December without using Army personnel that were in REDSTONE training. At any rate, the Army would furnish  temporary technical assistance and train Air Force specialists. With regard to the training facet, the Secretary mentioned that it was his understanding that Army  responsibilities covered only individual training, and that unit and readiness training was an Air Force responsibility. Mr. Brucker also pointed out the importance  of an early decision on GSE and training equipment, and that the Army was ready to furnish the mobile type. He also indicated that major changes to equipment  would result in a loss of time and money. Financial reimbursement was to be made to the Army for all costs occasioned by the JUPITER program 56 . In early 1958, the momentum in the JUPITER program was considerably accelerated. For example, on 8-10 January, an operational planning conference was held  at ABMA and, from this meeting, the SAC JUPITER Operational Plan 1-58 resulted. Prior to adoption of the plan, however, a number of other meetings had to be held to work out the details on specific functions and responsibilities. One of these pertained to program management. The Air Materiel Command (AMC) had  been designated as the executive agent for the JUPITER, and its Ballistic Missile Office (BMO) had been assigned the role of executing the program. AMC then took  action to establish two project offices: one at AMC/BMO; and the other at ABMA, designated as the Air Force JUPITER Liaison Office. The latter was comprised of representatives from ARDC, AMC, Air Training Command (ATC), and SAC. This gave a close coordination at the working technical level similar to that prevailing in days of the Navy Office 57 .  _____________________________

56. Memo, S/A to S/AF, 31 Dec 57, subj: THOR-JUP Msl Sys's, Hist Off files. 57. DF, Cont Off, ABMA, to Dev Opns Div, et. al., 3 Feb 58, subj: JUP Planning Conf, Hist Off files.