Detailed Deficiency List number:
Summary Sheet and Checklist number:
4.2.4 Deficiency Cost Estimates. Inspectors will prepare only preliminary cost
estimates. NAVFAC P-716, "Unit Price Standards" (UPS), MEANS, Richardson
Dodge, etc. are recommended as useful tools. Estimates should show labor and
material by craft regardless of whether the work will be done in-house or by contract.
Final estimates with material take offs may be generated for deficiencies designated as
critical only if they will be funded and worked within 12 months. Inspectors should not
recommend the method of work accomplishment, e.g., PWD or contract forces (unless
obvious). Costs may be adjusted if a decision to contract is made. Cost data must be
provided for all deficiencies. If information is incorrect or missing, reports generated
from deficiency data will not be accurate.
4.2.5 Special Projects Program. Special projects are work which is beyond the
Commanding Officer's approval authority. OPNAVINST 11010.20 series provides
guidance. Control Inspectors should be the primary source of input for the Special
Projects Program. If a Special Project requirement is identified, inspectors should:
Prepare a scoping estimate (see paragraph 4.2.4).
n Annotate the item as a potential Special Project to alert management.
n Forward the Inspection Report to Engineering/Planning via the FMED
for evaluation and preparation of project documentation.
It is critical that Engineering personnel perform an on-site validation of the Special
Projects technical requirement, scope, cost and ensure inclusion of all major related
work required for that facility. This validation process prevents overloading shops with
project scope work, permits economies of construction and causes minimum disruption
to facility occupants. Phased projects should be considered if the total cost is too high
for funding in a single year or if operational constraints prohibit single year funding.
Total project requirement (scope) should be identified to the claimant with phased
work accomplished by several contracts. Activities should take full advantage of
claimant funding to correct major deficiencies that would deplete activity resources. To
enable proper claimant programming, Special Projects should be prepared and sub-
mitted throughout the year as inspections are completed and requirements identified.
4.2.6 Inspection Report Use. The inspection and subsequent report are a waste
of resources if management fails to use the product to effectively manage facilities. The
number of ways the product can be used is limited only by the imagination and initiative
of management. In addition to the routine uses as a shop/contract loading, budget and
AIS tool there are other "spin-offs" of data that can assist the manager in decision
making. A few examples are craft summaries (staffing); backlog reduction plans;