Attachment 1_Draft Program Requirements and Evaluation Approach_vF.pdf

December 1, 2025

Attachment 1: Draft Program Requirements and Evaluation Approach

Action Request, Payroll, and Benefits Services (OHRM‐PP&B)

DRAFT – Program Requirements and Evaluation Approach

Office of Human Resources Management – Human Resources – Personnel Action Request, Payroll, and Benefits Services

1 December 2025

I. OVERVIEW OF PROGRAM REQUIREMENTS

1. Overview

The DOC is seeking a third-party vendor to deliver PP&B services on behalf of the Office of Human Resources Management (OHRM) to the majority of DOC bureaus and the Office of the Secretary (OS). The support would include supporting the transition of services, implementation, operations and ongoing enhancements.

2. Place of Performance

The Government anticipates the majority of product deliveries and rendered services in support of this Contract to be provided at the Contractor’s site. The Government requests the site location be located within 50-mile of the Greater Washington Area unless otherwise requested with provided research and reasoning. Please note the Contractor’s site will require an Authority to Operate (ATO) letter issued by a Federal Government agency, and the Department will sponsor the site ATO.

Performance may require attendance of the Contractor at DOC Headquarters or other DOC and Bureau locations, as needed. Place of performance will be further defined in Orders as applicable.

3. Background

3.1 DOC Overview

The U.S. DOC is a cabinet-level agency that promotes job creation, economic growth, sustainable development, and improved standards of living for all Americans. DOC works in partnership with businesses, universities, communities, and our Nation’s workers to realize its mission to help make American business more innovative at home and more competitive abroad. DOC has a widespread and diverse set of responsibilities within the areas of trade, economic development, weather monitoring and communication, technology, entrepreneurship and business development, and statistical research and analysis. Its operations include gathering economic and demographic data for business and government decision-making, issuing patents and trademarks, helping to set industrial standards, and administering the National Weather Service.

DOC comprises 12 different Bureaus with operations across the United States and around the globe.

DOC employs a particularly varied workforce, with over 42,000 employees operating across all seven continents, and numerous locations throughout the U.S. Another element unique to the workforce composition is the cyclical fluctuation in employee population around the Decennial Census during which the U.S. Census Bureau expands from 15,000 employees to over 1 million employees. Positions within DOC range widely from statisticians, attorneys, scientists, and economists to cryptologists, meteorologists and aircraft mechanics, all working to help meet the Department’s mission. DOC, as a Federal government entity, follows core Federal personnel regulations and policies provided by the Office of Personnel Management (OPM), in accordance with Title 5, Code of Federal Regulations. The majority of DOC’s workforce is paid under the

Draft Program Requirements and Evaluation Approach

Enterprise Services – Human Resources – Personnel Action Request, Payroll, and Benefits Services

General Schedule (GS) as defined by 5 Code of Federal Regulations (CFR); however, several Bureaus use alternative pay systems for approximately 23% of DOC’s highly diversified workforce; and a small percentage are paid under the Federal Wage System.

3.2 DOC’s Human Resources Model

Given the diverse Bureau missions, highly-specialized, unique workforces and geographically-dispersed work locations, DOC operates in a decentralized and federated model with each Bureau managing its operations and tailoring its strategic direction to specific Bureau needs. Consistent with DOC’s overall operating model, the Human Resources (HR) function is decentralized across the enterprise. The DOC model includes a headquarters policy and administrative function and five overall servicing HR organizations (SHROs) providing “hire to retire” HR operations to the Department and Bureaus.

Each SHRO has the flexibility to determine their organizational structure, roles and responsibilities, performance standards, processes, policy interpretations, and service delivery model to support the unique missions and workforce considerations of its customers. As such, the SHROs have adopted specific processes, policies, and programs to accommodate the requirements of the mission of their serviced customer base. Likewise, variation in bargaining units of employees is also a major workforce consideration that DOC must manage, as nearly 45% of employees have historically belonged to distinct labor unions.

Please reference the table below for additional information on the SHROs.

Table 1. SHROs Servicing Organization

Bureaus/Organizations Serviced

Census Census Bureau (Census) Bureau of Economic Analysis (BEA) Economics and Statistics Administration (ESA)

OHRM Bureau of Industry and Security (BIS) Economic Development Administration (EDA) Minority Business Development Administration (MBDA) National Telecommunications and Information Administration (NTIA) Office of the Secretary (OS) International Trade Administration (ITA)* Office of Inspector General (OIG)

NIST National Institute of Standards and Technology (NIST) National Technical Information Service (NTIS)

*Please note: ITA Foreign Service is excluded.

3.3 Overview of OHRM PP&B Technology

DOC’s landscape of HR technology that supports PP&B services includes various solutions and seeks to provide customers with a consistent, transparent, and user-focused experience. The table below outlines all solutions that the vendor will be expected to be familiar with and use:

Treasury’s HR Line of Business Solution i.e. HRConnect

Core HR Solution and Reporting DOC OHRM (Treasury Owned)

National Finance Center (NFC) Payroll and Suite of Applications

Payroll DOC OHRM (NFC Owned)

UKG GovTA Time & Attendance DOC OHRM (UKG Owned) eOPF Official Personnel Record Management

DOC OHRM (OPM Owned)

ServiceNow Tier 0 portal, case management, knowledge repository and workflow management

DOC OCIO

Government Retirements and Benefits (GRB)

Retirement Calculator GRB

Interactive Voice Response (IVR), Telephony

Contact Center Intake Technology

DOC OCIO

DOC implemented the ServiceNow HR Service Delivery (HRSD) module in 2020 to facilitate a more streamlined experience for HR customers. All of DOC’s HR-related data and information is, and will continue to be, owned by DOC.

3.4 Office of Human Resources Services Supporting Partners

The OHRM uses a mix of private and public partners to provide the services and technologies to deliver the mission-enabling functions and processes alongside and under the oversight of Federal employees. OHRM expects all involved parties to work collaboratively and cooperatively together to provide consistent and transparent services to its customers. Key public and private partners supporting OHRM today for integrated HR service delivery are highlighted in Table 2, in addition to DOC technology partners, such as GovTA, eOPF, eQIP, etc.

Golden Key Group (GKG)

Current PP&B Managed Services Partner: Performs current PAR, Payroll, and Benefits services in accordance with OPM and HR Line of Business

(HRLOB), Title 5 CFR, and DOC policy General Dynamics Information Technology

(GDIT)

Enabling Technology Managed Services Partner: Provides and administers cross-functional Enterprise Services technology infrastructure and integration, leveraging a ServiceNow platform, contact center technologies, and Tier 1 Customer Service Representatives (CSRs)

Treasury Core HR Technology Provider: Provides core HR technology platform, HRConnect, to support the PAR Processing, Pay and Benefits components of Human Resources

US Department of Agriculture

NFC

Payroll Technology Provider: Provides payroll technology, Payroll/ Personnel System (PPS), to support all payroll calculations and payments

3.5 PAR, Payroll, and Benefits Services Transition

To support a transition, the Government requires a transition period to transition PP&B services for DOC using a phased roll out of services by bureau. All requirements described within Section 3 would go-live by bureau.

4. Functional Requirements

DOC has the need for a full range of PP&B services.

Specific requirements and deliverables will be further defined prior to a contract issuance. The Contractor shall own and deliver PP&B services and the corresponding system administration, customer relationship, and operations management solutions. Examples include but are not limited to:

Operational processing to intake, process, and perform quality control of PP&B services

System administration for some HR technology solutions such as GovTA, eOPF, and HRConnect

Contact center support to intake, manage, escalate, and resolve end-user inquiries and issues

Training of Contractor staff in compliance with Federal HR policies and regulations, and maintenance of all relevant knowledge materials (note: The Contractor will also be expected to provide training input, content, and materials as needed to DOC for key stakeholder training)

Skills and capabilities to effectively deliver PP&B services

operations and enhancements of PP&B services.

4.1 Phase 1—Transition Services: Partner with the Government to support the build and implementation of PP&B services, specifically:

4.1.1 Establish a transition team to work with the designated DOC implementation team to manage the transition effort

4.1.2 Coordinate with the current contractor of current systems and services to transfer information, expertise, processes, data, and procedures necessary to stand up PP&B services

4.1.3 Participate in testing and training related to PP&B services transition.

4.1.4 Work with appropriate POCs to set up workflow and role provisioning for systems required for PP&B services

4.1.5 Provide input and content for Standard Operating Procedures (SOPs), job aids, and call center guides

4.1.6 Coordinate with all applicable DOC partners to implement the services required under the contract

4.1.7 Develop all deliverables in accordance with the table below:

Deliverable Description Due Date Ongoing Status Reports

Weekly status reports according to established protocol

7 days from start of Contract

Updated Project Plan

Updated Transition Project Plan in a Work Breakdown Structure (WBS)

30 days from start of Contract

Training Plan

Detailed plan for how the Contractor intends to train staff, including PP&B services and Contact Center services. Plan should include a variety of mediums and technologies and should be maintained and updated for use on an ongoing basis following go-lives. Training content should include Federal HR content, along with customer service best practices (Note that Government will be responsible for initial training on systems, such as ServiceNow, but will expect the Contractor to develop and facilitate trainings after initial trainings are completed)

30 days from start of Contract

Gate Review Checklists

Development of objective measures, including go or no-go criteria, required for major milestones during contract, such as service Go-Lives.

60 days from start of Contract

Final Desktop Procedures (DTPs) and Contact Center Scripts

Finalized DTPs and Contact Center Scripts for PP&B services used by the Contractor during operations to execute PP&B services. All DTPs and Contact Center scripts will be reviewed and approved by the Government prior to use.

120 days from start of Contract

Service Rehearsal Testing Plan

Detailed plan for Contractor to execute Service Rehearsal Testing (SRT) to ensure a seamless transition of services to Contractor.

120 days from start of Contract

Performance Recommended regular Contract performance 120 days from start

Reporting Metrics reports to be delivered on a monthly basis for review of the Government to support ongoing improvement efforts, exceptional service delivery, and offer transparency of Contract

System Enablement Plan

Detailed plan for Contractor to ensure that all staff have correct access to appropriate systems in preparation for service Go-Lives

180 days from start of Contract

Agreed Upon and Approved Gate Review Checklists

All Gate Review Checklists that have been completed, agreed upon, and approved by the Government in advance of service Go-Lives

210 days from start of Contract

4.2 Phase 2—Operational Services: Ongoing PP&B services and other support services, specifically:

4.2.1 Transactional Processing: Coordinate closely with the Government to provide the following services:

4.2.1.1 Payroll Processing: Transactional administration and 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, but is not limited to, the following:

Services to record attendance data, manage usage of leave and leave audits, including Voluntary Leave Transfer Plan (VLTP), certify attendance data, manage employee payroll data, process on-cycle/off-cycle payroll, distribute labor costs, process disbursements, and handle payroll issues

Services to process allowances, union dues, lump sum payments to include dual rate calculations for CAPS employees, recruitment, relocation, and retention bonuses, tax withholdings, leave restoration, and student loan repayments, debt waivers, as well as activate garnishments and direct deposit payments

Services to facilitate document management, quality control, and reporting

Provide separation packages in accordance with DOC requirements, reply and complete SF-75 requests.

4.2.1.2 PAR Processing: Transactional HR processing services to support DOC personnel changes throughout the employee lifecycle and associated recordkeeping (e.g., process PAR actions to include receiving and processing SF-52s [Request for Personnel Action]/PowerRecruits, compensation changes, award/incentive actions, benefits changes, etc. as found in the OPM Guide to Processing Personnel Actions to create SF-50s [Notification of Personnel Action]). The contractor will also be expected to verify and validate the completeness and accuracy of any and all forms, documents and related materials.

4.2.1.3 Benefits Processing: Services to facilitate management of benefits programs including life insurance, health insurance, and unemployment compensation;; answer benefits inquiries; deliver benefits communications;

manage any provider contracts and maintain records. This also includes, but is not limited to, the following:

Activating enrollments for general enrollments, qualifying life events, and open season (including any review/audits required by OPM, etc.), terminating and updating plans, processing workers’ compensation claims and handling death cases. 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).

Services to facilitate document management, quality control, and reporting

including. but not limited to:

Risk, issue, and status reporting on weekly basis according to established reporting protocols Utilizing established OHRM collaboration sites (i.e., SharePoint) Conducting and supporting quality audits as requested by OHRM, DOC, Bureaus, or other Contractors as needed

4.2.2.2 Operational Communications Support: Providing input into operational communications as needed, as well as maintaining operational communications calendar on regular communications distributions based upon key PP&B annual seasons (e.g., Open Enrollment)

technological improvements and participating in the necessary change request processes to bring forth improvement recommendations

4.2.2.4 HR Reporting & Analytics: Reporting and analytics services to inform business decisions, answer Federal obligations, and measure performance metrics against targeted outcomes (e.g., provide ad-hoc and routine reporting for management purposes, assist in answering congressional inquiries, develop compliance reports such as FEORP and DVAAP, and provide inputs for executive briefings)

4.2.2.5 Call Center Support Services: Provide call center support services for all PP&B-related services. These services include inquiries into the use and administration of DOC’s current PP&B technologies (National Finance Center tools and HRConnect). The support includes addressing inquires related to status of transactions completed by the vendor; answering any general HR inquires related to PP&B; and supporting technology functional and password reset inquiries.

administration services and/or additional staff to support the administration of data in current PP&B systems, maintain technology items such as workflow, answer system functional questions, and provide technology password administration.

4.2.4 Develop all deliverables in accordance with the table below:

Deliverable Description Due Date

Ongoing Status Reports Weekly status reports according to established OHRM report protocol

7 days from start of contract and every week thereafter Ongoing Performance Reporting, which may include but is not limited to the following:

1. Staffing Performance Metrics

2. Customer Satisfaction Scores

3. Quality Assurance Metrics

4. Contact Center Metrics

5. Timeliness and Volumetrics

6. Historical trends and predictions

Regularly occurring operational reporting

14 days from start of contract and regularly thereafter

4.3 Technical Requirements

To meet all necessary expectations for transition and operations of PP&B services, the Contractor must meet the following technical requirements within their proposal. Specific requirements and deliverables will be further defined prior to a contract issuance. The Contractor shall address in its proposal its capability and plans to:

SLA-Compliant: The contractor shall adhere to all SLAs with a focus on customer satisfaction.

Data Ownership: All of DOC’s data and information are, and will continue to be, owned by

DOC.

Incident Response.

The Contractor shall report all suspected or confirmed cybersecurity incidents affecting the confidentiality, integrity, or availability of information or information systems managed on behalf of the Department within one hour of identification to the Department’s Enterprise Security Operations Center (ESOC), in accordance with the Department’s Enterprise Cybersecurity Policy (ECP) Framework. The Contractor shall coordinate with the ESOC on all phases of the incident response lifecycle, and provide information or artifacts upon request to the ESOC. The ESOC will coordinate all incident response actions, and the Contractor will adhere to all incident reporting requirements established by the Department.

Administration of Services

The contractor shall develop, maintain and implement the following plans throughout the performance.

Security Plan Quality Control Plan Emergency Preparedness Plan Contractor Financial Management Plan Records and Document Management Plan Staffing Plan

Delivery and Acceptance:

Upon a selection and award, the first draft of all of these plans shall be submitted to the Contracting Officer’s Representative (COR) thirty (30) days after award. The plans shall be updated as appropriate with the contract. The COR will accept this deliverable after all comments have been addressed and approved by the COR.

Deliverable Due Date Receiving POC Security Plan In Draft - 30 days post-award COR Quality Control Plan In Draft - 30 days post-award COR Emergency Preparedness Plan In Draft - 30 days post-award COR Contractor Financial Management Plan In Draft - 30 days post-award COR Records and Document Management Plan In Draft - 30 days post-award COR Staffing Plan In Draft - 30 days post-award COR

4.4 Security Plan

The Contractor shall develop and implement a Security Plan to three critical sections:

o Information Security o Personnel Security o Physical Security

The Information Security section shall address the following:

The Federal Information Security Modernization Act (FISMA)

Federal Information Processing Standards (FIPS)

NIST Special Publications

The Office of Management and Budget (OMB) Circular A-130, and Circular A-123

Any other DOC information security and privacy guidance, management directives, or policies

The Contractor shall support all required actions to obtain and maintain and Authorization to Operate (ATO) for information systems in accordance with the Department’s ECP Framework.

The Contractor shall comply with Federal regulations, standards, and policy related to the privacy issue related to “system of records” and individual personal information.

The Contractor shall maintain the privacy and security of all records used, accessed, or contracted during the execution of the tasks and activities.

The Contractor shall satisfy requirements to work with and safeguard Sensitive Security Information (SSI), Personally Identifiable Information (PII), and Protected Health Information

(PHI).

The Contractor shall be responsible for the security of:

All data generated by the Contractor on behalf of the DOC

DOC data transmitted by the Contractor

DOC data otherwise stored or processed by the Contractor regardless of who owns or controls the underlying systems while that data is under the Contractor’s control

DOC data stored, processed, or transmitted by the contractor is only accessed by those who have been authorized to do so, and that all personnel accessing data must have completed required security background investigations and be a U.S. citizen.

The Personnel Security section shall address the following:

Protect PII by administrative, technical, and physical safeguards including safeguarding of information in hard-copy or on portable electronic devices.

Provide and enforce a mechanism to periodically assess the compliance of systems (existing, under development and acquired) with privacy requirements.

Immediately notify DOC of any breach to the security of PII and assist in any subsequent investigation and implementation of remedial measures.

The Physical Security section shall address the following:

Ensure access to Contractor buildings, rooms, remote work areas and spaces, and structures that house DOC sensitive information or IT systems through which DOC sensitive information can be accessed, is limited to authorized personnel. The Contractor shall ensure controls are implemented to deter, detect, monitor, restrict, and regulate access to controlled areas at all times. Controls shall be sufficient to safeguard IT assets and sensitive information against misuse, loss, theft, destruction, accidental damage, hazardous conditions, fire, malicious actions, and natural disasters.

4.5 Quality Control Plan

The Contractor shall develop and implement a Quality Control Plan (QCP) with quality control mechanisms for processing all PP&B actions. The QCP shall, at a minimum, describe how the Contractor will:

Review all paper and electronically submitted forms for accuracy, timeliness, completeness, and compliance.

Research and resolve issues with forms, documents, information submitted by all DOC employees.

Ensure all required forms are received.

Follow up with appropriate Point of Contacts (POCs) to obtain outstanding actions and/or information.

Investigate and correct errors identified in all documents received.

Research as needed to identify errors and/or discrepancies and follow up with DOC to correct.

Follow-up with DOC management for asks that require additional information or clarification.

Develop, produce, analyze quality control reports on an agreed upon cadence, and take action to correct identified discrepancies.

Ensure all calculations and metrics are accurate and contractually compliant.

Conduct/participate in quality audits as instructed/agreed upon by DOC.

4.6 Emergency Preparedness Plan

The Contractor shall develop and implement an Emergency Preparedness Plan to address the following:

Develop and deliver a Continuity of Operations (COOP) Plan to ensure continuity of operations and disaster recovery procedures for the Contractor and all subcontractors including:

o Ensuring the continued performance to meet SLAs (See Attachment-1: Draft Target SLAs) on all Contractor activities that support the DOC essential human capital functions under all circumstances.

o Minimizing damage and losses.

o Executing successful succession to office with the accompanying delegation of authorities.

o Reducing or mitigating disruptions to operations.

o Ensuring the availability of alternate facilities from which to continue to perform all Contractor activities that support the DOC essential human capital functions.

o Protecting essential facilities, equipment, records, and other assets.

o Achieving a timely and orderly recovery from emergency and reconstituting normal operations that allow resumption of all Contractor activities that support the DOC essential human capital functions.

o Providing interoperable communications to support connectivity between key government leadership, internal elements, other agencies, and critical customers during crisis, disasters, or wartime conditions.

o Ensuring the COOP Plan contains an Emergency Response Plan that includes procedures appropriate to fire, flood, civil disorder, disaster, bomb threat, or any other incident or activity that may endanger lives, property, or the capability to perform essential functions.

o Ensuring the COOP Plan contains a Backup Operations Plan including procedures and responsibilities to ensure essential operations can be continued if normal processing or data communications are interrupted for any reason for an unacceptable period of time.

o Ensuring the COOP Plan contains a Post-Disaster Recovery Plan including procedures and responsibilities to facilitate rapid restoration of normal operations at the primary site or, if necessary, at a new facility following the destruction, major damage, or other major interruption at the primary site.

o Providing designated COOP essential personnel, as needed, to ensure continuity of operations, perform orderly shut-down of operations, perform other COOP functions responsibilities, as needed.

Ensure, through a formal process, that the Contractor COOP Plan is coordinated directly with the COOP Plan for the DOC.

Plan, conduct, and document periodic tests, training, and exercises of COOP capabilities to assess, demonstrate, and improve the plan’s viability.

o Test the COOP Plan annually and record, track, and correct any COOP deficiency.

Notify the DOC Office of the Chief Information Security Officer of any correction that cannot be accomplished within one month of the annual test.

o Retain records of the annual COOP test for review during periodic audits.

Abide by applicable guidelines and directives which include:

o Federal Continuity Directive (FCD) 1, January 2017 o OMB Circular A-130, Appendix III o 210-1 Emergency Readiness for Departmental Continuity o 210-7 Commerce Responsibilities in Disasters o Any DOC applicable guidelines and directives

4.7 Contractor Financial Management Plan

The Contractor shall develop and implement a Contractor Financial Management Plan to address the following:

Identify costs associated with discrete individual work processes to allow for transparent accounting and accurate billing to the Federal customers at the finest level of granularity (i.e. Line Office) at the time of transaction.

Develop accurate cost estimates for each period of performance.

Monitor and report weekly, monthly, and annual financial status, including both incurred and invoiced costs.

o Provide financial status information, including burn-rate information, as requested by DOC to support DOC financial analysis.

o Monitor actual quarterly burn compared to forecasted quarterly burn and notify the Contracting Officer and appropriate party at the 50% and 80% funding expenditure points to provide clear insight into expended funds to date.

o Additionally, the Contractor shall immediately notify the CO and appropriate Government personnel in writing of a drastic and unanticipated increase in workload that will lead to the funding being exceeded before the end of the performance period—regardless of whether the anticipated increase in workload has been confirmed or is merely suspected.

o Provide accurate financial reporting of all DOC assets.

Provide prompt and thorough response to, and resolution of financial inquiries and issues.

Establish traceable and verifiable internal Program Control policy and procedures specific to OHRM requirements.

Provide documented OHRM Program compliance guidance and oversight.

Provide OHRM financial information, including cost estimates, status of expenditures (to include both incurred and invoiced), burn rate, cost/benefit analyses, progress/status/forecast reporting, and other analyses of budgets, spend plans, and funding.

Provide a scalable project management office (PMO) methodology that incorporates modules to provide processes, procedures and tools to facilitate the management of project estimates, costs, and budgets.

Provide a spend plan process to OHRM.

Manage OHRM project costs and budgets throughout the project life cycle to ensure the expected benefits accrue to the organization within the specified financial constraints.

4.8 Records/Document Management Plan

The Contractor shall develop and implement a Records/Document Management Plan to address the following:

Create and preserve records (in any medium) that document the DOC functions, policies, decisions, procedures and essential transactions.

Leverage electronic records management tools, where applicable

In accordance with the Federal Records Act (USC Title 44, Chapter 31, Records Management by Federal Agencies), maintain and preserve records necessary to protect the legal and financial rights of the government and of persons directly affected by its activities.

Maintain records in formats or media that are reproducible for purposes of the Freedom of Information Act (FOIA).

Cooperate with National Archives and Records Administration (NARA) and other regulatory agencies in applying standards, procedures, and techniques to improve the management of records; promote the maintenance of those records of continuing value; and facilitate the segregation and disposal of temporary records.

Maintain, protect, and release all DOC records, including electronic, microform, and multi-media information that is subject to the provision of the Privacy Act (PA), FOIA, confidentiality statues, and other applicable laws.

Coordinate requests related to litigation or anticipated litigation with DOC.

Provide a repository for all -PP&B documentation, deliverable documents, processes and procedures, and provide DOC real-time access to the Document Repository via internet access.

Maintain a Deliverables Tracking List that inventories documents delivered to DOC and track data for performance monitoring.

Maintain a Deliverables Repository and provide proper storage, cataloging, and versioning of documents.

Provide copying and duplication services as required to support the PP&B Program.

4.9 Staffing Plan

The Contractor shall maintain staff that are well-trained and knowledgeable of Federal HR processes and procedures and are capable of performing the requirements provided. To assure this, the Contractor shall:

Develop and maintain a Contractor Staffing Plan for OHRM that includes but is not limited to:

o Executive Summary o Staffing Objectives o Organization Structure o Staffing Benchmarks which compare headcount (by function) to other comparable industries, competitors, and Government Agencies o Staffing for current functions including: Work Breakdown Structure (WBS) Element, Name, Labor Category, and Title o Staffing Strategies o Transition o Long Term o Peak loads o Personnel shortages o Scaling to increased capacity o Subcontractor information, if applicable

Provide Workforce Analysis which assesses current and future workforce needs, skill levels, experience requirements, by individual work package, identifies gaps, and develop strategies to ensure staffing, knowledge, skills, and abilities needs are met in the dynamic, cyclical and changing OHRM-PP&B environment.

Provide Leadership/Succession Planning to identify and develop employees to ensure key organizational positions can be filled by qualified internal candidates.

Provide a Retention Management Program to ensure retention of a highly skilled workforce in a competitive environment.

Provide a Recruiting Program to identify skills needed and potential sources to close any identified gap, such as college, professional, and technical recruitment.

Provide a Qualification Training Program to identify required qualifications training.

Provide a Contract Expiration Staff Reduction Plan.

Outline the method of managing subcontractor staffing levels and productivity.

Update the OHRM-PP&B Staffing Plan every six months, upon the occurrence of significant staffing changes or reorganization, or as requested.

DRAFT – Program Requirements and Evaluation Approach

II. OVERVIEW OF EVALUATION APPROACH

The following section provides an overview of proposed volumes to be developed and submitted by contractors on approach to provide the program requirements.

1. Volume 1: Technical Approach

Volume 1 shall detail the Contractor’s technical solution to meet the requirements. The Contractor shall provide a Technical Response that includes the following:

1.1 Transition Plan

The Contractor shall provide a Transition Plan that describes the following:

Describe the overall approach for transitioning from the current PP&B vendor to the new PP&B vendor. The approach should include the overall methodology for transition, the approach for ensuring that vendor personnel are ready to provide services, how the vendor will ensure they understand DOC and its processes, and any go-live approaches to ensure success from Day 1 of Go-Live

Provide a project plan in a work breakdown structure (WBS) format for how the vendor will transition services from the current PP&B vendor to their own service center. The project plan or roadmap should include the activities, duration of the activities and key decisions that will be used to ensure the Contractor and government are ready for Go-Lives

Identify any risks and mitigation strategies the Contractor typically sees during a transition.

Share the mitigation strategies the Contractor has used in the past to mitigate any risks

Identify a client or current Contractor-owned service center that DOC can visit. Provide a description of the environment and the services provided at that site. This site will be used during the evaluation period as the site DOC will visit

The successful Contractor’s plan will result in an Attachment to the final Award document. If the subcontractor(s) are known, the Contractor shall connect the work to the subcontractor and specify the extent of commitment to use the subcontractor(s) (enforceable vs. non-enforceable commitments). (Small Business contractors shall provide this information to the extent subcontracting opportunities exist in its approach to performing the requirement.)

1.2 Technical Solution for Operational Services

The Contractor shall describe its technical approach that addresses the operations and maintenance of PP&B services with fully functioning people, processes, and technology. At a minimum, the Contractor shall:

Address its technical knowledge and ability to meet the Government’s requirements to perform the functions of the program requirements. The Contractor will detail the specific procedures it will put in place to ensure that all services are provided in accordance with applicable regulations and policies.

Address changes in regulations or policies that impact processes or procedures used to provide PP&B services Demonstrate its ability to conform to existing procedures and policies and how it will document policies and procedures and maintain updated documentation Propose, if it so chooses, different processes or variants to current processes describing rationale and how they will be implemented Describe the quality processes used to ensure SLAs are met and quality of transactional accuracy and high customer service is reached. The quality processes should be described for transactional processing quality assurance and call center quality assurance.

The successful Contractor’s plan will result in an Attachment to the final Award document. If the subcontractor(s) are known, the Contractor shall connect the work to the subcontractor and specify the extent of commitment to use the subcontractor(s) (enforceable vs. non-enforceable commitments). (Small Business Contractors shall provide this information to the extent subcontracting opportunities exist in its approach to performing the requirement.)

1.3 Program Management Plan

The Contractor shall describe its Program Management Plan (PMP) to provide the various administration functions necessary for the effective support of OHRM PP&B services.

The objective of the PMP is for the Contractor to describe its organization, assignment of management functions, duties, and responsibilities escalation procedures, applicable management policies and procedures, and reporting for contract. At a minimum, the PMP shall:

Describe its overall Program Management capabilities, processes, and procedures related to the below functions:

o Schedule Management o Cost Management o Risk and Issue Management o Deliverable Management o Status Reporting o Quality Management

Describe the project management procedures, methodologies and policies that will provide a consistent solution to all customers in accordance with target Service Level Agreements (SLAs).

Describe the Transition In and Out Plans for all DOC-owned data

Describe the corporate organization, project organization, structure, leadership, authority, and internal reporting relationships.

Describe the non-Government facilities for performance of work.

Describe scaling capability to meet the PP&B needs of the DOC.

Describe the corporate approaches and processes for acquiring and retaining highly qualified/credentialed staff and subcontractors with knowledge of Federal HR processes, policies, and regulations across the life of the Agreement. The Contractor shall address how they vendor retain top federal HR talent and the amount of training new team members will receive PRIOR to starting on the program and the training the staff will receive on a yearly basis to ensure staff meet the needs of DOC.

If the subcontractor(s) are known, the Contractor shall provide a Subcontracting Plan that describes each subcontractor’s role, core capabilities and specializations, and capacity, and that identifies which functions/performance areas within the contract scope it will perform.

(Subcontractor Profiles shall be limited to one page per subcontractor and do not count towards the PMP page limitation).

This Subcontracting Plan shall demonstrate:

The Contractor’s plan to integrate within the multi-vendor OHRM environment.

The Contractor’s knowledge and understanding of Federal Human Resources, specifically PP&B, and demonstrate its ability to perform PP&B functions at the size, scope and complexity required by the DOC.

The general procedures that will ensure that all services are provided in accordance with applicable regulations and policies.

The Subcontracting Plan shall detail if the subcontractors are a small or large business in accordance with FAR 52.219-9. **If Subcontracting Plan is submitted as an independent addendum or appendix to the PMP, it will not count towards the page count limitation**

1.4 Key Personnel

The Key Personnel element of the Technical Response shall consist of the following:

The contractor shall provide Key Personnel for the following roles (additional details on roles are provided within Attachment A-5: Key Personnel Descriptions):

o Program Manager o Operations Director / Center Lead o Transition Lead (Phase 1 Only) o Quality Control Lead o End-to-End Federal HR SME (multiple) o Benefits Lead o Payroll Lead o PAR Lead o Records and Document Management Lead o Contact Center Lead o HRIT Administration Lead o Communications Lead

The Contractor shall provide the resumes of all Key Personnel who will be managing the effort, including specializations and responsibilities to provide the requirements. The resumes must include, at a minimum, the following information:

o Name of individual o Job position to be performed o Professional Experience with dates of employment o Education, Certificates and/or Certification(s) o Knowledge, skills, specializations

This element shall include Key Personnel proposed for the scope of the contract and shall provide a signed letter of intent from all proposed key personnel as evidence of each individual’s availability and commitment to work at the start and for the duration of the contract.

The element shall describe the roles of proposed Key Personnel to validate that the proposed personnel possess the knowledge, experience, leadership skills, and industry certifications required to provide the vision, leadership, and technical expertise to deliver for Enterprise Services. The proposal shall include the appropriateness of the key personnel categories proposed and the quality of the individuals proposed for those categories.

1.5 Staffing Model

The Contractor shall use Attachment 6: Staffing Model Template to provide their proposed staffing model for both Phase 1—Transition Services and Phase 2—Operational Services. Staffing models should utilize the Rate Card that is to be completed in Attachment 5: OHRM PP&B Services Pricing Template for Volume 3: Pricing Proposal.

2. Volume 2: Similar Experience And Past Performance

Volume 2 shall detail the Contractor’s similar experience and past performance as they directly relate to the work being procured.

2.1 Similar Experience

The Contractor shall submit Volume 2: Past Performance - Similar Experience consisting of three

(3) Similar Experience Forms (SEF) (A-7: Similar Experience Form).

The Contractor shall submit a proposal cover letter inclusive of the following information:

Name, address, and telephone number of the Contractor

Contractor’s Data Universal Numbering System (DUNS) Number

GSA Contract Number

Period of Performance of GSA Schedule contract and options

Number of employees serviced

Number of staff members on the program

Estimated number of PP&B transactions completed in any given year

Applicable small business concern information

Acknowledgement and affirmation of clauses and provisions

Company point of contact for this acquisition with contact information for formal correspondence

Any and all CPARs completed for this contract (the government reserves the right to research all CPAR scores not reported by contractors)

The Contractor shall submit three (3) SEF where they performed as a Prime or as a subcontractor on projects of similar in scope and complexity to the scope of the RFP

Experiences shall be within the past three (3) years of the date of issuance of the RFP

Contractors shall address the same contracts or projects that are being submitted for review in the Past Performance section.

Similar experience information shall be based on Contractor-selected U.S. federal, U.S. state, U.S.

local governments, or U.S. commercial contracts. The Contractor may include contracts on which they have performed or are performing work as a prime or subcontractor but shall identify its role in the project.

Contractors that have no single project that encompasses experience in all areas of services required may show similar experience through a combination of projects.

Any similar experience information provided by the Contractors is subject to verification/validation by the Government. The Government reserves the right to contact the government/commercial points of contact provided by the Contractors, and any project officials and/or other persons who have been involved in any of the projects listed by the Contractors to verify information about similar experience.

2.2 Past Performance

The Contractor will provide the attached Past Performance Questionnaire (PPQ) (A-8: Past Performance Questionnaire) to three (3) prior customer organizations with instructions to complete the form and submit directly to the Government Point of Contact (GPOC) by the deadline in this section. The work performed shall be within the previous three (3) years of the date of issuance of the RFP. Contractors shall submit a PPQ for each of the PP&B tasks. Additionally, each of the past performances will have 3 different clients complete a PPQ. Each past performance should have a PPQ completed by a CO or COR, a senior executive familiar with the Contractor’s performance, and a GS 14 or 15 equivalent who works or worked with the Contractor on a daily basis. This will require the Contractor to have a total of to9 PPQs (3 past performance with each having 3 different PPQs).

The purpose of the PPQ is to capture the extent to which the Contractor or a Contractor’s subcontractor demonstrated compliance as the Prime Contractor with prior contract requirements similar in scope and complexity to the work required under the RFP. The Contractor shall consider the size or magnitude, content, services provided and complexity of the contracts or subcontracts as they relate specifically to the RFP requirements and address the items in the PPQ. A minimum of 2 past performances must come from the Prime Contractor.

In accordance with FAR 15.305(a) (2), past performance evaluation, a Contractor may submit additional information, at its discretion, if the Contractor considers such information necessary to establish a record of relevant performance. The Past Performance evaluation will be based on information provided by Contractors in its proposal, as well as any other information that the Government obtains independently. Additional information includes any CPARs completed by the client in the previous 3 years.

3. Volume 3: Price Proposal

The Price Proposal shall be provided subject to the content and format requirements identified below and shall be structured as follows:

SECTION TITLE

1.0 Cover Letter

2.0 Responsibility Statement

3.0 Pricing Assumptions & Estimated Pricing Techniques

4.0 Completed Pricing Template (A-9:

OHRM PP&B Services Pricing Template)

3.1 General Requirements for Price Proposal

The Contractor shall prepare the Volume 3: Price Proposal subject to the following general requirements:

General – To ensure the Government is able to perform a fair assessment of proposed pricing, each Contractor is required to submit a price volume for evaluation. The

Contractor’s price volume shall:

o Provide pricing for all data elements required to establish pricing o Explain all pricing assumptions and estimating techniques o Comply with all FAR and CAR provisions

3.2 Cover Letter

Volume 3 Price Proposal shall include a cover letter that contains the following information:

Name and Address of Contractor

Contractor Point of Contact name, telephone number and primary email address.

Names and business size of proposed subcontractors.

DUNS for prime and any subcontractor, if applicable.

Name, title and signature of the Prime Contractor’s authorized representative (signature authority).

The following statement:

“This proposal reflects our estimates as of this date. By submitting this proposal, we grant the DOC and its authorized representative(s) the right to examine, at any time before award, those records, which include books, documents, accounting procedures and practices, and other data, regardless of type and form or whether such supporting information is specifically referenced or included in the proposal as the basis for pricing, that will permit an adequate evaluation of the proposed price.”

Statement affirming that the Contractor’s pricing shall remain firm for at least TBD days after the date specified for receipt by the Government.

3.3 Responsibility Statement

The Contractor’s Responsibility Determination shall discuss its current financial status and plans relative to this contract, including information documenting its financial condition and financial capability to conduct a project of the type and magnitude of this contract. This information shall be provided at both the corporate level and the lowest level pertinent to the Contractors’ financial condition. If the Contractors are a division, subsidiary, or other business affiliate of a firm for which the financial information is submitted, the financial relationship between the parent and affiliate shall be clearly described. Include, at a minimum, the following information:

Name and location of the company and all its divisions, highlighting the division(s) expected to perform the effort

Other pertinent information on financial resources available to the company

3.4 OHRM PP&B Services Pricing Template

Contractors are required to submit a binding rate card for their services. Please reference Attachment A-8: OHRM PP&B Services Pricing Template for a list of all labor categories (LCATs) for which rates are required.