE 1-2

ADMINISTRATIVE PROGRESS AND PROBIEMS 3

MISSION PROGRESS AND PROBLEMS 3 Thru 8

APPENDIX I 9

SUPPORTING DOCUMMTS 10 Thru 13
1

SEMIANNUAL HISTORICAL REPORT

REPORTS CONTROL SYMBOL

RCS-Al:JD-5

4. •ws of UNIT

•

44....4 IUMBIEL CCMMAND

TEST SITE MICE

2. LOCATION

VANDENBERG AIR FORCE BASE

CALIFORNIA _

2.

FROM, 1 July 1512RouGH 31 Dec ii

4. NAME AND. LOCATION OF NEXT HIGHER HEADQUARTERS

SAN BERNARDINO AIR MATERIEL AREA

NORTON AIR FORCE BASE

CALIFORNIA

S. PERSONNEL STRENGTH (La t day el toportind period)

p

lVirdahn*

P4 

OFFICERS AIRMEN CIVILIAN TOTAL

AUTHORIZED 5 0 142 147

ASSIGNED 5 0 133 138

ATTACHED

S. STATEMENT OF MISSION INCLUDING CHANGES (COMimos Pm ..pent. •4440

Insure successful accomplishment of the installation, checkout, and operational

phases of the Air Materiel Area's Contract Administration, Quality Control and

Logistic Support programs at Vandenberg Air Force Base.

•

•

7. ORGANIZATIONAL CHANGES INCLUDING REASONS FOR CHANGE (Condom on separnes aheoG

Reference attached Chart R-1 dated 5 Sept 59. The organizational structure included

the following changes to previous approved structure of 24 Mar 59: As follows:

R-1- Deputy for Procurement and Production, to exercise management controls

over all Procurement and Production and Quality Control places of operation.

R-2- Deputy for Logiitics, to exercise management control over all Logistic

Functions.

R/01- Missile Support Division(DME/SBAMA. Detachment) attached for Atirnini strative Support.

RA-No Change

RB-No Change

RC-4110 :-Climmge •
G. PL Added two Branches: Chart of 24 March 1959, (See Attachment 12)

RLC- The WS 315A Branch (MICR)

BLS- Added to previous chart dated 24 March 1959. The Support

Branch responsible for in-Flight Sikfety System, Technical Facilities,

Transportation, Discoverer(S.AMOS), Communications, Lax Plants.

R. RP- Added two Branches: (See Attachment #3)

RPD-WS 1117L Branch (Sentry)

RPR- Industrial Resources Branch. Added to previous chart dated

24 March 1959.

I. RQ- Added one Branch. (See Attachment 14)

RQS- Weapons System Support Branch, added to prstious Chart dated

24 March 1959.
rriven.tata Mentinu• On 00Pantte •6••0

I. Lack of adequate comnication facilities, princips137 telephone due to lack of

//funds, partially resolved by use of all available tie-lines.

Lack of POW thuds still a problea, partially resolved by acquisition of (11)

eleven Air Force Vehicles thra cooperation of HQ, SBAMA.

Laok of equipment and supplies resulted due to (55) Fifty Five overstrength

;positions which were not authorised to be programmed in budget estimate. This was

partially resolved by conversion of overstrength positions to firm authorizations

for inclusion in budget estimates.

-Uniformity of Administrative actions was achieved thru a program of developing

and implementimg • Office Instructions and Standard Operating Procedures.

Recruitment continues to be difficult for new positions and replacements due to

remoteness of Vandenberg AF Base, Comparative high cost of living and Comparative lack

of qualified personnel in this area.

IL MUM PROGRESS AND PROBLEMS

Administration Office (RA)

Accomplishment of Security and Budget responsibility were seriously hampered by

lack of qualified personnel to fill the established positions of a Budget Analyst and

a Security Specialist. Neither of these two positions were filled during this reporting

period.

Inclustrial Property (NB)

(1)Delay in receipt of secondary delegation in some instances has hampered

accomplishment of mission. This has resulted in Government property being received

by contractors several months prior:to delegation. In other instances, refusal of

Prime ACO l s to delegate secondary administration of Special Facility Contracts has

yulted in inadequate control of high dollar value Government property. Action by

udi Division to acquire or expedite Secondary delegation, in some instances, has been

of no avail.
RB- Cont.

Issuance of conflicting instructions by Prints property Administrators

...directly to contractor personnel at this site or eird; the contractors' prime

plant has caused confusion and indecision on the part of the contractor.

This problemISs been solved, in some instances, in conferences attended by

all concerned.

Difficulty in acquiring property control procedures frOm Sacontractors within a reasonable time subsequent to assignment of secondary delegation

his precluded full accomplishment of mission on a timely basis. Although close

follow-up has teen:made, and delay in receipt of procedures has been experienced.

(4) Non-reporting or delay in reporting, by contractors

i

 the loss, damage or

destruction of Government property has precluded timely investigations and

processing of Written Advices. Thru the efforts of Property AciadnistratOrs in

keeping the contractors aware of their responsibility for prompt reportings of

loss, damage or destruction of Goverment Property, deficiencies in this area

have been greatly reduced.

RC-

(1) In thiS period, the number of assigned contracts have increased to

fifty one prime contracts, twenty eight. subcontracts and two tertiary delegations aggregating a total of eighty one contracts. This represented an

increase of six prime contracts and four sabcontricts or a total of ten contracts over the previous six month period.

Atlas Complex 65-1 consisting of a control center and launches 576-Al,

576-A2 and 576-A3 were turned over to SAC on 31 August 1959.
EL- Item 9 Mission Progress and Problems

lOGRESS:

Turnover from Contractor to SAC 576A Complex in its entirety was accomplished.

Sudcessful launching of first Atlas Missile frosillYB. A system was developed

ta control priority #1 requisitiocL Represents SHAMA in support of Missile

Reliability Groups at VAFB to assure that the weapons systems can be adequately

and timely supported. logistic concepts were new to the Air Force and VAFB

automatically became a proving ground therefore. Contradt deficiencies generated

many unusual and unforeseen logistic support and operational, problems. These

problems have to be analyzed, evaluated and corrected on an individual basis as

they occur.

PRCOLEKS:

Major problems resulted due to the compressed cycle for research and

development. This compressed schedule resulted in training and aperational programs being implemented with Research and Development activities at VAFB.

Operational systems were transferred/to SAC with numerous outstanding

Engineering Change. Proposals. RL'proirided continfts assistance to resolve configuration problems.

Weapons systems were delivered to SAC with inadequate or in some cases

no maintenance and operating technical data. XL in coordination with AMC assistance

will continue to be required for some time to prepare and revise existing Technical

Some systems and sub-systems were delivered to SAC for operational and

training use prior to completion of spares provisioning, Contractor storage sites

were established and surveiled in an effort to make available to SAC a quick

reaction type support.

Real Property Installed Equipment support concepts were altered prior to,

during, and subsequent to SAC gaining control of systems. A decision was made that

Direct Support RPIE items would be supported by AMC.

Calibration requirements and the problems inherent therein are exceptionally high. Depot assistance h4s been provided and a review of all required test

support equipment is in process.

Compressed programs dictated that SAC assume operational and training

functions prior to acquiring the manpower and skills to maintain and operate the

system. Depot assistance was provided to assist in needed areas.

The newness of systems and lack of technical data precluded SAC from programming manpower required for many areas. Again depot assistance had to be provided, either by AMC or Contractor.
RP- Item 9.

Production Division responsibilities have increased as a result of an increase

in the number of contracts from 65 to 85 assigned for production surveillance.

The increased workload was reason for changes in personnel from ten (10) last

reporting period to twenty-three (23) this period. During this time, 1 Jul 59

thra 31 Dec 59, five (5) branches were in operation within the Production

Division, namely the 117L, W$315A, 107A-1, 107A-2, and the Industrial Resources

Branch. These branches, with the exception of the Industrial Resources Branch,

are now located within the contractor's administrative facilities area to provide

a more flexible type of operation, and to save time and effort in carrying out

the Production Division mission. To support this reorganization, various operation procedures and directives had to be developed to define the prOdaction

surveillance responsibilities of the Branch personnel. The InduStrial Resources

Branch effort increased during this period as a result of added facility requiremanta of the various new contractors at VAFB. The work order requests from

contractors to have work accomplished on assigned for their use increased 'by more than 35% during this reporting period. Propellent orders to

support contractors requirements increased and became more of a workload than

originally anticipated. The assignment of space to the Air Force contractors

also increased and obtaining buildings fromthe base became more difficult.

lack of capability by base for support of contractors continues to be a problem; rehabilitation of buildings assigned for contractor use is proceeding

but continues to pose problems. These problems may be attributed to the increase

of contracts at Vandenberg, plus the shortage of adequate buildings. To aid

in eliminating the problem of inadequate buildings, plans were made to request

the base to set aside a group of buildings in the 5000-6000 area for contractor

use, for rehabilitation by contract, subject rehabilitation to be accomplished

in two (2) packages, first package to be started on 1 Apr 60 and completed on

or about 15 Aug 1969; second package to start on or about 1 Sep 1960 with an

estimated Completion date of 1 Jan 61.
During the reporting period events torWeapons Systems are as follows:

WS 107A4 Mission Progress

(1) Complex 576-A and MOD II guidance was accepted by AMC en 1September 1959

subject to clean-up by Contractor of all items listed on the DeviationDocument.

itS 107A-2 Mission Progress

(1) During this period the Martin Company, integrating contractor for The

Titan Weapon 93rstea, and their associate Prime Contractors arrived at Vandenberg

Air Force . Base * and commenced work on the first CSTF-1 launcher.

IS n5A

(1) The Thor Missile is utilized as a Booster on the WS 117L Discoverer

Program. The Second Stage "Agent" is a Lockheed vehicle. Four (4) launches were

concerned. Complex 75-3 which includes launch emplacements #4 & 5 and Control Center

#2 is under the custody of Dbuglas Aircraft Corporation, for their participation

in the Discoverer Program. Douglas Aircraft Corporation also has the responsibility

for completely rehabing launch emplacements after firing. AFQC accepted for turnover

to the using Strategic Air Command, the following installations:

Launch emplacement if 6 (Complex 75-2)

Control Center #2 (Complex 75-2)

Various segments #f the Receiving, Inspection and Maintenance Building.

DAC rehabing of SAC launch emplacements after their launching.

(e) Inertial guidance ground support equipment.

d. WS 117L

(1) O/C Division personnel accepted from Lockheed Missiles and Space Division,

working under contract 04(647)-347, the installation and checkout of:

The Discoverer launch complex composed of Pads 75-3-4. 755-5 and control

center #3.

Tracking Station. #1 composed of SS/B telemetering and data processing

units.

(o) Tracking Station #2 composed of radar skin track and data processing

units.

(d) Fuel and pyrotechnic storage areas located within the base ammunition

storage area.

Pads 75-4 and 75-5 were both actively utilized in this reporting period

for launching agena vehicles into a north-south orbit. With most of the launch

equipment exposed to the elements, a constant problem with rust and corrosion was

presented. QC efforts were along the line of assisting the contractor in developing a comprehensive long range program concerned with control of this everpresent

problem.

When one of the vehicles being prepared for launch was destroyed because

of an uncoordinated equipment wiring change, it became necessary for AFQC to tighten

up some of the loose Phase "A" contractual requirements. In the case of the above

)accident, the vehicle wiring was changed without providing a matching change for the

launcher associated wiring. A more definitive method of drawing and change control

was incorporated and adequate authorizing documents clearly denoting proper distribution were required for every incorporated diange.
RQ- Continued

a. Weapon System Support

On 30 August 1959, the Weapon System Support Branch completed

inspection and test of the Kellog Switchboard and Supply Company communications

equipment in the St!! 65-1 Complex. Subject systems and equipment were stbsequently

turned over to SAC.

In October 1959, the Weapon System Support Branch assumed Quality

Control responsibility of Kellogg Switchboard and Supply Company (Conttnications):

AerOjet General Corporation (IRSS): Tumpane Company (Contractor Storage Site):

General Electric (Warehousing) and Burroughs Corporation (Contractor Storage Site),

for which secondary WC delegations were received from the Prille Administrative

Contracting Officer.

RW- The Weapons Phasing Office of the AMC Test Site Office was initially

authorized on 2L March 1959 and was so reflected on SBAMA, Manpower and Management Organizational Chart R-1 of the same date. Mission progress as predicated

against mission statement has been very satisfactory. A marked improvement in

the Administration of all three weapote system, programs is evident since inception

of thit office. Use of the team concept has enhanced associations with other

commands at Vandenberg AFB as well as other associated contends within the Air

Force.
APPENDIX I

AMCTS 0

KEY PERSONNKL

NAME AND DTY:

PENMAN, GEORGE W. Lt. Col. USAF

Chief, AMC Test Site Office

JAMS, HOWARD D.

Deputy Chief, AMC Test . Site Office

GREGORY, RICHARD R.

Chief, Administration Office

POILESAK, GEORGE E.

Chief, Contract Division

EWALDT, RALPH W.

Chief, Industrial Property Division

9=14 TROY L.

Chief, Logistics Division

DE LUCA JOSEPH

Chief, Production Division

LITFIN, FRANK A.

Chief, Quality Control Division

SPARREODHN, FREDERIC D. R. Maj. USAF

Chief, Weapons Phasing Office

DATE OF ASSIGNMENT

Special Order No. A-42

15 June 1959

3 March 1958

9 March 1959

15 June 1959

4 August 1958

27 July 1958

15 June 1958

23 March 1959

18 September 1959
AMC TEST SITE OFFICE

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