RESEARCH AND ENGINEERING DIVISION PROGRAM NARRATIVES

• Document Type: CREST
• Collection: NGA Records (Formerly NIMA)
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78B05171A000500010014-9
• Release Decision: RIPPUB
• Original Classification: T
• Document Page Count: 43
• Document Creation Date: December 28, 2016
• Document Release Date: April 13, 2012
• Sequence Number: 14
• Publication Date: December 9, 1969
• Content Type: REPORT

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Research and rncJincering Division
Prograrn Narratives
I . Accompl.i.sh.~ttients . TSSG/RED accompl.ishment.s are generally covered
witl~i.n the RDS~E program sulmiission and as such will .not be reiterated
here. There are, ho~~~ever, a number of accomplishments related to
the in-house activities of the Reconnaissance Systems Branch and
the Exploratory Laboratory of the Advanced Techno]_ogy Branch--
integral e_l.ements of the Research & Engineering Division;-which
are not covered in this submission. These accomplishments are as
follows:
A. Reconnaissance Systems Branch
1. The Reconnaissance Systems Branch developed a short time
pad, or camera exposure burst, technique in support of
NRO/SOC. This technique provided the intelligence
community with 24% more targets acquired per mission-?- .25X1
~.
at na increase in cost.
2. The Branch provided full-time participation in a CIA
effort related to the planning for the development and
E?
exploitation of a system. 25X1
3. Branch personnel developed a quick-reaction method of_
determining.the correct positions of missed targets for
use in subsequent acquisition programs. Utilizing this
system, the number of targets missed has been radically
reduced.
~4., "Standing Prerequisites for the Exploitation of Collection
Systems", a definitive specification was prepared and
distributed. .
5. The Branch supplied, to operations at ~ detailed 25X1
requirements for. future ~~ emphemerides such as the MCD.25X1
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G. RSI~ completed guidcl.i_ne studies regarding sun angle/cxtaosure
requirements that have provi.cled superior vehicle progranuning
operations .
~, A preliminary manual was written and distributed to
the cornmunity . ~,
8. The Reconnaissance Systems Branch succeeded in establishing
NPIC ~ altitude requirements through COMIREX for imple-
mentation by the NRO.
B. Explorato~ Laboratory.
1. The Laboratory has demonstrated a system of ultraviolet
radiation and special photoprocessi_ng which can be utilized
to monitor potential sources of unauthorized disclosure of
classified information. Our laboratory experiments with
these techniques proved that reconnaissance film, with the
photographic emulsion stripped off, still retained latent
classified information capable of being reconstituted by
special techniques. This was also true of standard view-
graph backing materials. The need was demonstrated for
controlled disposal of these wastes to ensure tight security.
2. Equipment to establish a photometric standard was success-
fully designed and built in order to achieve a consistent
measure of fight table brightness. Copies of this instru-
ment ar_e calibrated by the Exploratory Laboratory and then
supplied.as GFE to vendors for determining if light tables
conform to procurement specifications.
3.? In-house experimentation proved that a technique for_
directly viewing an original negative as a positive image--
. suggested by .a contractor---was totally unsuitable for NPIC
requirements. This knowledge terminated consideration of
a ~ k&D program to develop a prototype.
4. An exploratory experiment indicated that far imzige detail
of less than 50 microns in size, Dual Gamma and Trenton
processing both produce the same mensuration r_esult.s. This
had been an area of considerable speculation.
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5. 5i.xty?-~scven indiviclua_l~ grid patterns of four different
geomotr. ies were produced in suppoa~t of ttie ~ Stereo- 25X1
comparitor Project. These high--precisi.on units :~er_ve to
calibra~l-.e the opti_ca7_ components of this equipment and will
be utilized in its acceptance cYiecks.
6. Laboratory derived knowledge prod led APSD with factual
data on the use of matte particles in aerial films.
Exploratory Laboratory produced photomicrographs of micro-
toured film slices gave additional insight into the problem
created by particle interference whenY,econnaissance
imagery is viewed under very high magnifications.
II. Program Plans.
A. Statement of DDI Objectives. Develop equipment and techniques
to improve the efficiency of imagery exploitation.
B. Statement of NPIC Objectives.
1. Research, Development & Engineering Management Support.
a.? Provide research, development, .and engineering support
to the Center's imagery exploitation effort and to the
other elements of the imagery exploitation community
to the extent o~ the Center's capability.
b. Maintain a laboratory staff and facility that under-
takes researchi`n the photosciences and identifies
new areas for development and engineering.
c. Provide technical coordination and liaison with the
developers of-new acquisition systems and provide
the Center's operational components with information .
on the nature and impact. of future reconnaissance
systems upon Center_ operat~_ons.
d. Promote coordinated equipment. procurement programs as
a means of cost-savings.
e. Apply an R&D project management system which establishes
an effective means of noels ana7_ysis, contractor.
selection, project justification, and moni_tori_ng.
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C. Discussion of Objectives.
1. Requirements, In addition to the obvious requirement
for.. the development of: appropriate tcchno].ocJy to sups>or.t
current operations, the systematic and efficient exploitation
of "a broadening spectrum of reconnaissance imagery dictates
the continuing development of an extensive family of
advanced, equi_pmeiits,~ materials, and techniques keyed to
the specific handling requirements imposed by the collection
systems themselves. NPIC attempts, through the Reconnais-
sance Systems Branch, to maintain an awareness of,-and a
responsiveness to, the exploitation implications contained
in the imagery from progressively more advanced an_d diverse_
acquisition systems. Because of the complex technology
involved, NPIC often must became an integral part of the
system development team during its early stages. At the
same time, we ar_e in a unique position to eva]_uate and
~~
predict the impact and effectiveness of technical changes
occurring in reconnaissance technology. Thus, NPIC's
research and development must not only accommodate current
and impenda_ng changes in the imagery inputs to the Center,
but must also.provide the means to "feed back" to imagery
suppliers those objective data and analyses which will
tend to upgrade both-the quality of the product and the
efficiency of the subsequent imagery exploitation process.
Under NSCID 8 and the National Tasking Plan, NPIC has an
additional responsibility to provide research and______
development support to, and to promote joint procurement
programs with, other members of the intelligence community
currently engaged in National-level imagery exploitation.
Because these members work with the same collection products,
it is exported that this requir_emcnt can be met without
the creation of additional programs. Through the mechanism
of the Exp]_oi_tation Research and Development Su.bcommittcc
of COAIIRFX (FXIZAND) , these efforts arc thoroughly discussed
and appropx:i~ately scaled to specific comrnuni.-L-y needs beforo
they are permitted to become randi~dat.cs io.r Center_ impl.ern~ n25X1
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D. Method of ~lpproacli. Primarily because of over-?a11 funding
lirnitati_an, NPIC has, in the past, found. it necessary to
emphasize shor_t?-range, quick-pay-off projecl.s at the gr_ncral
expense of longer range programs which would have provided.
a more systematic approach to the development of new exploita-
tion systems, equipment, materials, and techniques, while at
the same time, advancing the over_--all state-of--the-art. This
approach has general~.y been able to provide the Center with
essential exploitata_onrequipments,while at the same time,
providing reasonable economy. This approach worked for three
,..
primary reasons; first, the earlier acquisition systems, while
state--of-the-art, were not aver_ly sophisticated by today's
standards; second,--there was so-much initial work to be done--
so many items of equipment of known parameters which had to be
_developed;_and third, the Center was in a period of somewhat
unrestricted growth---when a difficult prabl_em arose, more
manpower was applied.
The situation has changed; the new acquisition systems are
highly sophisticated and are becoming mare so; most basic
equipments of known parameters have been built; and the Center
now has fixed personnel resources. With this change in
situation, it appears realistic that our RD&E approach also
change.
We are now entering an era in which there wi11 be inputs from
a growing number of extremely complex acquisition systems.
This era will require a corresponding broad systems approach
to-~he development of exploitation=.equipment: With this over-all
increase in sophistication, the technical unknocans will rapidly
expand producing corresponding increases in the technical
risks and the development costs involved. Tn or_der to min~_mize
these technical risks and reduce development costs to acceptable
levels, NPIC must develop a very systematic and pragmatic approach.
First, we must judiciously est:abl_i_sh a broad technological
foundation based upon a sound research program consisting of
prudent studies and scl.ecLed feas~.bil.ity breadboarding. We
must, at the earliest passible moment in the deve7_apment cyc:lc,
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isolate the cornponerlt areas of maxinnun technical risk and
establish solutions prior. to implementing total systems which
may still contain fund.ament.al wea}finesses. We must establish
multipJ_e--phased programs with prudent milestones and nuuier.ous
key check points, while at the ,same time provi.di.ng an effective
R&D management system designed to make maximum utilization of
these tools. This is both a methodical and practical approach;
however, it is both time-consuming and expensive; nevertheless,
in the long run, it will ultimately prove to be cheaper.
~~
Our FY-72/76 R&D projection is based upon anticipated needs in
individual program categories. There ai:e assumptions made which
may, or may not, prove valid later on. However, the over-all
approach is to develop a balanced~rogram with some effort
directed toward each category, using the best judgements and
estimates now available, and subsequently, scaling the total
R&D program to a reasonable level..
Stemming' from efforts currently underway, an integrated exploi-
tation system will have evolved early in the FY-72/76 period
which will provide a foundation far subsequent research and
development concepts. .Data from the PI Process Research and
Image Analysis and Manipulation programs, for example, will
be readily available to locate and define-the most significant
areas requiring future research and development and will provide
specific performance requirements. By the middle or end of
this period, automated assistance will be available from the
_._ _
Imagery Interpretation Instruments .and Techniques program to
provide a significant part of the administrative and collateral
information required for exploitation processing on a near-real-
time basis. This will include image quality manipulation and
evaluation, automatic target location, automatic target changes,
current correlated colateral data, and analysis of exist.i.ng
and new data inputs by?the interpreter. During the latter
half. of the planning peri.ocl, equipment will be de~ve7_oped for.
appropriate utilization of various forms or unconventi.ona]. aril
restored i.rnagery and near.-real--ti.rne reporting, which will, i.n 25X1
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ovid~~ tlic tccl~ni.cal I~~i~~i.~ for ititc~c~rati_ncJ ~lnd ~til>> }oi.bi.iic~
into Center operation any radically different imagery inputs
from a ncar--r_eal--time collection system, which is expected to
have considerable impact on the utilization of a.magcry for
intelligence purposes.
E. Alternatives Considered. '
a. One obvious al.ter_native is a continuation of research
and development a~ about our current levels. Conservatively,
if we~specify one or more of the newly-emphasized, major
program areas as being beyond NPIC's compass, and if the
National--level exploitation effort is w~rlling to pick up
the slack, significant incre~lents could be taken out of
the ,Agency budget picture altogether.
At the other extreme, it would be quite possible to project
-that the total research and development effort in imagery
exploitation--directed toward strategic purposes--could be
put under NPIC's direction.
This would appear counter-
productive, however, in that NPIC does not`have either the
physical base nor the total operational perspective necessary
to perform all-the work for_ all potential users.
Another alternative is that we could encourage a climate
in which NPIC's research and development depends to some
extent on, outside funding,. DOD,~ACDA, etc. This- 25X1
course has the advantage of centralizing talent and resources,
~~but i.n a practical sense, it requires both initiative and
cooperation on the part of other agencies above and beyond
contemporary expectations. It may be that by utilizing
a system approach, rather than a project-oriented approach,
we can make this a practical proposition, inasmuch as
direct project control then becomes an unimportant aspect
as long as the definition of the final objective is mutual
among the sponsors.
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b. Ris}~:.; 7:nvolvccl. NI>:fC has of- ncces:~ity bogun a tr~tli::itic.~Ii
away from the emphasis on "short-terrn, quick pay--off"
projects; since, this "short--term" approach cannot be
pursued indefinitely. Most of the obvious projects have bean
investigated or devclopcd, and while such projects will
always have a high priority, we can readily foresee that
we can no longer obtain significant major technical
accomplishments without first establishing significant
preliminary groundwork. The effect of this change will be
to reduce risks over the long haul at a relatively modest
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increase in cost, and perhaps more important, to allow for
-the insurance of eventual success in over-all programs which
are built up of numerous, individual, small projects which
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are, in themselves, inherently risky.
F. Coordination. NPIC will continue to conduct coordination of
research and development activities in accordance with established
Agency procedures, and through the mechanism of EXRAND, which
'provides a unique focal point for exchanges of information.
There wi11 be no lessening of the coordinating and up?datisig
activity NPIC pursues th-rough the dissemination of equipment
catalogs and R&D News Notes.
G. Resources Required. In line with the increased level. of tech--
nology to be developed within the planning period and with
changes in the technical areas of emphasis, it will be necessary
to expand our technical resources in certain critical areas,
such as electronics, and computer technology.
The extent to which this will take place will be a direct
function of NPIC. involvement in .future collection_systems_such _
During the five--year period, a higher J_evel of research and
development funds will be needed to pay the costs of phased
development contracts with private industry and for other
service contracts appl.i.cable to maclif_ication of equi_pmcnt on
hand, to provide individual consulting ser_vi.ces, and far
sati.sfyi.ng immediate opcr. ati.onal needs .
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PROGr~,nM rz~.l~,~~nT.w~~~
Management Support
Objective - Office of the Chief
The Office of the Chief, TSSG will participate in developiiient
and coordinati.on~of TlF'IC plans, procedures, and techniques for the
efficient exploitation of new and existing collection systems. This
will include determining, in concert with representatives of other
members of the i.ntelJ.igence cottuuuni_ty, future research and develop-
ment needs. Related efforts also wi_11 be undertaken to reduce
community research, development, and procurement costs by direct
and thorough exchanges of information. provides Cltair~~tan for
EXRAND. .
Objectives - Special Contract and Procurement Staff
a. To solicit proposals, negotiate, administer, and settle
R&D contracts in a timely manner and in accordance with good pro-
curement practices.
b. To provide advice and guidance to DD~I: elements, and to
other Agency elements as applicable, in R&D procurement matters.
.~- c. The Chief, SC&PS, as a member of the Agency Procurement
Policy Panel, to represent the interests of the DD~Z elements in
.the consideration of new procurement policies and procedures.
d. To undertake appropriate training in furtherance of per-
formance of Staff mission.
Resources Required
The addition of one~~S~'l~ Contract SpeciaJ_ist to the SC&PS
is foreseen for an increase in volume of. R&D procurements.
~ti
Objectives _- Projects and Programs Staff
a. Support the Chief, TSSG by performing analyses of require-
ments, programs, budgets, and procedures related to TSSG operations.
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Ob4jectives - Projects and i'r~o.s }~artis Sta.f1' ~Cont'cl)
b . Control Group production, providing rep~~c:sentati.ve to ATP:CC
Production Niana~;emcnt Board, establishing rel.cva,nt procedures, and
maint~~.i.ning necessary records.
c. Support EXR~PID, supplying ilxccuti.ve Sccretary and performing
al]_ ncccssary typing and clcrica.l duties .
d. Prepare annual catalog of imagery exploitation eciuipment for
community-wide dissemination.
.t
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5 December lg6g
MANAGEh1Eh1T S[i~'F'ORT
A. Accomplishments ,
Approximately 3,000 square feet of space formerly a. part of the
film library has been converted into a.n ADP area to accommodate
Faatra.nd equipment which will be used in support of the Integrated
Information System. The film library space available for this use
was a part of the overall space gain which resulted from the insta.l-
la.tion of mechanized FULLSPACE filing equipment in the film library.
Equipment procurement was begun by the Office of Communications
on the Center's behalf toward the installation of a new secure voice
system. The new system, which is estimated for completion in F'Y-1971,
will greatly expand the Center's present secure voice capability and
will interface with the CTA Green phone system as well as AUTOSEVOCOM.
The Center became a. pa.rticipa.nt in the silver recovery field
with the installation of a system which claims silver from hypo
solution by an electrolytic process. In addition, the Center ha.s
purchased equipment which will permit the recovery of silver from
film emulsion. This system will become operational upon completion
of the expansion of our so-called incinera.tor~SOMAT area.
Significant strides have been taken during the past year toward
improving and expanding parking fac3.l:i.ties for NPIC personnel.
Increasing numbers of incidents involving personal harassment a.nd
threats a.nd theft and vandalism of automobiles prompted such action.
A new approach to the recruitment, training, utilization and
retention of NPIC professional employees was initiated during the
year with the adoption of-.the concept of the Imagery Intelligence
Officer (TIO). This concept calls for the rotation of personnel
through a variety of assignments a.s their careers progress thus
allowing for broader development and wider utilization of individ-
uals in more senior positions. Our professional recruitment efforts
are now being centered on those young people who have the education,
interest, aptitude and flexibility necessary to learn the many facets
of imagery intelligence.
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i.unraarng and
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The Center is currently in the process of automating its
personnel records to provide NPIC management witri timely, accurate
personnel information. The automation process will be accompl_3.shed
i_n two phases. ~Init:ially, there will. be a manual input of the
complete position co ntrol register into the NPIC computer sys-Lem.
By batch processing methods, the file wilt be manually updated and,
on request, will provide information such as number of positions,
number of incumbents, number of PZ's, average grade of mathematicians.
The second phase will be to put the program into a.n on-line system
with instant input-output. At that time the program will be enlarged
to include personal data on employees which could either be analyzed
on a.n individual basis or by category. For example, the education of
Mr. "X" could be reported by itself or in relation to all others in
Mr. "X's" age group, occupational series or career service.
B. Program Pla.ns?
(1) Objectives -
GENERAL: Provide efficient services in the areas of personnel,
____security, logistics, training, finance and records management support.
note here.
SPECIFIC: Requirements recently levied on the Training Branch plus
those which are envisaged for the FY 72-76 period are worthy of special
This Branch has been charged with developing and implementing. an
IIO Training Program and a NPTC Career DeveJ..opment Program. Among
other features these programs will provide far rotational assignments
within the Center and to other Agency components. To be effective,
the programs will require close supervision and strong management.
The Training Branch must a.~.so be expected to support and eventually
implement the several training packa. es resentl .under development by
the will participate.
Finally, the Training Branch must address itself to the matter of
providing systematic equipment training programs for Center personnel.
This would require the development and conduct of such programs for
all new equipment delivered to the Center. Although it is expected
that-most of the new equipment now in development will. be delivered
to the Center by the end of FY-73, equipment training requirements
will continue into the indefinite future.
Constantly increasing training .requirements demand a personnel
increase.
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(2) Resources Required -
With the forgoing additional requirements added to the respon-
sibilities with which the Training Branch is presently charged, it is
apparent that some relief in the form of additional personnel is in
order. Tt should beremembered that in addition to handling the
usual internal external training programs, the Branch administers
an active student cooperative program (which is still expanding),
manages the so-called on-site training program and assumes respon-
sibility for scheduling Center orientation tours and briefings
(and, in fact, conducts many of the lat-ter).
Zn inter-Group discussions on the subject of equipment training
programs, it has been generally agreed that two full time instructors
will be required for such programs with one having primary responsi-
bility for interpretation equipment and the other for photogrammetric
equipment. These two positions should be programmed for FY-1971.
In addition, the Branch believes two additional professional
training officers a,re required to meei; all other training demands.
Of these two officers, one is needed immediately. The crucial need
for the second individual will be somewhat dependent on the timing
of trainin ro rams s ested b the ~
g p g ugg y ~~ studies.
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^SSu~ESD rIVE-YEAR PLP~~i, r'Y 1972-1976 PROGRAM NARRATIVES
.ese narratives a-re based upon the objective pertaining to equipment test, evaluation and maintenance given under the Imagery Services
proQrz.^: eie?,~ert. the given objective has been revised and two new objectives have been added.
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,.., ;_
' ~ v W ~,J~=c d.. a
FY 1972-1876 rNN' :EAR P144PT
Gb,~ecti;re (-revised):
?erfor;a ~.^.e evaluation and testing of equipmert~systems acquired or to be acquired by .1TP1C to ensure suitability and perfor;~ance
before in~~^cdaction into the 1;PIC equip:ae.t inventory; perform ?reventiye and ewer enc maintenance of e ui ment s stems to ensure
_.~...,._y,..-.._,._.__......_.., . q P ~ Y
good operational performance. .
:.e pest and.~valuation Branch was taxed to its maximum capabilities during r1-196g due to a high ratio of projects to test e::~ineers.
Oae co-op st~~dent~,~ras added to our full-time complement of four test engineers and branch chief. Because of the abse.,ce of irdustria,L
e:~~~n~~-^i:~ resources these same en inee-rs tti~ere pressed into the stud of industrial en~~neering problems an, an emergency basis such as,
~_..~... ~ ~ g Y b-
~:e ~~~ecu Of Dlllldi..o vibrations on v~ewing and mens~acation, the analysis of opera~ional procedures and one collec~ion of cuanticative
__ __
dw ~ o use o zcuip,aent. F. -review o~ ~.ecomplishments shows t'rat 10 test plans were p-repa:red, 12 T&E reports were completed, 49 man-days
::ere Spent o., trips to contractors plants and 31 man-days were devoted to formal training attendance. Five prototy;~es were found unaccept-
axle .'o. operational use and returned to the Research ar:d ngin Bering Division fo-r f1:,rther development, thereby nrev~ntin~ unsuita.le
ec~, ., a t 1 o:ri e tering the Center's inventory~~ 1n addition, the branch has contributed to the preparation of specifications for fk~ure
~
equ p.ue..t, o proposal evaluations and to the TICOF program.
~ ,
~r:us far in Y-70, the Branch has ~ final T&E -reports in production and is wor~ing on ~ test projects. In addition, the first phase
of a building-,ride vibration survey has been completed and -results reported. At present considerable effort is being devoted to a stady
leading to-the procurement of instrumentation for measuring the color rendering properties of light tables.
Sigr:ificant progress was made toward the goal of centralized maintenance. An Instruction was drafted and coordinated t~rith pub'~icaticn
expected by the end of the calendar year. Partial implementation o~ the e_entralized m~,i_ntenane.e.,coneept?~hus,_~ar has resulted ir, a better
~;~.derstanding of overall maintenance needs, recognition of costs and resourees~involved and'more effective management of the functio::, r
recognized responsible office served to reduce conf'asion and to eliminate same duplication of effort at least in the requirements planning
a.^ea.
During the past year from 1 January to 30 ?Qovember 1869', the Equipment Performance Branch received and responded to 606 -requests for
Miscellaneous emergency services of w:iich approximately 51?~o were electronic, 35?fo mechanical, and 1~~0 optical. The requests by operational
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components t,Tere:
CQ~'~iPQI~~EI~TT ',
REQiIESTS
PSG
232
IEG
216
DTA ~
113
zAS
68
"TSSG
~ 21
A~~
16
I
D~~riri; tre bast year 3g new remote stations were connected on-line to the Unzvac Computers. The remote equipme;~t includes Teletype
?ri:.ters, ~leinsc'rrtidt ~~~ntexs,',CRT Display.Units and various types of?mensuratiori instruments. As of 1 December 1;~9, there is a total
of 65 remote on-line stations in Fifteen additional stations ar25X1-heduled for. connection during December.
yea uiremerits and Authdrties:
I
Pr~RCENTAG~
OF TCTAL
Q 1 l~..nuuxoose of 'th' ~ 1 uate equipment f systems , to ensure that they are,, acceptable ana su~taole for use i.. u:.e
a e ob~ectiv
c na bi_ie is to test and eval '- .~ '" ? "yl '^ 1 ~, `
C..n~e: a_.d to ensure om ~~ ty with existing systems and equipment prior to and at the time of introduction in~o she I~?PIC inven~o-r ~o
prevent ar. accumulation of us uitable, untried or unused equipment.
~,e arpose of the?mayn~enance engineering p g o keep_in-service,?_existing equipment systems in prime operating condition wit.
P'
y p .mance./ 2t has bgenpfound that?proper maintenance and repair is far less
,.ln~.:.am equumen~ aotimtlme and in a condition of
p p {,~r
exye..s~ve uhan Short c cle re~l2cement of unserviceable equipment ith new e ul me.t of the same model. As equipment increases in com-
plexity this cost differential increases exponentially.
Tre test and evaluation program was established and justified on the basis of~!,an Inspector General report, which cited a finding ti:at
neitiTly developed acquired equipment entered the Center inventory with little control and minimal objective analysis of capa'oilities,
!ethod of Approach:
T::e ureventive and emergency maintenance program has been established with primary emphasis on a responsive in-house capability to
provide emerrgercy maintenance ir~ediately as needed and to treat preventive maintenance on a routine basis, To supplement current
2
Declassified in Part -Sanitized Copy Approved for Release 2012!04113 :CIA-RDP78B05171A000500010014-9
 Declassified in Part -Sanitized Copy Approved for Release 2012/04/13 :CIA-RDP78B05171A000500010014-9
~ p1 i, ry~ P, ~
~~~~~v ~.
~,+ '"~
`~r.:ncuse capability, some contractual maintenance is planned, primarily for preventive maintenance where,irr~nediate response is not
a factor. ~ '~,
~~e test and evaiuatior. program has also been .established with primacy emphasis on an in-house capability justified on tY:e fact
that uncertain equip?~ert delivery dates, the risk associated with R&D projects, and the necessity for intimate ~no~,aledge of intended
use recu`_-rzs a fle::ible, responsive capability. Contractual support will be required but only where it can be applied with mini.:,av~
ris::, i.e. in t.e neveiopment of standard test procedures, methods, techniques and instrumentation.
~:e alternatives considered for 'aoth progra~:s were'to provide both capabilities totally throagh contractual support. Decreased
response ti~,.e, degree of inflexibility, risk asscciated' with industrial support in tine of crises, cost of in-'rouse versus con tract
su;~nort ;.ere factors considered in arriving at the stated approach, Also not to be overlooked, is the fact that cont-rac~ual support
recuires ir:-house tecznic~lly quaii:fied contract monitors to assure that the government gets. full. value for its expenditures.
- ~ ..
,i
3o~n programs a