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.