CHAPTER I, SECTION 1 ing Ground through the Project Manager at the site. Sub-units of the organization were maintained at Honolulu, T.H., for recuiting and control of personnel traffic; at Oakland, California for coordinating transshipment of supplies and equipment; and at Travis Air Base at Fairfield, California, for laison with personnel of the Military Air Transport Service in connection with air transportation of personnel and materials to the Jobsite. The Contractor maintained a separate and distinct set of accounting records, which were kept in accordance with generally accepted accounting principles z£.id directives issued by the Atomic Energy Commission. Ail purchases or charges, payrolls, raxes, petty cash, per diem, transportation and other authorized expenses were audited and processed for disbursement or entry and reimbursement and recorded in permanent books of account and record for completion of statements and reports. Cost estimates were submitted to the Atomic Emergy Commission for each item of work proposed. From these estimates, manpower equirements, engineering, procurement and construction schedules were formulated. The Atomic Energy Commission was kept informed of progress by weekly reports and monthly historical narratives which covered all features of the project. Construction services were rendered to the various Governmental Agencies and.or Task Groups, which included three JTF SEVEN Task Groups and six Task Units together with 19 Scientific Programs and 53 Scientific Projects applicable thereto. Under tne scope of work of the Scientific Structures Program, 269 stations were constructed. The solutions to problems encountered in scheduling construction on OPERATIONS GREENHOUSEand IVY led to establishment | in the spring of 1953 of an innovation in advance scheduling that proved to be very effective, All expendable construction was advance- scheduled by item. For example, before design criteria were firmed up for any Scientific Sta- tion, a realistic attempt was made to schedule a date when criteria would be available to tke Engineering Department; engineering work w 5s then scheduled; procurement and shipping of materials was scheduled; and finally, the actual construction period was shown. Although :n many instances it became necessary to reschedule individual items because of changes in criteria, unavailability of materials, or a necessery change in schedules at Jobsite to mect lo al conditions, this over-all method of advar.ce scheduling and the progress reporting resultiag from it proved to be eff: :tive. Within the Contractor's organization, schedules were most helpful in making it possible to do effective expediting on materials procured for Stations which had to be completed early in the program in order to eliminate interference with scheduled work that could not be designed until later in the program. This was also effective in reducing the amount of work which normally mus‘ be done during the last few weeks of a construction program dueto late arrival of materials, and resulted in a minimum expenditure for premium payments for deliveries of equipment and materials. During the period from 1 January 1953 to 30 April 1954, Holmes & Narver shipped 603,205 pounds via air freight. The two highest months were November and December, 1953, when air shipments reached 98,198 and 89,184 pounds respectively. Shipments of such large quantitics of air freight were accomplished through close cooperation between Holmes & Narver representatives and Air Force Base personnel. However, temporary delays of air shipments from Travis Air Force Base occurred in a few instances due to priorities being given to Military materiel and personnel. The over-all responsibility for radiological safety, including monitoring and reporting of exposures, was a Task Force function. The Atumic Energy Commission established a permissible exposure rate of an average of 300 milllroentgens (mr) per week with a maximum of 3900 mr allowable during a 13-weck period. Each person entering a contaminated area was required to carry a film badge. This badge was returned to Rad-Safe where it was evaluated and recorded. Accumulated exposures were renorted to appropriate Task Group leaders in accordance with established procedure. In aduition, the Rad-Safe group, provided a separate report of all personnel whose accumulated dosage had reached 2500 mr or over. This report acted as a warning to supervisory personnel responsibile for detailing men and work in contaminated areas. Due to the extent of the ultimate contamination, a heavy work load was imposed on the Rad-Safe group; as a result, there were times when the evaluation of film badges was sot completed until several days after the exposure. Another problem existed in that the development of film badges and recording of exposures was accomplished on a vessel other than the one on which the Contractor's employecs were housed. There were times when hoating was so difficult that Rad-Safe inform- ation was delayed in arriving at the Contract- or’s offices. As a result, men were detailed to work in contaminated areas without current knowledge of their accumulated exposures and several TG 7.5 personnel received cumulative dosages in excess of 3900 mr per 13-week period. None of these overexposures, however, were excessive. Nevertheless overexposure was the cause « ay Page 1-8 f j