CHAPTER Ill, SECTIONS 1 and 2 10. Provision for and management of service and supply facilities needed to make the project and its personnelself- sustaining. 11. Maintenance of improvements already in existence at the Proving Ground. The Chief of Operations represented the Project Manager in correlating various Home Office activities with the field operations to ensure that Jobsite operations were geared to Home Office planning. Of particular importance in this respect was the supervision of activities directly affecting schedules. He was, therefore, responsible for the preparation of advance material estimates and bills of material, issuance of all requisitions, and checking inventories for the possible use of materials in long supply. All requisitions were screened to ensure that the materials or equipment ordered were justifiable and were being purchased in accordance with Commission and Contractor policies. An inspection force directly under the Chief of Operations ensured that materials, supplies and equipment being supplied were in accordance with purchase order specifications or that deviations from design specifications were acceptable to Engineering or Operating personnel as appli- cable. For the effective follow-up of schedules, all key information was funneled to the Home Office Operations Department (under the Chief of Operations) where it was assembled and recorded. The essential data regarding scheduled and actual progress of design, procurement, and construction were watched closely and, when necessary, priorities were established and expediting action taken. This included priority in overseas water transportation and the use of airlift for critical cargo. The Chief of Operations kept the Project Manager informed of the developments in the field so that on-continent services could be coordinated to meet field requirements. This coordination included the need for revisions in schedules and necessary liaison with the AEC when the desired completion dates could not be met. During the planning and build-up stages, the Chief of Operations remained in the Home Office, but as plans matured and field operational activities increased in tempo, he transferred to Jobsite for the period of peak activity. The Chief of Operations supervised operations in the field through the Resident Manager. Due to the magnitude of Operation REDWING, three Assistant Resident Managers were assigned during the peak of activity. The Resident Manager controlled field activities through Division Heads as shown in Jobsite Organization Chart Figure 3- 2. The solution of problems encountered during previous test operations led the AEC to assign the Contractor additional functional responsibilities in connection with Proving Ground operations. These additional responsibilities involved photography, pass and badge control, stevedoring, radiological safety and communications. To administer these added responsibilities properly, a regrouping and reassignment of divisional duties within the Jobsite organization was effected and a new Administration Division was established. The details with respect to implementing the Jobsite organization for the assumption of these added responsibilities are discussed in appropriate succeeding sections of this chapter. The Chief Project Engineer was in charge of all engineering phases of the project, such as funneling engineering requirements into proper channels within the H&N organization and acting as a final source of technical information for both AEC and H&N managementpersonnel. The procedural technique involved in the engineering phase has been previously discussed in Section I of ChapterII. A detailed description of the mechanics of administrative control covering Accounting, Estimating, Industrial Relations, Safety, Procurement and Security is related in succeeding sections of this chapter. SECTION 2 ACCOUNTING For accounting purposes, Operation CAS- TLE ended 30 June 1954; REDWING was initiated on 1 July 1954 and ended on 30 August 1956. Supplemental Agreement to Contract AT (29-2)-20, Modification No. 38, dated 23 September 1954, effective 1 July 1954, was received by the Contractor on 6 October 1954. The terms and conditions of Modification No. 38, Article Page 3-2 No. X, briefly set forth the Commission’s position as to the Accounting Department’s requirements and responsibilities. Accounting records, books of account, systems of accounting, internal control, auditing, etc., were to conform to generally accepted accounting principles satisfactory to the Commission. Accounting records under the Contract were to be maintained as a separate and distinct set of accounts showing