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installed. We would have to go back into the supply system
and get more equipment, better equipment, but CENTAF would
respond very positively and get us what we needed. There
were certain things CENTAF was not responsive on, such as
one-way airfield lighting parts and supplies, this no-help
pavement material for minor pavement repairs; but in terms
of the big things, they were right there, and we had
immediate response. I can't say enough about the
organization here and the organization down at CENTAF.

S: After the airfield had been improved, the lighting put in,
the extra pads put in, and you started to get into a flow in
combat operations, were you happy with the performance of
the RAPCON [Radar Approach Control], the tower, fire
department, the Alamo Ops?

M: Yes, I was very happy with how rapidly the fire department,
the tower, and RAPCON, ops, MAC ops, maintenance, and
emergency response crews matured into a team and how well
our command and control system worked eventually. These
things all came through several evolutions of performance
levels, but with a lot of willpower and concerted effort by
a lot of good people, we were able to mold it into a unit
operation. Again, understand that all this occurred within
a matter of 2 or 3 weeks, that these things just came
together. It was certainly the right way to do these
things.

There are possible improvements in the way we deployed here.
A lot of people and equipment were just thrown into the
fray, but once thrown in, they pulled together rapidly. I
can't say enough about the entire air traffic control
program here, instrumental, in my opinion, in recovering the
number of battle-damaged aircraft that we did; and from what
I see, there is a way and a method to install an airfield

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