ad Production Coordination Responsibilities of the office embraced a wide range of staff programming and con- trol functions and, in storage, an active field operation which required 119 of the office's 152 people. Its various activities included: coordination of weapons manufacture operations; participation in technical studies, procurement planning, and planning of objectives; development, coordination, and reporting of production schedules; compilation of weapons operations budgets; and control and supervision of accountability for stockpiled weapons components, source and fissionable materials. A Contracts Administration division was added in 1952 to plan and direct negotiation and to assist in administration of prime operating contracts. Safety and Fire Protection A Commission Advisory Board resurveyed SFO in mid-1952 and found a "tremendous improvement" in five years. Transfer of field operations to contractors was largely effected during the period, with parallel perfection of the staff program as one for planning, educating, inspecting, and reporting. Occupational injury and disease rates decreased by more than 54 per cent during the three-year reporting period. Facilities of SFO are now believed relatively immuneto fire disaster. The industrial fire loss record experience for the last three years was $0.0011 as compared with the national average of $0.15 per $100 evaluation. Supply and Procurement These two functions were consolidated under one staff division in mid-1951. Re- organization of the Contract Review Board with a fulltime executive secretary resulted in an effective alertness for adequate negotiations being instilled in all negotiators, definitely improved justification documentation of contract files, achieved uniformity in contract terminology and in basic provisions, and provided a point for discerning and accumulating contract problems for later crystallization in SFOO contract policy. A Procurement Specialist, added in April 1952, performed inspection and examination of procurement operations of SFO cost-type contractors and of direct AEC operations. Emphasis in property management was placed on development of sound and comprehen-~ sive procedures and techniques to examine effectively the receipt, storage, issue, utilization, redistribution, and disposal operations of those responsible for the care and custody of government property. Results have included a considerable advance in control of materials, reduction of inventory investments, increased turnover ratio, more prompt determination and declaration of excess stocks available for redistribution or for surplus sale, and more efficient warehousing. During the Korean War a special group was formed to expedite scarce material procurement, and no essential mission activity in SFO was prevented because of inability to obtain required material, equip- ment, or supplies. The Records Management program was greatly accelerated with continuing stress on ample protection of AEC interests but with parallel stress on de- struction of administrative records with no enduring value. Construction . ALSO This was a very major SFO program throughoutthe first six years as shown by the previous figures on physical plant buildup. With the peak of construction well past there was a decline in stress on engineering and construction, with an increase in stress for the headquarters and field offices on supervisory activities relating not only to construction but also to real estate, communications, community management and operations, and installation maintenance and improvement. SOELALD /b 11