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Naval Facilities Engineering Command |
CHAPTER 8
CONTRACT QUALITY ASSURANCE
LEARNING OBJECTIVE: Recognize the relationships between the Naval
Facilities Engineering Command, Engineering Field Divisions, and the facility
contracting offices of Public Works; identify surveillance methods and types of
quality assurance inspections used to monitor U.S. Navy contracts with civilian
contractors.
The recent trend to contract a large portion of public
works functions and construction projects at naval
facilities came about because of many factors. A
primary factor is manpower restrictions imposed by
congressional acts, economics, and requirements for
specialized services.
Another primary factor is to
provide access to state-of-the art processes and
technologies for the Navy shore support facilities.
This chapter introduces general development
procedures of facilities support contract specifications
and the different contracting authorities used for facility
support contracts.
This chapter also introduces the
quality assurance methods currently in use for
surveillance and inspection of a contractor’s work
performancve. The intent is to familiarize Seabee first
class and chief petty officers with the operations and
administrative requirements of a facility support
contract office and NAVFAC facility support contract
procedures.
CONTRACT ADMINISTRATION
An overview of the important functions will prove
helpful for the proper administration of a construction
contract. Normally, the public works officer (PWO)
receives orders to a local engineering field division
(EFD). His additional duties will include duty as officer
in charge of contracts (OIC).
The OIC will appoint a resident OIC (ROIC). The
ROIC will appoint an inspector (QAE) when scheduling
a contract for advertising. They will be responsible for
the day-to-day administration of the contract. Before
the award of a contract, the ROIC and QAE inspectors
should conduct a thorough review of all plans and
specifications. They should make a visit to the contract
site to verify existing conditions and identify potential
problems. This process will help reduce the number of
problems discovered once the contractor starts work.
Discovering and resolving potential problems
eliminates the need for a future change order. Forward
recommended changes to the OIC for incorporation into
the plans and specifications.
After the award of a contract, the OIC holds a
prestart or preconstruction conference when practical
with both contractor and government representatives.
This provides the contractor an opportunity to become
acquainted with the many-required administrative
procedures that the government uses. Some contractors
are unfamiliar with these methods and the sometimes
unique language used by the Navy. The conference also
aids in coordinating the contractor’s plans with the
using activity and other interested parties, such as
environmental protection and saftey personnel.
Throughout the life span of a contract, document all
significant actions in writing at the time they occur.
This takes the form of memorandums for the record,
letters to the contractor, phone conversation records, or
other types of written documents. The preparation of
proper and timely correspondence improves the
administration of a contract. This includes letters to the
contractor on the following:
1. Payment schedules.
2. Progress charts.
3. Explanations of procedures for submission of
shop drawings.
4. Instructions for ordering materials under the
Defense Priority Materials System.
5. Common letters to or from the contractor need
to proceed effiiciently.
These letters also help the
contractor understand the Navy contract system.
The ROIC should monitor the status of replies to
the contractor-originated questions, requests, and
statements. To accomplish this, stamp all incoming
correspondence with the date and time of receipt.
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