4. CHECKING AND CORRECTING REQUESTS. Incoming work requests take various
forms. When submitted in writing, prescribed NAVFAC forms should be used.
The Work Reception and Control Branch should arrange for correction of obvious
work request errors or omissions. Maintenance and repair work requests should
be checked against the most recent inspection report for need verification and
to assure the work has not already been planned for accomplishment.
5. CLASSIFYING, IDENTIFYING, AND RECORDING. The Work Reception and Control
Branch must classify each incoming work request. The various work
classifications are described in Chapter 5. Job order identification will be
made, where applicable, and must be accurate because cost controls and
management reports are keyed to this number. A work reception log should be
maintained for those jobs pending approval, or programming, on work input
control charts. This log should provide positive job order status and permit
quick reference to transactions processed by the Work Reception and Control
Branch. The log entry should be deleted when the work has been either
accepted for programming and posted on the work input control chart, or
denied. The file may consist of work request copies retained in a folder or of
postings to charts.
6. E/S WORK RECEPTION. The Facilities Management Engineering Division is
responsible for Emergency/Service Work reception. The Work Reception and
Control Desk will prepare the Emergency/Service Work Authorization Form,
NAVFAC 11014/21 (Figure 7-1) and distribute for accomplishment. Performance
of the assigned function require that it be an around-the-clock operation.
Alternate points, such as the public Works Duty Office, or other 24-hour
service locations, may be used after working hours to receive and process
emergency calls. When public works personnel are unable to gain entry to a
job site, especially if it is in a dwelling, a Call Notice, NAVFAC 11014/28
(Figure 7-2) should be placed in a conspicuous location. This requirement is
especially important if the personnel are responding to an E/S call, because
this type of work should be accomplished promptly.
7. SCOPING ESTIMATES. The Work Management Branch, at activities where the
Public Works Department supports customer commands, should have a scoping
planner and estimator assigned to provide cost estimates in an expeditious
manner using unit cost information. Normally PWLAs would have scoping planner
and estimators assigned. Chapter 8 provides additional scoping estimates
8. SCHEDULING. It is as important to schedule overhead components of the
Public Works Department as it is to schedule the shops. These components may
require coordination with other departments, and occasionally other actions
such as Station Planning Board reviews will be required before any action can
be taken. Scheduling of overhead components should be based on the job
requirements and status chart. Individual overhead branch managers should
provide detailed schedules of their branch's workload.
9. RELATIVE URGENCY FOR ACCOMPLISHMENT. Upon decision that the work should
be accomplished within twelve (12) months, the relative importance of that
particular job to all other known work must be determined. Each facility at
an activity should be assigned a Level of Maintenance Classification Code (see
Table 7-1 and also NAVFAC MO-322, Volume 1) that considers the relationships
of the facility to the activity mission. This determines authorization and
work programming priority.