CHAPTER |, SECTION 1 materials at all points, it was possible to decrease substantially the normal time required With the firming up of the requirements of the Operation, a rapid mobilization was effected fabrication, but it was possible to re-fabricate through recruiting offices in Los Angeles, San Francisco, San Diego, Fresno and Honolulu. From the effective date of OPERATION All materials, supplies and equipment were 1954, a total of 3257 Travel Orders were processed covering single and multiple movement for supply. In many cases, changes were received too late to be incorporated during the initial at the Jobsite without any serious loss of time. packed for export, using where necessary the facilities of a commercial export packing firm at Oakland, California. These were transported to the Jobsite in U.S. Navy or MSTS vessels and were landed at either Tare or Elmer where they were warehoused and then distributed as needed to the varioussites. Exploration was made early in the program to determine suitable sources of coral aggregate at Bikini Atoll, and from samples tested by the Field Engineering Division possible reef locat- ions were selected. As the program developed, estimates were made of tonnages of aggregate anticipated for various areas and a schedule was established for quarrying and for crusher plant operations at those locations. The same general procedure was followed in determining locations and timing for batch plant operations at different sites. This planning, plus the aquisition of a considerable amount of new construction equipment, made it possible to follow the construction program with minimum interference due to lack of equipment. The fact that Bikini Atoll had not been used in previous operations of this nature meant that some means had to be provided, either by channel clearance or by construction of causeways, to enable equipment and materials to be taken to each island containing a Scientific Station. The distance be- tween Atolls and the difficulty of water transportation at Bikini Atoll, because of the roughness of the lagoon, added considerably to the transportation problem. The field problems en- countered in construction of heavy preciselylocated reinforced concrete structures of high strength design were of comparable complexity to those encountered in previous operations and required close control at all points. Concrete samples were picked up at various construction sites and were taken to Eniwetok for testing in the laboratory at that site. CASTLE (1 January 1953) through 2 May of personnel. The peak in contractual employees at the Jobsite was 2,313 and was reached on 7 December 1953. As critical need arose for certain classifications, security clearances became a problem, particularily with respect to the long investigating and processing period that was required before an applicant or employee’s services were available to the project. Such problems were partially resolved through liaison with the Los Angeles office of the Atomic Energy Commis- sion and the Security Section of the office of the Eniwetok Field Manager. Two basic types of authority granting access to the PPG wereused; namely, the “P” approval and the “Q”’ clearance. As the “P” approval did not authorize access to information classified ‘‘Restricted Data,” it was necessary to send homeall “P” approved personnel from the Proving Ground for the period of the test operations. This was accomplished by 24 January 1954. MANAGEMENT The Contract was a Fixed-Fee ArchitectEngineer - Construction - Management Contract with the U.S. Atomic Energy Commission, administered by the Field Manager, Eniwetok Field Office, under the direction of the Manager, Santa Fe Operations Office. It was considered very effective for the purpose of this project. Within the framework of this Contract, the Atomic Energy Commission had wide latitude to change the scope of work or services to be performed by the Contractor and at the same time protect all the rights and interests of the Government as to control of expenditures of funds. The centralization of authority and responsibility for all features of the project by the execution of the single consolidated Contract In moving to Bikini Atoll, where the then permits simultaneous action on architect-engineer services, procurement of construction equip- necessary to set up an extensive horizontal con- of manpower, construction, and operation; all existing survey data were inadequate, it was trol network covering all major islands of the Atoll. Survey work was started early in the program and its progress required a consider- able amount of brush and tree clearing on most islands as well as the rather difficult establishment of a rigid control point in mid-lagoon. Limited transportation, security require- ments and the frequent change in scope of work necessitated a careful balance of classifications of men at any one phase of the entire program and adequate forcasting of personnel needs. ment and materials, recruiting and processing of which are essential ingredients in planning a complex operation against a rigid end date. The General Manager of Holmes & Narver, Inc., directly responsible to the President of the Company, was in charge of the over-all supervision of the Contract through the Controller, the Contract Administrator, Manager Construction-Operations Div., Chief Security Officer and Director of Engineering. The Manager, Con- struction-Operation Div., exercised supervision over the conduct of the operations at the ProvPage 1-7