NRO-MOL_2015

Chapter V - EVOLUTION OF THE MOL MANAGEMENT STRUCTURE
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Evolution of the MOL Management Structure
Several months before the pre-Phase I studies got under General McKee approved the request and on 23
way, Headquarters USAF took steps which eventually September the office of “Deputy Director of Development
led to establishment of the unique MOL management Planning, Space’’ was formally established as the Air
structure. This special organization had its origins in Staff focal point to coordinate with NASA on plans for
events which took place during the summer of 1963, development of the national space station. Col Kenneth
at a time when DoD and NASA were investigating the W. Schultz was named to head the new office, which was
proposed national space station concept discussed in seen as paralleling the arrangement within DDR&E’s
Chapter III. USAF officials believed that development of a office, where Dr. Hall was serving as Deputy Director for
national space station would require an effort comparable Space. Besides working with NASA, Colonel Schultz was
to “the Manhattan project, our ICBM program, and the given responsibility for managing USAF space planning
Lunar program” and they felt it essential that the Air studies and coordinating with the Army, Navy, and other
Force be chosen executive manager. 1
governmental agencies. 3
It was with this goal in mind that General Ferguson on Dr. McMillan lauded the above action as “a timely
7 August 1963 reported to Gen William F. McKee, the organizational step.” On 27 September, he wrote to
Vice Chief of Staff, that NASA was already organized “in General McKee that it might also be appropriate to give
depth” to thoroughly define and establish a space station the new Deputy Director the job of reviewing proposed
project. If the Air Force was to succeed in becoming agenda items for the monthly space station reporting
executive manager, he said it would be necessary meetings with NASA, controlling USAF attendance, and
to adjust the Air Staff organization since USAF field reviewing all Air Force space briefings intended for the
agencies would not be in a position to cope with a project space agency. Advising that while he did not intend to
requiring top level coordination with such groups as downgrade General Ritland’s role as AFSC Deputy
Secretary McNamara’s staff, Congress, etc. Accordingly, Commander for Manned Space Flight,* he thought
he requested permission to set up an office within his Colonel Schultz should be responsible for keeping him
Directorate of Development Planning “to plan, define, informed of all significant space station data exchanges
and establish a national space station program under the between NASA and the Air Force. 4
executive management of the Air Force.” 2 Subsequently, General Ferguson advised General
Ritland that the new Air Staff office would exercise
“authoritative review over exchanges of space station
data between the USAF and NASA.” It also would be
responsible for all correspondence which promulgated
or altered official USAF positions or policies, and handle
coordination of NASA studies. He directed General
Ritland to submit to the new office a monthly status
report on all AFSC Space station study activities. 5
Figure 30. Osmond J. Ritland
Source: CSNR Reference Collection
When in December 1963 Secretary McNamara
announced the plan to kill Dyna-Soar and initiate
MOL, an entirely new factor was introduced into the
management picture. Dr. Brown shortly afterwards
asked the Air Force for recommendations on a “method
of (MOL) management control” and, as was noted
earlier, suggested adopting the arrangement followed by
SSD in the Titan II development project. While General
Schriever and his staff thoroughly agreed on the need for
* Established in the spring of 1962 to coordinate certain Air Force activities
with NASA in support of the lunar landing program.