This change brought a reduction in manpower requirements, which carried over to the training workload 109 . Thereafter, an organizational change, prompted at the insistence of NATO I, further reduced the manpower requirements. USAF had envisioned that the  two squadrons in Italy would operate as separate entities, each having its own headquarters function. It was also believed that four crews at the emplacements would be necessary for around-the-clock operations. To the Italian’s way of thinking, a single headquarters and a pool of supporting activities were sufficient. This was called the "2 in 1" concept and was adopted. Moreover, only after lengthy discussion did the Italians agree that even three crews were necessary per site. Here, again, the training requirements were reduced 110 . Although the technical agreement was not signed, resolution of the structure of the organization paved the way for the entry of the Italians into JUPITER  training. In June 1959 the first increment of students reported to Lackland AFB, Texas, to begin their language training, and in September they entered the  individual training courses at Redstone. The English comprehension level (ECL) of the first group was relatively good, but oncoming personnel did not  register so high in ECL. To compensate for this, the courses were lengthened and a little more night work was accomplished. In the meantime, August 1959 marked the signing of the technical agreement with Italy, and the way was at last clear for the deployment of the JUPITER missile. Thanks to the lengthy period of negotiation, it was now possible to man both _____________________________

109. Ibid., p. 48 110. Hist, ABMA, Jan-Jun 59, pp. 6-8, Hist Off files.