Attachment 2_Operational Services_PWS_rev.1.docx

DRAFT IDIQ Task Order #002 Enterprise Services – Human Resources – Personnel Action Request, Payroll, and Benefits Services

ATTACHMENT 2

DRAFT PERFORMANCE WORK STATEMENT (PWS) FOR TASK ORDER 002: OPERATIONAL SERVICES

Department of Commerce Enterprise Services – Human Resources – Personnel Action Request, Payroll, and Benefits Services (ES-HR-PP&B2)

CONFIDENTIAL DRAFT Request for Proposal Enterprise Services – Human Resources – Personnel Action Request, Payroll, and Benefits Services

May 20, 2020May 19, 2020

Table of Contents

TASK ORDER DEtAILS

1.1. ORDER TYPE

This Task Order is a Fixed-Price (FP) IDIQ Order. The period is a combination of Fixed-Unit-Pricing (FUP) and FFP. This order is issued under the Department of Commerce Enterprise Service - Human Resources – Personnel Action Request, Payroll, and Benefits Services (ES-HR-PP&B) IDIQ TBD.

1.2. CAR 1352.270-70 PERIOD OF PERFORMANCE (APR 2010) for Task Order 2

1.2.1. The base period of performance of this order is TBD through TBD. If an option is exercised, the period of performance shall be extended through the end of that option period.

1.2.2. The option periods that may be exercised are as follows:

Period of Performance

1.2.3. The notice requirements for unilateral exercise of option periods are set out in FAR 52.217–9.

(End of clause)

1.3. SCHEDULE

1.3.1. Fixed Pricing

Personnel Action Requests (PARs) are priced as Fixed Unit Price per transaction while Payroll and Benefits transactions and HR Information Technology (HRIT) System Administration services are priced as Fixed Price based on FFP/FTE pricing for the period. The PAR FUP is multiplied by the purchased/completed volume. The FFP/FTE prices are multiplied by the in-scope FTE count.

1.3.2. PAR Payments

PAR is paid by the transaction. The PAR FUP price per transaction will be paid for every PAR completed over the 6-month period (see True-ups section). A minimum of 90% of the FUP price to perform the estimated Department total 6-month PAR volume will be paid, prorated monthly throughout the 6-month period. The actual volume will be tracked over the 6-month period and trued up after the final month (Month 6). This minimum payment may be lessened only based on the paragraph 1.3.4, Effects of Not Meeting SLA’s provisions. This payment will increase only if the total volume over the 6-month period exceeds the total 6-month volume 90% minimum. Interim monthly payments will not change based on individual pay-period or monthly volume fluctuations.

1.3.3. Payroll and Benefits Maximums

The Fixed Price cost to perform the estimated 6-month Pay & Benefit volume will not be adjusted unless Pay & Benefits transactions exceed 125% of the estimated Department total volumes. If transactions exceed 125% of estimated 6-month total volume, each transaction exceeding the 125% threshold will cost TBD each. The actual volume will be tracked over the 6-month period and trued up in the final month (Month 6). The fixed price cost of these services may be lessened only based on the paragraph 1.3.4, Effects of Not Meeting SLA’s provisions. The fixed price cost will increase only if the total volume over the 6-month period exceeds 125% of the total 6- month volume projection. Payments will not change throughout the 6-month period based on individual pay-period or monthly volume fluctuations. Any payment changes will only affect the final 6-month payment based on the period true-up. These estimated volumes and performance provisions are for currently serviced bureaus and in-scope populations under this order and do not apply to additions resulting from new bureaus and/or populations that may be added to the scope throughout the period through modification.

1.3.4. Effects of Not Meeting SLA

The full list of SLA Targets is provided in Attachment 3: Target SLAs and cover many aspects of performance. Only the Quality and Timeliness SLAs for each service may have a monetary impact. Quality and Timeliness SLAs for PAR, Payroll and Benefit transactions consists of Targets and Thresholds (floors) as captured in the following chart:

Performance is measured based on the Targets by pay period. A monetary impact is assessed upon falling below the designated Threshold respective to each SLA. If performance falls below the timeliness Threshold for a certain service or services, all non-timely actions for that pay period are not chargeable. If performance falls below the quality Threshold for a certain service or services, all inaccurate actions found in the 10% audit for that pay period are not chargeable.

Other Criteria If any of the following criteria are not achieved, the Threshold for the respective SLA will no longer be used for assessing a monetary impact. Instead, the Target for the respective SLA will be used:

1. No-Pay: If there are zero no-pay situations that are determined to be at fault of the Contractor, then the Threshold is applied. If there are one or more no-pay situations that are determined to be at the fault of the Contractor, then the Target is applied. Any no-pay situation related to payroll (including webTA) processing will affect the Payroll Processing Timeliness SLA, and any no-pay situation related to PAR processing will affect the PAR Processing Timeliness SLA. This is assessed on a pay period basis.

2. Suspense Inquiry System (SINQ) Processing Timeliness: If there are zero actions in suspense for longer than the effective pay period, then the Threshold is applied. If there are one or more actions in suspense for longer than the effective pay period, then the Target is applied. Payroll actions in suspense will affect the Payroll Processing Timeliness SLA, benefits actions in suspense will affect the Benefits Processing Timeliness SLA, and PAR actions in suspense will affect the PAR Processing Timeliness SLA. This is assessed on a pay period basis.

No-Pay Condition No-pays are identified using the FOCUS report on a bi-weekly basis on the Monday after PAYE runs. The Contractor is responsible for generating this report and submitting to the HR Tower for analysis. Fault is determined as a result of the analysis conducted by the HR Tower and confirmed by the Contractor.

The Contractor is considered at fault for No-Pay if any one of the following situations occurs:

At Fault

· Entry on Duty Processing Errors

· Entry on Duty (EOD) entered late to HRConnect (HRC) by the Contractor when submitted on-time* by Local HR.

· Processing an EOD on date of PAYE run (when submitted on-time* by Local HR), to include payroll specific documentation (i.e. Direct Deposit Form), because of the number of forms and data elements required, that may result in a SINQ error(s) that cannot be corrected for the applicable pay period.

· Late WebTA profile establishment for new employees with a start date in the middle or toward the end of the pay period. Failing to establish the WebTA profile for an employee who begins towards the middle or end of one pay period (i.e. PP15), may result in the establishment of the profile in the next pay period (i.e. PP16), resulting in a failure to pay the employee for time worked in PP15. Since the EOD effective date is provided on the EOD documentation submitted on-time* by Local HR, the Contractor has access to the information needed to correctly establish the WebTA profile for the correct EOD pay period.

· *EOD at-fault criteria noted above will not be applied to EOD documentation submitted by Local HR after Tuesday at 12:59 PM ET on pay week.

· Incorrect Effective Date – Processing of an action with an incorrect effective date entered by the Contractor based on established business rules (e.g. customer adherence to PAR submission policy, customer submission of exceptions to PAR submission policy).

· Failure to conduct NFC timecard non-transmission – When NFC does not receive a timecard from a bureau (certified by supervisor by 3:00 PM ET deadline on Monday following the Employee’s time validation cutoff) prior to the final run of pay, the CULP13 report should be reviewed, and instances of non-transmission require research and resolution by the Contractor prior to the final run of pay.

· Incorrect establishment of employee webTA profile – If an employee webTA profiles is established with an incorrect data element(s) (i.e. Social Security Number (SSN), Agency Code, Bureau Code), an unpaid may occur.

· Expiration of NTE unpaid – the Contractor must run a report to identify Not to Exceeds (NTEs). If a manager has not initiated an Extension (of NTE) or Change to Lower (CLG) (to terminate the NTE) one pay period after the NTE date has passed, the Contractor must initiate a change to lower grade on behalf of the manager, to prevent the employee from going unpaid.

· Separations Processing – For employees separating from the Department of Commerce and moving to an agency that also utilizes the National Finance Center (NFC), failure to separate the employee by the intended effective date on a transaction submitted on-time by Local HR – up to the first Wednesday before the run of PAYE – may cause the employee to not be paid by the gaining agency.

· Reassignment processing - Reassignment between bureaus not being processed based on the effective date of the submitted PAR on a transaction submitted on-time by Local HR.

The Contractor will not be deemed at fault if any one of the following No-Pay situations occurs:

Not at Fault

· Timecard submissions

· Customer/timekeeper submitting timecard under incorrect bureau or wrong profile, i.e. invalid contact point, bureau.

· Late certification of timecard by employee’s manager.

Should any No-Pay situation arise that does not align to one of the situations noted above (either at fault or not at fault), fault will be determined on a case-by-case basis.

SINQ Processing Criterion Actions in suspense are identified using EPIC on a bi-weekly basis. The Contractor is responsible for generating this report and submitting to the HR Tower for analysis and approval.

Actions that are not chargeable will be measured and accrued on a pay-period basis and trued up in the final month (Month 6) of the 6-month period. This can result in PAR payment less than the 90% of total PAR volume and less than the total Fixed Price amount for Payroll and Benefits as illustrated in paragraph 1.3.4.

Guiding Rules and Examples for Illustration and Clarity Scenario One – Individual PAR Processing Timeliness: PAR under FUP: 98% Target, 95% Threshold, 100 PAR actions during pay period Both threshold criteria are achieved: There are zero PAR-related no-pay situations in that pay period at the fault of the Contractor, and there were no PAR actions in suspense for longer than 10 days in the pay period.

This means the Threshold of 95% is used to evaluate the monetary impact of SLA performance.

-If 95 actions (> 95%) or more are completed timely, there is no adjustment to payment at the 6-month true-up allocable to the respective pay period.

-If 94 actions (< 94%) or less are completed timely, there is no payment for the 6+ actions that were not performed timely. These non-timely PARs will accumulate for each pay period during the 6-month period and be subtracted from the total actual PARs delivered for payment in the 6th month true up computation.

-The Timeliness factor is assessed per pay period. The minimum payment is paid per month. Non-chargeable actions will be captured and aggregated over the 6-month period and this is the only instance that the total PAR payment may be less than the 90% minimum payment. All true-up computations will be realized in the 6th month’s invoice.

Scenario Two – Individual PAR Processing Timeliness: Individual PAR under FUP: 98% Target, 95% Threshold, 100 PAR actions during pay period One of the threshold criteria is missed: There is one or more PAR-related no-pay situation(s) in that pay period that are the fault of the Contractor.

This means the Target of 98% is used to evaluate the monetary impact of SLA performance.

-If 98 actions (> 98%) or more are completed timely, there is no adjustment to payment at the 6-month true-up allocable to the respective pay period.

-If 97 actions (< 97%) or less are completed timely, there is no payment for the 3+ actions that were not performed timely. These non-timely PARs will accumulate for each pay period during the 6-month period and be subtracted from the total actual PARs delivered for payment in the 6th month true up computation.

-The Timeliness factor is assessed per pay period. The minimum payment is paid per month. Non-payable actions will be captured and aggregated over the 6-month period and this is the only instance that the total PAR payment may be less than the 90% minimum payment. All true-up computations will be realized in the 6th month’s invoice.

Scenario Three – PAR Accuracy: PAR under FUP: 99% Target, 96% Threshold, 100 PAR actions are audited for the pay period Both threshold criteria are achieved: There are zero PAR-related no-pay situations in that pay period at the fault of the Contractor, and there were no PAR actions in suspense for longer than 10 days in the pay period.

This means the Threshold of 96% is used to evaluate the monetary impact of SLA performance.

-If 96 audited actions (> 96%) or more are completed accurately, there is no adjustment to payment at the 6-month true-up allocable to the respective pay period.

-If 95 audited actions (< 95%) or less are completed timely, there is no payment for the 5+ actions that were not performed accurately. These inaccurate PARs will accumulate for each pay period during the 6-month period and be subtracted from the total actual PARs delivered for payment in the 6th month true up computation.

-The Accuracy factor is assessed per pay period. The minimum payment is paid per month. Non-chargeable actions will be captured and aggregated over the 6-month period and this is the only instance that the total PAR payment may be less than the 90% minimum payment. All true-up computations will be realized in the 6th month’s invoice.

Scenario Four – PAR Accuracy: Individual PAR under FUP: 99% Target, 96% Threshold, 100 PAR actions are audited for the pay period One of the threshold criteria is missed: There is one or more PAR-related no-pay situation(s) in that pay period that are the fault of the Contractor.

This means the Target of 99% is used to evaluate the monetary impact of SLA performance.

-If 99 audited actions (> 99%) or more are completed accurately, there is no adjustment to payment at the 6-month true-up allocable to the respective pay period.

-If 98 actions (< 98%) or less are completed accurately, there is no payment for the 2+ actions that were not performed accurately. These inaccurate PARs will accumulate for each pay period during the 6-month period and be subtracted from the total actual PARs delivered for payment in the 6th month true up computation.

-The Accuracy factor is assessed per pay period. The minimum payment is paid per month. Non-payable actions will be captured and aggregated over the 6-month period and this is the only instance that the total PAR payment may be less than the 90% minimum payment. All true-up computations will be realized in the 6th month’s invoice.

Payroll and Benefits Illustration under FFP:

-The same calculation and threshold principles as the PAR illustration will apply for Payroll. The same calculation principles also apply for Benefits, but only the SINQ condition applies to Benefits.

-If non-timely actions or inaccurate actions found in the 10% audit fall below the applicable threshold, a standard TBD credit for each non-timely or inaccurate action for that pay period will be applied against the total FFP cost.

-Any cost credits will aggregate and will reduce the total FFP payable in the final month of the 6-month period (True-up).

1.4. VOLUME

1.4.1. PAR, Payroll, and Benefits Volumes

Total transaction volume shall be measured on a 6-month basis as defined below. PAR volumes are measured by the number of completed SF-50s (not including SF- 50s for system-generated actions). For transactions that require both PAR and Payroll or Benefits processing, volume shall be counted once as a PAR transaction, and not counted again for the purpose of Payroll or Benefits volumes.

Payroll and Benefits transactions are defined as actions received via the portal or other approved mechanism such as email, fax, standard mail and KiteWorks. These actions processed by the Contractor that result in a change/update in the employee's record in the applicable processing system (e.g., NFC PPS, eOPF, webTA) or that cause services such as review, research or other off-line work as initiated in the SOP and defined by the DTP process documentation are counted as volume. Payroll and benefits actions which require a PAR to process, such as student loan repayment, FEGLI enrollment or time off award, or which are generated by execution of the nature of action, such as cost-of-living adjustments due to a change in duty station, shall be considered a single transaction and counted only once for volume and reporting purposes (as a PAR, rather than Payroll or Benefits). The following actions would be considered two transactions:

· HCUPS – if opened to resolve instances of non-pay or underpay – PAR &PAY

· Required Activity: PAR processes correction then PAY processes manual payment or initiate debt collections process

· Includes corrections and cancellations in event of customer fault

· EOD – if documentation is not received in a timely manner

· Required Activity: PAR process the action and PAY processes manual payment Any actions conducted through self-service via Employee Personnel Page (e.g., benefits enrollment, payroll document) shall not be included toward transaction totals, except in the cases where a SINQ error is identified.

Personnel, payroll, and benefits mass actions will be included toward volume count of transactions.

Using the approved differentiation method, only PAR action corrections that are caused by customer errors will be included in volume calculations.

Using the approved differentiation method, net new payroll and benefits service requests that are required to correct a contractor error will not be included in volume calculations. However, a correction that is due to customer error will be included in PAR, Pay, and Benefit volume calculations and is subject to applicable timeliness SLAs.

See Attachment 6 for projected 2021 volumes for pricing purposes.

1.4.2. Purchase of Additional Units

See paragraphs 1.3.2 and 1.3.3 for application of costs for purchasing of additional units.

1.4.3. Payment Schedule

*Adjustable based on True-up

1.4.4. Six-Month True-up

The Government will pay for actual PAR services delivered/transactions completed, by action type as allocated to each bureau receiving the services on a semi-annual basis. Therefore, at the end of each 6-month period, the total volume of processed PAR actions shall be tallied by the Contractor for that period and itemized by receiving bureau. The Government will meet with the Contractor to provide the final PAR, Payroll, and Benefits volumes and SLA performance. These figures will be inputted into an Invoicing Calculator*, which will be used as the final tool to review and confirm Month 6 True-up invoice amounts. The Government expects that final month invoices submitted by the Contractor will reflect the values in the Invoicing Calculator.

*Note: The Invoicing Calculator will be provided to the Contractor within 30 days of the start of the Task Order.

When the Contractor has delivered more PAR services than the minimum (90% of est.) paid for the 6-month period: Upon proper invoicing, the Government will pay the Contractor the FUP respective to all PARs completed more than the 90% minimum, less any non-payments for below SLA thresholds. Invoices shall be aligned to the bureau receiving the services. Payment will subsequently be allocated from the bureau receiving the services.

When the Contractor has delivered fewer PAR services than the 90% minimum: If the total volume for the 6-months does not meet 90% of projected volumes, no further payment above the 90% minimum will be paid for that 6-month period. The final 6- month payment may result in less than 90% of the minimum after subtracting non- payable PARs for the period due to not meeting the Timeliness SLA threshold.

When the Contractor has delivered Payroll and Benefits services that have fall below pay-impacting SLA Thresholds: Non-payable Payroll and Benefits transactions based on the Quality and Timeliness SLA calculations will be subtracted at a rate of TBD per late or inaccurate transaction, from the final month’s FFP invoice.

Payments for following Option Period invoices will be paid after the previous Option Period True-Up is complete.

1.4.5. Notification of Funding and Volumes

The Contractor shall monitor actual quarterly volume totals compared to forecasted quarterly volumes, by bureau, and shall notify the Contracting Officer and COR at the 75% funding expenditure points to provide clear insight into expended funds to date.

Additionally, the Contractor shall immediately notify the Contracting Officer and COR in writing of a drastic and unanticipated increase in workload that will lead to the purchased volume being exceeded before the end of the performance period— regardless of whether the anticipated increase in workload has been confirmed or is merely suspected

1.5. AVAILABILITY OF FUNDS

Orders will be directly billed to the Bureau issuing the order as agreed upon by the Bureau and Enterprise Services.

Services provided under this order are contingent upon the availability of funds (52.232-18). The Contractor shall not incur costs above the current funding obligated to that line item unless and until the Contracting Officer notifies the Contractor in writing that additional funds have been obligated to that line item through a modification.

The Contractor shall notify the Contracting Officer in writing whenever it has reason to believe that the costs it expects to incur in the next thirty (30) days, when added to all costs previously incurred, will exceed seventy-five percent (75%) of the total amount of funds obligated by the Government (by funded bureau). The notice shall state the estimated amount of additional funds required to continue timely performance of the services currently being conducted under that line. Additional funds will be obligated on a need basis, by unilateral modification from the Contracting Officer, upon availability of funds. The Government is not obligated to reimburse the Contractor for costs incurred in excess of this amount obligated in this order and the Contractor is not obligated to continue performance under this contract or otherwise incur costs in excess of the total amount obligated by the Government.

1.6. ORDER OF PRECEDENCE

In the event of any conflict between this Agreement and the Contractor submission, the order of precedence is as follows: (1) IDIQ TBD (2) this Order, and (3) the Contractor submission.

1.7. PLACE OF PERFORMANCE

The places of performance for the services listed in this Task Order include the following:

1.7.1. Contractor's selected site(s)

1.7.2. Department of Commerce Herbert C. Hoover Building (HCHB)

PERFORMANCE WORK STATEMENT (PWS)

The scope of work associated with this Indefinite Delivery, Indefinite Quantity (IDIQ) Task Order is to provide ongoing PAR, Payroll, and Benefits processing, Contact Center support, and HRIT system administration services for in-scope DOC Bureaus, utilizing industry best practices to ensure efficient and high-quality service delivery. The delivery of services is expected to be delivered as an integrated service across all functions of work, and processes should not be performed as discrete units of work.

The estimated population of Employees serviced by Bureau is as follows:

Employees Serviced by Bureau

**Employee count is as of 2/19/2020 and was collected from HRConnect’s Workforce Analytics. HRConnect serves as the true system of record for employee count.

PAR processing refers to HR processing of Standard Form (SF)-52s, Request for Personnel Actions, supporting DOC personnel changes throughout the employee lifecycle and supporting associated recordkeeping, including retention of SF-50, Notification of Personnel Action for all accessions, conversions, and separations beginning with the required action codes as applicable. DOC supervisory staff or their proxies, HR office staff, or employees will submit SF-52s or other approved request forms to the Contractor for review and clearance by classification, staffing, and other HR specialists; for signature by the individual(s) to whom authority to approve personnel actions (appointing authority) has been delegated; and for quality review, updating and correction, coding, and processing of the SF-52 using the appropriate system.

Payroll Management refers to processing of bonuses and awards, time and attendance, pay and leave, payroll, and changes throughout the employee lifecycle, as well as associated recordkeeping. This also includes management of employee payroll data, processing on-cycle/off-cycle payroll, processing payments, handling payroll issues, and reporting. This includes responding to time and attendance. This does not include recording or validating employee attendance data or leave usage, nor certifying prior pay period adjustment timecards, as these responsibilities will remain with the Timekeeper, but does include time card chase to ensure employees are paid. Nor does this include accounting code creation in webTA; this remains the responsibility of the Timekeeper/Administrative Officer. The Contractor will provide standard reporting on missing timecards to designated bureau POC to assist with time and attendance certification compliance efforts at the Line Office, Staff Office, or Bureau level. The Contractor is also responsible for maintaining and updating the designated bureau POC list. The Contractor is also responsible for processing allowances, union dues, lump sum leave payments, severance pay, separation incentive (buy-outs), recruitment, pay cap waivers, relocation, and retention bonuses, tax withholdings, leave restoration, student loan repayments, Office of Workers’ Compensation Programs (OWCP) buy-backs, military deposits, civilian deposits and redeposits, and professional liability insurance as well as activate garnishments and direct deposit payments.

Benefits processing refers to services to support benefits programs including life insurance, health insurance, and unemployment payroll (associated processing only); processing separation packages; resolving employees’ benefits-related inquiries; and maintaining records. This also includes activating enrollments for general enrollments, qualifying life events, and open season, terminating and updating enrollments. Examples of key benefits programs are: Federal Employees Group Life Insurance (FEGLI), Federal Employee’s Health Benefits (FEHB), Thrift Savings Plan (TSP), Federal Long-Term Care Insurance Program (FLTCIP), and Flexible Spending Accounts (FSA).

For PAR, Payroll, and Benefits processing, the following are out-of-scope groups:

· Census organization codes beginning with 5720 and 58. Additionally, the National Processing Center (NPC) within the Census Bureau will remain classified as in-scope for ES but will temporarily retain providing HR services internally following decennial. Census NPC employees are identified using the Processing Office Identifier (POI) 1617. The timeline for when ES will begin PP&B processing for these employees is TBD.

· ITA Foreign Commercial Service

· National Institute of Standards and Technology (NIST)

· NOAA Commissioned Corps

· NOAA Pribilof Island Staff

· Office of Inspector General (OIG)

· Patent and Trademark Office (PTO) The following services will be provided to out-of-scope groups:

· Respond to service requests that are not related to the services listed in scope for PAR, Payroll, and Benefits processing in a courteous manner, and offer the correct location and/or phone number as provided by DOC 1.

2.

2.1. SCOPE OF SERVICES

The scope of work associated with this IDIQ Task Order includes all operations and maintenance services for DOC’s Enterprise Services PP&B program, including contact center support and HRIT system administration services, continued from Task Order 1. The delivery of services is expected to be delivered as an integrated service across all functions of work, and processes should not be performed as discrete units of work. Activities for this scope include:

1.

2.

2.1.

2.1.1. Personnel Action Processing

The Contractor will process all PAR actions utilizing industry best practices and in accordance with the Office of Personal Management (OPM) Guide to Processing Personnel Actions (GPPA) and Desktop Procedures (DTPs) with any Bureau-specific requirements, the latter being subject to approval by Enterprise Services. The Contractor will ensure that each personnel action it processes meets all legal, regulatory, and policy requirements. The Contractor will approve determinations made by recruiters, staffing specialists, personnel assistants, and other personnel office staff with regard to legal authority for the action, including issues such as qualifications, pay, and suitability.

The Contractor will ensure that the authority to approve and certify actions is delegated only to persons whose training and experience enable them to review the background material on a proposed action and determine whether it meets the necessary legal and regulatory requirements. Submission of these actions is a serious responsibility that should not be assigned to clerical or other technical support personnel who may lack the necessary background and training to make the decision to approve or disapprove an action.

Relevant PAR processing activities include:

2.1.1.1. Process (review and validate, update and correct, code, submit and file a legally sufficient action) all Requests for Personnel Action in accordance with:

· GPPA

· OPM Guide to Personnel Recordkeeping (GPR)

· The Guide to Data Standards

· The Civil Service Retirement System (CSRS) and Federal Employee Retirement Service (FERS) Handbook for Personnel and Payroll Offices

· 5 Code of Federal Regulations (CFR)

· The Federal Employees' Health Benefits Handbook for Personnel and Payroll Offices

· National Finance Center (NFC) Bulletins and Guidance

· HRConnect Bulletins and Guidance

2.1.1.2. Supplemental guidance, policies, procedures, rules provided by DOC, including Bureau-specific policies and collective bargaining agreements, or as detailed in this section. When there are changes to official Federal, DOC or bureau guidance, the Contractor must provide best practices for implementing these changes to current processes to process transactions legally. ES asserts that any policy updates impacting processing derived from OPM or other regulatory bodies should be implemented by the Contractor as a result of doing business without having to be first approved by the Change Control Board (CCB). The Contractor must, however, work with the HR Tower for final approval before implementation. Changes will be presented to the CCB simply for awareness across all Towers. With the exception of action(s) of a critical or time-sensitive nature (e.g., Pay Impacting), the Contractor and ES will determine the operational cost and timeline of implementing the changes prior to any process changes being made.

2.1.1.3. Implement changes to all documented PAR procedures to address any changes to standing policies, regulations, or to incorporate process improvements in consultation with or as directed by ES HR / OHRM / Local HR. Guidance will be provided formally via a change request as defined by the change control processes. ES believes that any policy updates impacting processing derived from OPM or other regulatory bodies should be completed by the Contractor as a result of doing business. Updated processing documentation must be approved by the HR Tower and should run through the Change Control Board to record application of changes

2.1.1.4. Process Requests for Personnel Action (i.e., SF-52) into HRConnect and the NFC Payroll/Personnel System (PPS) and correct any resulting SINQ errors within one business day (i.e., SINQ errors are reviewed and action taken each business day, prior to the next run of PINE cycle.)

2.1.1.5. Process history correction updates and cancellations in HRConnect, History Correction Update Processing System (HCUP), and the PPS and eOPF as applicable

2.1.1.6. Maintain all documentation associated with a Request for Personnel Action, payroll action, history correction update, and SF-50 in an electronic format:

· File completed SF-52s and SF-50s in Electronic Official Personnel Folder (eOPF), where appropriate

· File associated attachments in eOPF for completed personnel actions where appropriate

· Maintain up to date data (i.e., all records and documentation associated with employee requests should be updated following the processing of each action, files and folders should remain current)

2.1.1.7. Answer simple and complex inquiries from HR Liaisons, Local HR, administrative officers (AOs), business partners, supervisors, customers and other designated POC on PAR completion, supporting documentation, and processing

2.1.1.8. Use existing DOC systems and interfaces to perform and manage personnel and payroll/document processing including any actions required in the following systems: HRConnect, NFC (e.g. Payroll/Personnel System (PPS), Web-based Document Entry, Processing, Inquiry, Corrections System (EPIC), Employee Personnel Page (EPP) HCUP, SINQ, Government Retirements and Benefits (GRB), webTA, TALX, and eOPF

2.1.1.9. Receive Requests for Personnel Action (i.e. SF-52 or via HRConnect MSS or HRSS) and supporting documentation attached in HRConnect or sent in electronically or manually:

· Supporting documentation sent by fax or through other electronic technologies shall be manually matched with the correct Request for Personnel Actions upon receipt

2.1.1.10. Code and prepare a legally sufficient SF-52 in fulfillment of submitted request

2.1.1.11. Monitor HRConnect and other systems for PARs to be processed

2.1.1.12. Process Requests for Personnel actions using HRConnect as the primary system. If HR Connect is unavailable, use additional tools and data available to code, process, correct, and cancel Requests for Personnel Action, including, EPIC, HCUP, NFC PPS, Information Research Inquiry System (IRIS), Payroll/Personnel Inquiry System (PINQ), SINQ, and webTA data. If a personnel action was processed using alternative tools, action must also be updated in HRConnect within 1 Pay Period.

2.1.1.13. Monitor, review, and update data fields to ensure that proper changes in codes are entered and updated as appropriate for Actions Processed by the Contractor

2.1.1.14. Notify managers and Bureau HR staff of personnel actions affecting their employees through agreed upon processes and timeframes

2.1.1.15. Determine and resolve problems with personnel actions that are rejected by the NFC's payroll/personnel system PPS (e.g., SINQs) through agreed upon processes and timeframes. SINQ errors must be reviewed and resolved each business day, prior to the next run of PINE cycle (Note that while Census bureau is responsible for processing their own awards, the Contractor is responsible for correcting any SINQ results on a daily basis). Resolution of problems may require coordination with DOC, Bureaus, Treasury, and/or NFC.

2.1.1.16. Run mismatch reports and reconcile records between HRConnect and NFC’s PPS through agreed upon processes and timeframes, maintaining mismatch rates at 99% or better

2.1.1.17. Accurately identify and prioritize all pay impacting PARs and process timely and accurately

2.1.1.18. Notify the HR Tower of any delay in personnel actions or timecard certifications that will result in non-pay or manual payment of a current employee. Inform the impacted employee.

2.1.1.19. Monitoring, reporting, and processing time-limited actions (e.g. impending within grade increases, time-limited appointments, and completion of probationary periods) including:

· Routinely running reports each pay period listing time-limited actions coming due (e.g. NTE report)

· Notifying supervisors of any upcoming time-limited actions, providing notice when possible at least two pay periods in advance of the intended effective date

· Initiating and processing time-limited actions (when applicable) in the case the supervisor fails to initiate said action. For example, processing a Change to Lower Grade action if the employee’s Temporary Promotion is coming due.

2.1.1.20. Validate the generation of a SF-50 in the processing system

2.1.1.21. Contact the HR Tower for new, unusual, and/or complex issues requiring interpretation of Federal and DOC or bureau policies; validate approaches and or next steps to address the issues with HR Tower

2.1.1.22. Comply with applicable laws, rules, regulations, policies, procedures, and decisions from OPM, DOC, Treasury, GSA, General Accounting Office (GAO), and NFC pertaining to personnel action processing, payroll document processing, and document retention

2.1.1.23. Ensure processing systems for records-keeping provide full reconstruction of actions for third-party review that conform to OPM and National Archives and Records Administration (NARA) requirements

2.1.1.24. Participate in HRConnect and other applicable enterprise HR system enhancements and releases including requirements validation, user acceptance testing, data validation, process and procedure updates, etc.

2.1.1.25. The above list is not an all-inclusive list. In the event an unforeseen circumstance requires additional guidance from the Government, the Contractor shall propose options for review and approval by the HR Tower to ensure timely and accurate processing. Errors in documentation or permanent guidance will be presented to the CCB as appropriate, for formal inclusion in ES documentation

2.1.2. Mass Processing

As part of mass processing, the contractor will, by its signature wherever needed, verify and validate the completeness and accuracy of any and all forms, documents and related materials. Contractor shall complete the following activities, including:

2.1.2.1. Process mass and batch actions, including but not limited to awards, performance bonuses, performance pay increases, ratings, and realignments

2.1.2.2. Ensure that coordination for mass and batch actions processed by NFC (e.g., awards, performance ratings, performance increases, realignments) is complete between all parties, that system is clean and activities/actions are sequenced, actions that error out (i.e. "SINQ out") are researched and processed as appropriate, and efficiency of service is not compromised by mass actions

2.1.2.3. Research and correct SINQ errors/bypass reports for mass and batch action transactions (e.g., awards, realignments, reorganizations, annual pay adjustments) each business day, prior to the next run of PINE cycle. Note that while Census bureau is responsible for processing their own awards, the Contractor is responsible for correcting any SINQ results on a daily basis

2.1.2.4. Code and process surges of personnel actions including: Special benefits open seasons, Award seasons, Hiring Increases, Position Title changes, Reductions in Force (RIFs), realignments, mass transfers or other mass actions, historical correction update processing (HCUPs), and SINQs

2.1.2.5. Develop and maintain annual operational calendar estimating timing and volume for mass and batch action surges

2.1.2.6. Ensure all mass and batch actions are tracked through the established ticket management system ServiceNow, with all required information and documentation available within the ticket. The nature in which mass and batch actions are tracked should be such that the volume of actions in each mass processing can be determined via standard reporting methods by pulling from the applicable system of record (e.g. HRConnect, ServiceNow)

2.1.3. Benefits Transaction Processing

The Contractor shall utilize industry best practices to process all benefits requests for DOC including: FEHB, TSP, and FEGLI. The Contractor shall process all complete and accurate benefits transactions in accordance with the agreed upon SLA standards. As part of benefits transaction processing, the contractor will, by its signature wherever needed, verify and validate the completeness and accuracy of any and all forms, documents and related materials. The Contractor will provide clarification on benefit programs and options as requested by customers but will refrain from advising employees on the appropriate plan selection. Complex benefits questions or issues (e.g., information not readily available via OPM online resources) will be escalated to Tier 2 and/or HR Tower as needed.

2.1.3.1. Process (review and validate, update and correct, code, submit and file a legally sufficient action) all Benefits Actions in accordance with:

· GPPA

· GPR

· The Guide to Data Standards

· CSRS and FERS Handbook for Personnel and Payroll Offices

· 5 Code of Federal Regulations

· The Federal Employees' Health Benefits Handbook and regulations for Personnel and Payroll Offices

· NFC Bulletins and Guidance

· HRConnect Bulletins and Guidance

· FEGLI Program - A Handbook for Employees, Annuitants, and Employing Offices, and regulations

· OPM Benefit Administration Letters (BAL)

· Approved DOC Policies and Procedures

· OPM Frequently Asked Questions

· OPM Quick Guide (PDF file)

· OPM Plan Brochures

· OPM Enrollment Forms (PDF file)

· Health Insurance Legislation

· Supplemental guidance, policies, procedures, rules provided by DOC, including Bureau-specific actions and collective bargaining agreements, or as detailed in this section. Guidance will be provided formally via a change request as defined by the change control processes. ES believes that any policy updates impacting processing derived from OPM or other regulatory bodies should be completed by The Contractor as a result of doing business without having to be presented to the CCB

2.1.3.2. Accept, review, and process Benefits requests received via the HR Portal, HRConnect, KiteWorks, and secure email, (or secondary non-preferred options such as fax or mail

2.1.3.3. Process complete and accurate benefits elections such as life insurance, TSP including TSP catch-up contributions, and enrollments in FEHB within the pay period of the effective date of the action. In those cases where the employees EPP intentions cannot be determined, the Contractor shall contact the employee regarding the error to ascertain the intended transaction

2.1.3.4. Monitor and resolve HRConnect and EPP SINQ errors. SINQs shall be reviewed daily and resolved within each business day, prior to the next run of PINE cycle

2.1.3.5. Respond timely to inquiries that require research regarding beneficiary forms, FEHB, open season, service computation dates, FEGLI, and TSP

2.1.3.6. Process and enter complete and accurate open season documents not entered by the employee via the EPP, any additional open seasons as directed by OPM, benefits forms for employees transferring out of DOC, Beneficiary Forms, within the pay period of the effective date of the action

2.1.3.7. Coordinate military buy-back requests with the appropriate parties (military service center, employee, NFC), calculate the deposit, and work with employee to determine pay implications (e.g., bi-weekly deductions, etc.)

2.1.3.8. Provide Leave Without Pay (LWOP) counseling for former military employees recalled into activity duty to determine benefits implications

2.1.3.9. Calculate and process accurate Service Computation Date (leave, retirement, RIF, and TSP) changes or corrections within the pay period of the effective date of the action and coordinate leave audit with payroll as applicable

2.1.3.10. Process court orders mandating dependent FEHB coverage, per OPM guidelines

2.1.3.11. Process all necessary personnel actions and all payroll-related calculations, including generating manual SF-50s related to Federal Erroneous Retirement Coverage Corrections Act (FERCCA) and Retirement Error Correction cases, working with Bureau HR in such cases

2.1.3.12. Review all Leave Without Pay (LWOP) personnel actions and take any necessary action regarding the employees’ benefits such as FEHB, FEGLI and TSP by the pay period following the processing of the LWOP personnel action

2.1.3.13. Monitor employees’ benefits during extended periods of LWOP to ensure termination of insurance occurs and employees are timely notified of actions taken. The termination of the insurance shall be processed no later than the pay period following when the insurance should be terminated

2.1.3.14. Reinstate insurance coverage and notify the Thrift Savings Office as appropriate when an employee returns to duty. The reinstatement of coverage shall occur the pay period in which the Return to Duty (RTD) action is processed. Provide employees returning from Active Military duty all pertinent information regarding making up missed TSP contributions

2.1.3.15. Regularly run FEHB and FEGLI Enrollment Reports and issue the following benefits eligibility and reminder notifications to employees via email:

· Intermittent Employee 90-days of service eligibility notification

· 50 Days without benefits election notification

· Employment status change enrollment eligibility notification

2.1.4. Payroll Transaction Processing

The Contractor shall process all complete and accurate payroll transactions within the pay period of the effective date of the action. As part of payroll transaction processing, the contractor will, by its signature wherever needed, verify and validate the completeness and accuracy of any and all forms, documents and related materials.

2.1.4.1. Process (review and validate, update and correct, code, submit and file a legally sufficient action) all Compensation Actions in accordance with:

· GPPA

· GPR

· OPM

· The Guide to Data Standards

· CSRS and FERS Handbook for Personnel and Payroll Offices

· CFR

· The Federal Employees' Health Benefits Handbook for Personnel and Payroll Offices

· NFC Bulletins and Guidance

· HRConnect Bulletins and Guidance

· Supplemental guidance, policies, procedures, rules provided by DOC, including Bureau-specific actions and collective bargaining agreements, or as detailed in this section. Guidance will be provided formally via a change request as defined by the change control processes. ES asserts that any policy updates impacting processing derived from OPM or other regulatory bodies should be completed by The Contractor as a result of doing business without having to be presented to the CCB.

2.1.4.2. Accept, review, and process Payroll requests received via the HR Portal, KiteWorks, secure email, and secondary non-preferred options such as fax or mail

2.1.4.3. Process pay impacting corrections within one pay period after receipt; all other non-pay impacting corrections will be processed within two pay periods of receipt

2.1.4.4. Process all manual Payments and adjustments for DOC including: No-Pay situations, refunds, retroactive payments, de facto employment pay, payroll corrections and adjustments, and miscellaneous payments and allowances such as professional liability allowance

2.1.4.5. Review, analyze, and correct, utilizing NFC reports, leave discrepancies in webTA/ webTA archives, NFC Payroll/Personnel System; utilizing all systems available and historical data in the appropriate enterprise database of record for these adjustments

2.1.4.6. Reconcile leave balances between webTA and the NFC Payroll Personnel System (e.g., TINQ) utilizing a leave audit to assure the proper leave balances are in the NFC PPS when employees separate from Federal service, during complex leave situations such as return to duty following LWOP, or when there will be a large obligation of funds associated with the leave change. Timekeepers will perform preliminary leave audits within webTA and resolve Leave errors to the maximum extent possible. The Contractor is responsible for conducting final leave audits, syncing leave balances as related to these adjustments, and coordinating with Timekeepers as required. Upon discovery that a leave audit is required in order to complete a service request (e.g., a leave error is discovered prior to completing a lump sum payout), the Contractor shall initiate and complete the leave audit within 2 pay periods.

2.1.4.7. Manage no-pay situations and actions required to correct the no-pay situation. Notify the affected timekeeper of any required actions on their part via email.