CHAPTER Hil, SECTIONS 1 and 2
appropriate purchase orders to determine which
items would require special handling to meet
completion dates. Inventories and long supply
reports were checked for the possible substitution or interchangeahility of items, or for determining the need for a change in stock levels.
The Chief of Operations was also responsible
for the issuaace of all requisitions based on
advance material estimates and bills of materials as furnished bv Engineering, plus those
items ordered by the lield forces. All requisitions
were checked to ascertain that the materials
on order were justifiable and that such items
were being purchased in accordance with Commission and Contractor policies.
The Project Engineer was in charge of all
engineering phases of the project, such as funneling the engineering requirements into the
proper channels within the H&N organization,
and acting as final source of engineering information for both AEC end H&N management
personnel. He specified the materals and equip. ment to be incorporated into structures and
systems, except minor items normally carricd
in stock or items required for construction which
were designed and built in the field.
The Project Manager, assisted by the Resi-
dent Manager, supervised operations in thefield,
iecluding the maintenance of all PPG facilities.
Since this entailed a busy schedule for these two
men. and due to conmetrrent operations be.ng
performed on two widely-separated atolls, an
Assistant Resident Manager was assigned for
Bikini Atoll. The supervision for all this activity
was controlled through six division heads, shown
in the Jobsite Organization Chart, Figure 3-2.
Detailed description of the mechanics of
administrative control covering the Accounting,
Estimating. Industrial Relations, Procurement,
Security, and Office Service Departments is related in succeeding sections of this chapter.
SECTION 2
ACCOUNTING
For accounting purposes. Operation IVY
ended on 31 December 1952, and Operation
CASTLE was initiated on 1 January 1953.
The terms and conditions of Contract AT(29-2)-20, Article VIIL. detailed the Accouniing
Department's requirements and responsibilities.
Briefly, these terms anu conditions decreed that
accounting records, books of account, system of
accounting, internal control, and auditing were
to conform to generally accepted principles
which were satisfactorv to the Commission. and
that the Contractor would furnish reports and
financial statements as the Commission required.
Due to geographic separation, it was neces-
sary to divide the Accounting Section into two
groups - Home Office and Jobsite. Jobsite accounting operations were administered by the
Resident Controller, who reported to the Project
Manager, but were carried out in accordance
with the basic accounting policies established
and issued by the Home Office Controller. The
field office prepared and audited all basic timekeeping, cost distribution data, materiai issues,
token payments, travel advances, cashicring,
inventory records, ete., for transmittal to the
HomeOffice.
Except for revisions and additional reports
required by the Commission, the accounting
statements and reports were submitted and records were maintained throughout Operation
CASTLEin accordance with the applicable re-
quirements of the USAEC Controller's Manual.
Functional accounting activities in
BUDGETS.
Fiscal-year budgeting operations
Approximately three months prior to the
beginning of a fiscal year, the AEC Field Mana-
xers office requested detailed explanations of
the intended application of funds estimated for
each operational phase. Approximately fifty individual items were involved, each covering a
particular scope. At this time, the needs and requests of Holmes & Narver divisions responsible
for Contract performance were correlated and
interpolated inte the respective monetary requirements of the AEC budget format. Atter
being reviewed by the Commission. the Holmes
& Narver budget presentation pecarne an approved finance plan. This plan constituted the
monetary framework within which operational
costs had to be contained, and the Budget Section reviewed constantly all costs to ascertain
that budgeted amounts were not being exceeded.
In the event costs approached budgeted maxJ
i
LSTRETnr—”
Heme
commenced approximately sixteen months prior
to the beginning of the fiscal year when a general scope of operations and the estimuted costs
were outlined. As various budget factors became
more firm, changes were written into the original cuthni. Refinoment of plans, based vit deisions of the Commission. were fowwarded tc the
Budget Section for recording and coordinat/or .
Page 3-2
SIEA
the
Office were segregated as shown hy the foslowing headings.
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