Attachment II - PWS Attachments.pdf

ATTACHMENT 1

NRC ADVERTISING PLAN SUMMARIES

PROGRAMS: GENERAL ENLISTED PROGRAM, GENERAL OFFICER PROGRAM, MEDICAL OFFICER

PROGRAM, RESERVE PROGRAMS, LOCAL ADVERTISING & CRM, WEBSITE

AND INTERACTIVE, EVENTS MARKETING

1. GENERAL ENLISTED AD PLAN SUMMARY

Market Assessment

• Active Enlisted recruiting continues to achieve goal

• Specialty-specific messaging rather than general messaging

• Overall awareness of the Navy and Navy careers is low. Navy and Air Force compete with one another based on similar offerings of the opportunity for education, training and ultimately a long-term career in technology, after military service

• Number of parents with prior military service continues to decline

• Majority of leads come from Cost Per Lead (CPL) and navy.com

Critical Recruiting Priorities

• Any rating deemed High Priority by CNRC o Science, Technology, Engineering, and Math (STEM) is a key emphasis in communications

• Nuclear field rates

• Naval Special Warfare/Naval Special Operations (NSW/NSO) communities

(SEAL/SWCC/Diver/EOD/AIRR).

• Information Dominance Corps (NAT IDC/CTI Emphasis)

• Submarine Electronics Computer Field (FT/STS/ET submarine ratings)

• NROTC recruiting - Increase the number of “Technical Majors” within the 4,000 completed applications

• Flexibility must be maintained in the Marketing and Advertising Plan as priorities may shift Historical Tactics

• High School/Work Force Direct Mail (DM) with multiple response method to drive traffic online

• High School/Work Force Email (EM) both long and short form

• Female specific NSO DM/EM with dedicated landing page

• NSW EM

• Job postings that reside on Navy.com

• Social Media, Search Engine Optimization (SEO), Search Engine Marketing (SEM)

• Resume mining

• Video content for Navy.com, Social media, recruiter use

• Navy.com content specific updates

• Online banner ads

• Affiliates

2. GENERAL OFFICER AD PLAN SUMMARY

• Overall officer recruiting has met active general officer goals, but there are perennial challenges in professional skill sets (Medical, Dental, Chaplain), and all reserve officer programs.

• Navy and Air Force compete with one another based upon both offering the opportunity for education, training and ultimately a long term career in technology, after military service (Both services are perceived equally to be on the cutting edge of technology).

• Specialty-specific messaging rather than general messaging

• Large percentage of population cannot differentiate between Officer and Enlisted

• Cyber Warfare Engineer, Information Warfare, and Information Professional

• Chaplain (all denominations) recruiting will always be challenging

• Mission MUST be achieved in all Nuclear Programs

• General Officer attainment is for both Active and Reserve Officer

• Emphasis should be on individual’s personal achievement, their ambition, and opportunities to grow as a leader

Historical Tactics

• Direct mail to Centers of Influence

• Email

• Nuclear EM

• Nuclear DM influencer kit

• Chaplain work force DM with dedicated landing page

• Chaplain EM

• Scholarship information sent to universities

• Navy.com content specific updates

• Affiliates

• Resume mining

• Job postings that reside on navy.com

• Social media/SEO/SEM

• Chaplain/Nuclear videos

• Print ads

3. MEDICAL OFFICER AD PLAN SUMMARY

• Perception of the Navy is one-dimensional and they have no concept of the Navy’s health care system

• Overall awareness of the Navy and careers offered are low

• Opportunity to own their own practice is a key motivator in Healthcare

• Low propensity among college youth to join the military due to war

• Increasing medical goals require expanded effort

• Bureau of Naval Medicine (BUMED) will continue to provide technical advice and direction on quality needed for Navy physicians

• Physician- Active and Reserve; specific specialties include: General Surgery (RC), Orthopedic Surgery

(RC), and Anesthesiology (RC), General Dentist (AC), and Oral-Maxillofacial Surgeon (RC)

• Nurse – Active and Reserve, specialties that include Medical/Surgical, Critical Care and Perioperative

• Dentist- Active and Reserve

• Medical Service Corps (MSC)- Active and Reserve emphasis on Mental Health/Psychology (AC) and

Health Administration (AC/RC).

• Medical Students

• Focus should be on pre-med students that require money for medical school

• Younger doctors focused on training and cutting edge technology -- emphasize the positive aspects of Navy service

• Identify and target medical schools that will expand enrollment in the next five years

• Highlight the variety of jobs and skills Navy Officers acquire

• Highlight the opportunity for adventure, continuing education, training in cutting edge technology

• Show a good work/life balance

• Physician Work Force EM with dedicated landing page

• Physician recruiter kits

• Physician focused Reach MD

• Nurse EM

• Nurse Work Force DM

• Dental Work Force EM

• MSC emails (multiple specialties)

• Medical student DM

• Medical student EM

• Medical student study aids

• Medical videos

• Affiliates

• Social media/SEO/SEM

• Job postings that reside on navy.com

• Navy.com content specific updates

• Resume mining

• Medical SME

• Conventions

4. RESERVE PROGRAMS AD PLAN SUMMARY

• Reserve recruiting is a high priority

• Fewer officers are getting out of the military

• Those who leave, do so for valid reason; family, civilian employment, school

• Young adults are not differentiating the Reserve path from the Active Duty path

• Propensity for the Reserve is near record low, especially from Active to Reserve

• Majority of leads come from CPL or navy.com

Critical Recruiting Priorities

• Prioritize efforts to place emphasis in following order:

o Currently serving Active Duty Officers o Prior Service (PS) Navy Veteran (NAVET) Officers o PS Other Service Veteran (OSVET) Officer o PS Enlisted o Non Prior Service (NPS) Officers o NPS Enlisted

• PS Officer DM/EM

• Reserve DM/EM

• Reserve influencer kits

• Job postings that reside on navy.com

• On-base advertising

• Navy.com content specific updates

• Video for Navy.com, Social media, recruiter use

• Social media/SEO/SEM

• Affiliates

• Resume mining

• Out of Home (OOH)

5. COMMUNITY OUTREACH PROGRAM WITH STEM EMPHASIS AD PLAN SUMMARY

• Overall awareness of the Navy and careers offered are low

• Recruiters need marketing insights forums to engage candidates

• Broaden selling points to highlight fast-track responsibility and lifestyle

• Highlight Science, Technology, Engineering, and Math (STEM) careers– these career fields are crucial to the future success of this country and the Navy

• Create opportunities for recruiters to have face-to-face conversations with our target – low pressure non-threatening environments

• Print ads for Hispanic, African America, Native Am, Female publications

• Print ads for minority medical and nurse publications

• Developed relationships with organizations (shown below) inviting members to visit the Navy booth at their national meeting. Materials target pre-college, college and professional audiences Student-Based Engineering-Centric Sponsorships:

o American Indian Science and Engineering Society (AISES) o Asian Pacific American Student Association (APAMSA) o National Society of Black Engineers (NSBE) o Latinos in Science and Engineering (MAES) o Society of Asian Scientists & Engineers (SASE) o Society of Hispanic Professional Engineers (SHPE) o Society of Women Engineers (SWE)

• Built various initiatives that brought the basic concepts of STEM to life for students ages 12-24. Directly related these concepts to everyday projects and career paths in the Navy. Early awareness allows students to take required STEM classes early in high school.

• Public Relations

• Speakers’ Bureau

• Intramural sports sponsorship

• Digital banners

• Public Service Announcements

• Research

• Videos for Navy.com, Social media, recruiter use

• Social/SEO/SEM

6. CALL CENTER, LOCAL ADVERTISING AND CRM PROGRAM AD PLAN SUMMARY

Recommendations

• Call Center Maintain national call center for active and reserve programs for inbound and outbound calls

Maintain deeper blueprinting for all newly acquired system eligible leads o Improve reporting capabilities for inbound and outbound calls. Provide NRC capability to automatically retrieve call center reports o Expand call monitoring capabilities for both inbound and outbound calls o Conduct quarterly or bi-annually training visits with NRC rep

Ensure all CSRs are clear on script processes Reiterate client expectations

Ensure industry best practices are observed for call center operations and reporting

• Fulfillment Electronic fulfillment o Fulfill based on “actual” blueprinting status o Ensures individuals are receiving correct fulfillment

Maintain fulfillment capabilities and industry best practices Implement customer feedback survey

• AD Pack (Leads Generation)

Refresh materials to take advantage of new printing and mailing technologies Create 4-color magazine fractional ads Create/maintain digital ads for use on websites in conjunction with local advertising efforts (i.e., web banners for active and reserve programs) Create/maintain: :30 and :60 second radio scripts Create/maintain cost effective non-HTML local email blast creative Create additional blind classified ads for various programs (list to be provided by NRC N94)

• Customer Relationship Management (CRM) (to include NALTS for the base period only)

Implement business process improvements to current system Address and correct any and all identified issues based on priority and approved project plan o Establish and enhance process for handling trouble tickets and reported issues o Establish turnaround time for helpdesk tickets o Provide Business Requirements for any/all enhancements o Provide annual recommended CRM projects based on existing backlog

Conduct QA on all files (Blueprinting and vendor) Implement QC measures on all CRM processes Provide required services for CRM system and its associated processes o Navy.com is the only lead generating website. These leads automatically filter into the Navy’s Advertising and Leads Tracking system (NALTS). NALTS is owned by the Navy. Currently, the NRC enterprise is converting Leads Tracking systems to the Salesforce CRM. The contractor will be required to have a satisfactory level of knowledge on Salesforce products and services to utilize Salesforce systems for leads collection and processing. Currently, data is transmitted bi-directionally between SalesForce and NALTS daily via a RESTful Web Service API.

7. WEBSITES AND INTERNET INITIATIVES AD PLAN SUMMARY

Principal Websites Navy.com

Microsites Microsites are generally “landing pages” from links in ads or emails and/or “Rich Text” banners which will eventually lead the prospect to Navy.com or another of our recruiting websites Microsites may be short-lived or, if popular may find a home as a module on Navy.com or another of our recruiting websites Designed for specific specialties, programs, or recruiting initiatives Examples:

o Nuclear Field rating videos o Warrior Challenge program o Medical programs o Sailor Vs.

o Faces of the Fleet o Sea Stories (podcast)

Web Based Initiatives Chat

Chat provides avenue for Cyber Recruiters to be 1-on-1 with prospects (Cyber Recruiters currently chat through a stand-alone software package)

Web Videos Allow for individual sailor/officer to talk about his or her experiences in the Navy Cross-sells opportunities described in text on website Give a face to “the military” and let prospects know that it’s not all work all the time

Social Networking Sites Currently have a presence on Facebook (4) pages, YouTube, Twitter, Snapchat, Instagram, and Reddit.

8. EVENTS MARKETING AD PLAN SUMMARY

• Mobile VR Simulator(s) Allows the recruiter a tool to attract and engage prospects to develop leads. Often the focal point for high visibility Navy recruiting events.

● Convention Support

Our recruiters rely heavily on events attended by large numbers of our target group(s). The goal is to attract, engage, and expand prospect interest and awareness of the U.S. Navy career options.

● Events Scheduling Webpage Allows recruiting districts the ability to request event properties and provide after action reports of each event to evaluate the return on investment

9. DIRECT MAIL LISTINGS HISTORICAL

Audience lists and subscriptions to support the Direct Mail campaign.

Historically, the Navy uses the following lists as a base line to execute direct mail campaign:

JAMRS lists, Test Scores (i.e. ACT, SAT, MCAT, DAT), high school data bases and the DMA lists.

Currently, the Navy requires the acquisition of the following lists in addition to the base list described above.

The number of audience lists may vary from period to period based on need, but not exceed the below. Subscriptions are estimated to remain constant.:

MCAT

List MCAT: Medical College Admissions Test List - Seven (7) lists, three (3) sets (Jan-Sep) ; 30 total test administrations. Min. Order Size 30 Exams.

SCHOLARSHIPS

List Scholarships.com : "HS Sr. Class of 20XX” and “HS Jr. Class of 20XX." Min. Order Size 10,000 ASL: " HS Sr. Class of 20XX” and “HS Jr. Class of 20XX." Min. Order Size 25,000

CHAPLAIN

List Scholarships: Seminary Student 21-38. Min. Order Size 10,000 Rabbis: Actively Practicing Religious Ministry - (no age). Min. Order Size 10,000 Official Catholic Directory: Catholic Priests, Pastors, Chaplains - Within Age 25-57 (ordination year needed 1998-2023). Min. Order Size 10,000.

ACT & SAT

List NRCCUA: ACT 21-28 or GPA Equivalent. Min. Order Size 10,000.

Scholarships: SAT 800-1400. Min. Order Size 10,000.

Scholarships: ACT 21-28. Min. Order Size 10,000.

STEM DEGREES

List NRCCUA: Age less than 35, receiving STEM Degrees. Min. Order Size 10,000.

Scholarships: Age less than 35, receiving STEM Degrees. Min. Order Size 10,000.

ASL: Age less than 35, receiving STEM Degrees. Min. Order Size 25,000.

ACT & SAT (REMAIL HQR)

List NRCCUA: ACT 21-28 or GPA Equivalent. Min. Order Size 10,000.

Scholarships: SAT 800-1400. Min. Order Size 10,000.

Scholarships: ACT 21-28. Min. Order Size 10,000.

STEM DEGREES (REMAIL HQR)

List NRCCUA: Age less than 35, receiving STEM Degrees. Min. Order Size 10,000.

Scholarships: Age less than 35, receiving STEM Degrees. Min. Order Size 10,000.

Medical Professionals RN's - with Specialties

List Active Nurses: RN's 24-43, in Critical, Emergency Medicine, Surgery Medical Surgery, Perioperative, and Maternal/Infant (Neonatal and Maternal and Child Health). Min. Order Size 10,000.

Nurses MF from Lippincott: RN's 25-45, in Hospital Acute Care, Perioperative, and Maternal/Infant (Neonatal and Maternal and Child Health). Min. Order Size 10,000.

Medical Data Interactive: "Registered Nurses, Ages 25-45, US Citizen, with the following Specialties:

critical care and emergency, Perioperative, and Maternal/Infant (Neonatal and Maternal and Child Health) " Min.

Order Size 10,000.

ALESCO: "Registered Nurses, Ages 23-43, US Citizen, with the following Specialties: Critical Care, Emergency and Medical Surgery, Perioperative, and Maternal/Infant (Neonatal and Maternal and Child Health)" Min. Order Size 10,000.

NUKE

List Scholarships.com: Juniors and Seniors taking Physics/Chemistry; 19-22 who have dropped out of college/community college. Min. Order Size 20,000.

NRCCUA: Juniors and Seniors taking Physics/Chemistry; 19-22 who have dropped out of college/community college. Min. Order Size 10,000.

ASL: Juniors and Seniors taking Physics/Chemistry; 19-22 who have dropped out of college/community college.

Min. Order Size 23,500.

SUBSCRIPTIONS

List State & Federal Prison Filed, Monthly DMA Choice, Monthly USPS (City State National), Annual

ATTACHMENT 2

GOVERNMENT FURNISHED ITEMS

NRC will provide the following items to the contractor for performance under this contract:

1. Customer Relationship Management (CRM) Database consisting of four interrelated modules:

a. Administration – consisting of code groups, location management (geography and zip assignments), media management and program eligibility maintenance

b. Marketing and Media – consisting of field advertising planning and related activities, campaign management, & list capture

c. Lead Management – consisting of lead search and new lead entry, duplicate management, Cyberspace new lead entry and daily counts

d. Reports– consisting of a robust business objects reporting engine for numerous management and operational reports

2. Navy Advertising Leads Tracking System (NALTS) Database consisting of four interrelated modules:

a. Administration – consisting of code groups, location management (geography and zip assignments), media management and program eligibility maintenance

b. Lead Generation – consisting of field advertising planning and related activities, campaign management, target prospects, list import/management and local direct marketing

c. Lead Processing – consisting of lead search and new lead entry, duplicate management and daily counts

d. Analyze Effectiveness – consisting of a robust business objects reporting engine for numerous management and operational reports

2. Zip Code/NRS Territory Maintenance Table (within CRM)

3. Documentation for Websites and Applications listed in Attachment 8 (where available):

a. Standard Operating Procedures (SOPs)

b. System Design Documentation

c. Program Code

d. User Guides to Operating Systems

e. Eligibility and Fulfillment Processing

4. Digital files of creative elements from previous projects.

5. Printed materials for Direct Marketing.

6. IT Capabilities

7. Promotional Items to be used at events.

8. Navy Talent Acquisition Group-owned Pop-up Displays for use at conventions/meetings.

ATTACHMENT 3

REQUIRED REPORTS

1. FINANCIAL REPORTS: Submit to NRC COR and Budget/Contracting Division:

• Encl (1) AMAP Tactical Production Report (Annually):

Proposed Plan for all CLINs submitted annually to the NRC COR no later than 30 calendar days after the approval of the Annual Marketing and Advertising Planning Meeting.

• Encl (2) Paid Media Flowchart

Initial input due in conjunction with AMAP and updated throughout performance period as changes occur.

• Encl (3) Form DD804 Recruiting Resources Summary - DODINST 1304.32 (Monthly) Submitted by the 10th of the following month

• Encl (4) Contractor Budget Allocation Report (Monthly) Submitted by the 10th of the following month

• Encl (5) Paid Media Plan By Task Order and Dollar Value (Annually)

• Ad Hoc Financial Reports and Data Calls (When requested)

2. MANAGEMENT REPORTS: Submit to NRC COR

• Weekly Project Status Report

• CRM Projects Report

• Ad Hoc Queries and Reports (when identified by NRC)

3. LEADS MANAGEMENT REPORTS: Submit to NRC COR and Leads Management Division

• Navy Marketing Intelligence (NMI) Reports (monthly); currently using Adverity

• General Enlisted, General Officer, Medical Officer (monthly and FYTD)

• Reserve Non-Prior Service (NPS) Enlisted and Prior Service (PS) Enlisted NAVET (monthly and FYTD)

• Reserve General Officer, Medical Officer (PS and NPS) (monthly and FYTD)

• NMI CNP Executive (monthly)

• NMI Dashboards:

Weekly dashboard reports of leads generated, conversion rates and contracts by source/channel/events marketing venue and compared to previous year. Reports are in graphical format.

Monthly dashboard reports of leads generated, conversion rates and contracts by source/channel/events marketing venue and compared to previous year. Reports are in graphical format.

• Telephone Analysis (, monthly)

• Direct Connect Reports (weekly, monthly)

• Resume Mining Reports (monthly)

• Medical Specialty Reports (monthly)

• NTAG Territory Zip Code Alignment Information Extract (monthly)

4. IT Reports

• Cyber Security Reports (monthly and as requested by NRC) Formats may vary depending on approved Designated Approving Authority requirements.

• DIACAP Reports (upon initial creation, annually, and as requested by NRC)

• IAVM Reports (monthly)

• IT Work Force Status Report (monthly): A report that includes a list of employees that support IT

Systems or services to include name, IT designation, certificate(s) held, continuing education requirement verification, background investigation status, citizenship, date of last annual Information Assurance training and PII training.

5. MISCELLANEOUS REPORTS

• Internet Activity Report (weekly):

Submitted to NRC Interactive and Web Content Manager. Required for all websites (including site visits, click-through, year-to-date visits, length of visits, etc.). Report format will be coordinated with NRC. Report is due Tuesday of the following week and is intended as a “quick look” prior to the monthly Internet Summary Report.

• Internet Summary Reports (monthly):

• Submitted to NRC Interactive and Web Content Manager. Required for all websites. Contains analytics. Format and content will be coordinated with NRC Interactive and Web Content Manager.

• Call center reports submitted monthly or weekly as required. Daily call volume, average time per call, time on hold, abandonment rate, gross & eligible leads produced. Trained CSRs available Monday through Saturday for outbound calling for CRM eligible leads and Monday through Friday for Resume Mining.

• Various Ad Hoc Queries for Reports and Data when requested by NRC management.

• Postage Report (monthly):

Submitted to NRC Leads Management and N9 Contracting Officer, broken out by national mailings.

The contractor shall provide a monthly report detailing the number of mailed pieces and the balance of outgoing and incoming postage funds available for future mailing covered by the Annual Advertising and Marketing Plan. The contractor shall notify NRC each quarter with the estimated number of mailings to occur during that quarter so that funds can be placed on a task order for postage.

• Social Media Analytics Report (Monthly, post event or media buy, as required):

Submitted to appropriate Program Manager. The contractor shall provide a monthly and post event/media buy report detailing NRC social media activity. Analytics for the report need to extend beyond built in reporting i.e. Facebook Insights or on-site analytics. Metrics shall include but not limited to user engagement, unique users engaged, sentiment, likes/followers and associated metrics. Additional report content will be coordinated with Program Manager.

ATTACHMENT 4

FIELD EVENT MARKETING

The Navy requires a variety of event marketing properties and services to support recruiting efforts across the country. At a minimum, the contractor shall initially provide these same services and properties (or equivalents subject to NRC approval) to prevent any interruption in the Navy’s event schedule. The contractor may recommend changes to the event marketing elements, but changes shall be subject to NRC approval. Any change or revision to these requirements shall only be accomplished and implemented via a modification to the basic contract.

Events marketing properties include, but are not limited to vehicles, and convention booths. All events marketing properties shall be customized with high impact, fresh, relevant graphics (approved by NRC) that communicate the Navy’s brand and recruiting message. The contractor shall provide appropriately trained personnel to operate and service all events marketing properties. Contractor personnel shall also be responsible for set-up, operation, and dismantlement of properties. Contractor shall maintain properties per industry standards for safety and maintain appropriate certifications and insurance as required by law. Event properties shall positively and dynamically represent the Navy to help attract the intended audience to the displays.

Leads collection for all events shall be required utilizing electronic means to upload to CRM within 24 hours of event completion. Each event shall require its own Data Entry Code (DEC) for lead attribution to accurately track return on investment. If electronic leads capture is not possible due to equipment failure, changes in Information Assurance regulations, or other means beyond the control of the contractor, a manual process of leads collection shall be used. In the instances of manual leads collection, the vendor will receive and batch the hard copy lead card daily and send to the designated Fulfillment Center for further processing into CRM. A hard copy of all names and phone numbers obtained at each event shall be given to the NRD/NTAG’s event recruiter-in-charge at the completion of the event. The contractor shall protect and safeguard all PII in its possession and during transfer to the Navy in accordance with this SOW and all DOD and DON regulations.

A. Activations to include:

• Engagements utilizing Navy branded footprint (branded tents, tablecloths, self-standing banners, T-shirt/notebook designs, etc.)

• Digital lead capture inclusive of printing mechanism to enable NTAG’s access to collected leads post each event; all leads collected must be compatible with Navy leads required fields per CRM.

• Establish measurable goals beyond lead generation including:

- Brand awareness (impressions)

- Navy.com/social media visit increase

- Call Center volume impact

- Pre-promotion efforts

- Social media traffic

• Comprehensive recaps of each NTAG activation inclusive of total lead generation and overall learning and recommendations moving forward.

• Site Check with the objective of:

- Ensure all schools selected for activations or engagements meet the following criteria:

o Majors/programs including pre-med, engineering and technology o Military recruiting welcome on campus o Potential to activate small to large scale recruitment event in high traffic student areas on campus (i.e. main quad or student union centers); must consider activation size footprint o Agree on all logistics and flow of each event o Schools selections to be approved by NRC prior to any engagements

- NTAG Engagement o Conference Calls o Schedule 2-3 conference calls with the NRD/NTAG and day of recruiters to review the day of run of show o Event Activation Overview o Concise event run of show, map, parking directions and key points of contact.

Welcome recruiters day of, review event activation overview, introduction of onsite event team and partners o Recruiters Event Engagement o NRC or NTAG to provide 6-8 recruiters to recruit at the event; recruiters will perform career seminar briefings and discuss the event with media when on site;

recruiters will provide RADs and promotion items for the event.

- Seminars o Maximum use of relevant video content will be a part of every activation o Seek opportunities to invite key organizations/students. Work with Career Services, Science, Math, Medical and engineering organizations as part of the engagement strategy, as well as multicultural student centers.

- Integrated Pre-Promotion o Media Relations – 2-3 weeks prior to activation to include local and campus media, press releases, media advisory & radio talking points/interviews o Social Media Engagement – 2-3 weeks prior to activation o Facebook, Twitter/X, Instagram, Snapchat, Reddit, Threads, and any emerging social media platforms o Career Center website & University website o Campus Communication – 3 weeks prior, 1 week prior, and day of activation o May be accomplished through Geo-targeting, email, Flyer/poster distribution, closed circuit televisions, scroll kiosk/marquees, Student Radio Station, and Campus organizations/groups such as Nursing, Engineering, and Pre-med groups

- Integrate a variety of event assets to include: Tents, tables, branded table clothes, signage (framed stand and banners), t-shirts and other promos appropriate for the size of the event

- Local NRD will provide RADs/and promotion items for informational seminars.

1. DELIVERABLES

The contractor shall provide a written Monthly Progress Report to NRC Code N9 addressing all activities in progress for the month. This report shall be included in the overall Analytics report provided from the Contractor. The Contractor shall also provide a written Final Summary Report to be submitted NLT 30 days after completion of period of performance addressing areas of success, areas for improvement, and recommendations to consider for future endeavors of similar projects.

2. CONVENTION DISPLAYS AND SUPPORT SERVICES

a. Navy recruiters attend numerous medical, education, and chaplain conventions and meetings across the country to educate attendees on career opportunities the Navy has to offer, providing opportunities for recruiters to interact with potential officer or enlisted candidates, both active and reserve for the purpose of generating eligible leads. The Contractor shall provide all services to furnish ALL elements of convention support for Navy’s participation in these convention and meeting events

b. There shall be two types of properties used to support and attend the conventions and meetings; a minimum of ten (10) “Expo Booth Displays” to be provided by the contractor and “Pop-Up Displays” owned and provided by each Navy Recruiting District office. As events are scheduled, the requestor will select either of the two types of properties to attend their event. The contractor’s Expo Booth Display units shall be available for use in at least three configurations: 10’ x 10’; 10’ x 20’; and 10’ x 30’.

c. The contractor shall provide all support and services for these events which shall be tailored to each event’s specifications including, but not limited to, management, coordination, oversight, scheduling, reserving and paying for booth spaces for the events, transportation, shipping, the actual Expo Booth Units (including required enhancements and upgrades), exhibit services such as drayage, electrical, carpeting, security, spotting fees, equipment, furniture, etc., set-up and dismantling of booths, and warehousing of exhibits required for each venue.

d. For some convention events, a standard size footprint space will have already been provided as part of NRC’s paid sponsorship package privileges; however, the standard size space may not be large enough to accommodate the Navy’s desired participation. If additional footprint space is required above the standard space provided for any of these events, the contractor shall coordinate the additional space required and associated costs with NRC for funding and resolution.

e. NRC estimates the Navy will participate in approximately 50 to 75 events per year requiring the contractor-provided Expo Booth Displays. These events normally range from two to five days in length, eight to ten hours per day and are normally indoor venues.

3. MOBILE ASSETS

STEM Mobile Assets to be used in support of Field Events Marketing will be acquired under CLINs -005 under a separate task order for development and delivery of the mobile assets and a separate task order for deployment and associated support. The requirement will be further defined at the task order level, however the Navy may require three (3) total walk-through STEM display mobile asset tours. Each tour should consist of three (3) separate pods, one (1) see-through and two (2) cubes, capable of activating in smaller event spaces. Each pod/unit should have a contractor-leased vehicle accompanying it that can tow the pod/unit. The leased vehicles are to be used for contractor performance under this contract and not for use by the Navy or acquired by the Navy. Six (6 of the pods, also known as cube units, will begin customization to correlate to a Navy related concept. These pods/units shall be capable of activating independently of other units for smaller activations; and capable of activating with all nine (9) units together for larger venues. The focus of the tour will be on “higher learning” recruiting priorities to be equipped with customized graphics reflecting the Navy Brand. The property shall reflect cutting-edge technologies to convey attributes associated with the United States Navy. A tour is comprised of three pods when activated together at an event. A pod is a single display unit that should be capable of being towed by a vehicle.(the space shuttles were capable of being towed by a vehicle) When this pod is set up at an event, it will have an activation inside, for example, a simulator, or display, or VR game, etc. The assets shall be able to be displayed with appropriate protection/cover to allow activation during inclement weather conditions throughout the year. The STEM Mobile Assets shall be modular to accommodate small and large footprints.

All services to support the vehicles including operations (drivers and crew), insurance, storage and maintenance of the vehicle will be supported by CLINs ending in -005 in subsequent task order for supporting operating expenses.

The contractor is responsible for updating graphics and providing customization as required for CNRC’s event schedule. The contractor shall also acquire and coordinate required display site space securing the best possible locations for the display. When the display is scheduled for a convention or indoor/outdoor venue, all supporting services such as electricity, spotting, security, carpeting, drayage, etc. shall be provided by the contractor. The contractor support personnel shall be appropriately trained to operate and service all event marketing properties.

Contractor personnel shall be responsible for set-up, operation, safety of participants, and dismantlement of properties and shall positively and dynamically represent the Navy to help attract the intended audience to the display unit. All contractor personnel shall represent the Navy in a professional manner and help attract fans to the display. These operating and supporting expenses will be provided for under a separate task order.

The contractor shall provide supporting pricing information to substantiate their quote at the task order level to ensure that their proposed price is fair and reasonable to include competitive pricing and/or rationale as to why there is no competitive pricing.

ATTACHMENT 5

GLOSSARY OF TERMS

ACO Administrative Contracting Officer

ADPACK

AMAP

Advertising Package (Local-contains various display and line ads) Annual Marketing and Advertising Plan

AQD Accession Quality Designator BDCP Baccalaureate Degree Completion Program CHC Chaplain Corps CHINFO Chief of Navy Information CIRIMS COMNAVCRUITCOM Integrated Recruiting Information Management System CNO Chief of Naval Operations CNP Chief of Naval Personnel

COR

CSR

Contracting Officer’s Representative Customer Service Representative (call center)

CRM

DC

Customer Relationship Management Dental Corps

DCMA Defense Contract Management Agency DCO Direct Commission Officer DFAS Defense Finance and Accounting Service DHRA Defense Human Resources Agency DOD Department of Defense

DON

ELC

Department of the Navy Electronic Leads Capture

FAP Financial Assistance Program FISC Fleet and Industrial Supply Center

FY

FYTD

Fiscal Year Fiscal Year To Date

GPO Government Printing Office HPSP Health Professions Scholarship Program HSCP Health Services Collegiate Program IVR Interactive Voice Response JAG/JAGC Judge Advocate General Corps JAMRS Joint Advertising Market Research Studies

LPT

MAO

Leads Production Team (field) Marketing and Advertising Officer (field)

MC Medical Corps MSC Medical Service Corps NC Nurse Corps NMCI Navy/Marine Corps Intranet NMI Navy Marketing Intelligence NOIC Navy Opportunity Information Center NRC Navy Recruiting Command

NTAG

NNRIC

Navy Talent Acquisition Group National Navy Recruiting Information Center

NRS Navy Recruiting Station NSW/NSO Navy Special Warfare/Navy Special Operations NUPOC Nuclear Propulsion Officer Candidate OMB Office of Management and Budget OCS Officer Candidate School PAO Public Affairs Officer PCO Procuring Contracting Officer PEL Program Eligible Lead PII Personally Identifiable Information

Prior Service

PS

QI

Qualified and Interested

RAD Recruiter Assistance Device

ROI

SECF

SEM

SEO

STEM

Return on Investment Submarine Electronics Computer Field Search Engine Marketing Search Engine Optimization Science, Technology, Engineering, Math

SSP

Subspecialty

VET Veterans VTC Video Teleconference WAWF Wide Area Work Flow (Electronic Invoicing Website)

ATTACHMENT 6

Historical Information, Estimates, and Projections Pertaining to the Solicitation

NOTE: This data is provided for informational purposes only. The Government makes no representations with respect to the accuracy of the data, nor does the Government warrant that the data is a reflection of what is likely to occur during performance of the contract.

Historical Information In FY25, the contract for the requirements has produced sufficient qualified leads through its marketing efforts to generate, on average, 41 percent of contracts from leads.

Projected Recruiting Goals*:

Description FY26 FY27 FY28 FY29 FY30 FY31 Enlisted Active 40,600 40,600 40,600 38,000 34,800 34,800 Enlisted Reserve 8,449 8,449 8,449 8,449 8,449 8,449 Officer Active 3,276 3,276 3,276 3,276 3,276 3,276 Officer Reserve 1,901 1,901 1,901 1,901 1,901 1,901 *Demand signal to fill fleet requirements may change at any time. The contractor must remain flexible enough to alter M&A efforts dependent on fleet requirements affecting accession mission.

Government Projections/Estimates and Requirements for Contract Performance

1. Outgoing National E-Mails (CLINs ending in -001) – estimated 6.9 million annually

2. National Direct Mail (CLINs ending in -001) – estimated 1.1 million pieces annually

3. Postage Estimate for National Mail (CLINs ending in -002): estimated $1.2 million annually

4. Print Ads (CLINs ending in -001) – create 6 new 4-color print ads, 3 flyers and 2 banners for reserve on base production, plus print resizing and shipping annually

5. Videos (CLINs ending in -001) – Twenty (20) videos (varying lengths from 2-8 minutes) and fifty (50) video edits annually. Additionally, two :30 second videos for broadcast and/or streaming television are required.

6. Online Fulfillment Requests emailed (CLINs ending in -001): Letters – estimated 230,000 annually

7. Incoming Calls to Call Center (CLINs ending in -001) – estimated 70,000 annually

8. Video Webcasts (CLINs ending in -001) – twelve (12) developed and produced annually

9. BRC Data Entry (CLINs ending in -001) - # of records captured estimated 100,000 annually

10. Media (space charges - CLINs ending in -002; planning/buying/negotiating services- CLINs ending in -001– annual budget range will vary, estimated at $90M-$105M. The contractor shall include in CLINs ending in -001 costs to support any size media budget.

11. Navy Websites: Creative Content is covered by CLINs ending in -001; all other functions covered under CLINs ending in -006 (Maintenance, and recurring services)

12. Social Media (CLINs ending in -001) – post content, update and maintain 19 sites

13. Market Research (CLINs ending in -001) – As appropriate

14. Events Marketing (Labor - CLINs ending in -001; ODEs -CLINs ending in -005) – Labor in support of field marketing services, estimated:

• Approximately 82 events per year requiring the contractor to provide the Expo Booth Displays.

• Mobile STEM based tour properties provided by contractor. Currently operating 3 Units with associated vehicles, each to be deployed across the nation for 314 days annually.

• Mobile STEM assets are owned and operated by Contractor.

15. Out-of-Home (CLINs ending in -001) – Currently used in limited capacity for a specific campaign

16. Audio/Radio Spots (CLINs ending in -001) – 1 x :30 seconds, 1 x :60 seconds annually

ATTACHMENT 7

1. COMMUNITY OUTREACH EVENTS

Approximately 7 major sponsorships with various community outreach groups per year, to be determined by the needs of the Navy and available funding.

2. STEM MOBILE DISPLAY

a. The Contractor shall provide STEM Tour Mobile Display Units that focus on “higher learning” recruiting priorities to be equipped with customized graphics reflecting the Navy brand. The number of units will be determined by the Navy’s budget. The property shall reflect cutting-edge technologies in use and/or in development by the United States Navy, such as the newest touch screens, proximity sharing file transfer system, interactive electronic gaming, etc. as necessary to attract the target audience. The contractor shall own the vehicles. All services to support the vehicles including operations (drivers and crew), insurance, storage and maintenance of the vehicle will be supported by CLINs ending in -005. The contractor is responsible for updating graphics and providing customization as required for NRC’s event schedule. The contractor shall also acquire and coordinate required display site space securing the best possible locations for the display. When the display is scheduled for a convention or indoor/outdoor venue, all supporting services such as electricity, spotting, security, carpeting, drayage, etc shall be provided by the contractor and funded by CLINs ending in -005.

b. The unit(s) shall be customized with high impact, fresh, relevant graphics (approved by NRC) that communicate the Navy brand and recruiting message.

c. The unit(s) shall be used to support Navy’s participation at various events and locations across the country including college campuses, high schools, malls, and convention facilities. The contractor shall cover all expenses and provide all necessary foot prints/booth spaces and required support services such as electricity, spotting, carpeting, drayage, security, freight, transportation, etc. as required for each event. The contractor shall administer the required booth/site space securing the best possible locations for Navy recruiting purposes for the unit.

d. The contractor support personnel shall be appropriately trained to operate and service all event marketing properties. Contractor personnel shall be responsible for set-up, operation, safety of participants, and dismantlement of properties and shall positively and dynamically represent the Navy to help attract the intended audience to the display unit. All contractor personnel shall represent the Navy in a professional manner and help attract fans to the display.

e. The unit(s) shall be designed to be operational and handle extreme weather conditions (dry, wet, hot, and cold) ensuring electronics are weather proof. The unit that has an interior component shall provide the necessary creature comforts, i.e., heating and air conditioning as appropriate to the weather conditions.

ATTACHMENT 8

NRC WEBSITE/SOCIAL MEDIA DESCRIPTIONS

www.navy.com – Navy.com is the Navy’s premier marketing and advertising website. The site provides information to potential applicants and their influencers regarding careers in the U.S. Navy.

www.nalts.com – NALTS.com is a restricted access/role-based site that allows NRD Leads Production Teams (LPT) and NRC staff (N9) to manage advertising leads which are input to the system through a variety of means, including via navy.com or navyreserve.com.

Social Media: Marketing social media sites will be administered through the Contractor, with content guidance and program information provided through NRC N9 Social Media Managers. Planning a full content calendar at least 2 months in advance taking into account that people may follow us across several social media platforms. Navy commemorations and key events are integrated as a part of the content planning cycle.

• Facebook – Navy Recruiting Command has established four Facebook pages for reaching different audiences:

• www.facebook.com/americasnavy; www.facebook.com/navychaplain;

www.facebook.com/NavyHealthcare; and www.facebook.com/navyreserve

• Other social platforms: Instagram www.instagram.com/americasnavy; X www.x.com/americasnavy; YouTube www.youtube.com/americasnavy and Threads https://www.threads.net/americasnavy

• The Navy also features America’s Navy content on

Snapchat(https://www.snapchat.com/add/americasnavy) and Reddit https://www.reddit.com/user/AmericasNavy/)

Contractor provides tech support if needed and pays to host Navy For Moms (www.navyformoms.com), but it’s a self-running chat board.

INFORMATION ASSURANCE

It is DoD policy that Information Assurance (IA) requirements shall be identified and included in the design, acquisition, installation, operation, upgrade, or replacement of all DoD information systems. This includes systems and processes developed within the Navy Recruiting Command; systems and processes developed at private expense; outsourced business processes supported by private sector information systems; and outsourced information technologies. Information technology services provided under this contract must comply with statutory and regulatory IA policy. The source documents for this policy are:

1. The National Security Act of 1947

2. Title 40/Clinger-Cohen Act

3. National Security Telecommunications and Information Systems Security Policy No. 11, "Revised Fact Sheet National Information Assurance Acquisition Policy" and associated "Frequently Asked Questions"

4. Federal Information Processing Standards

5. DoD Directive 8500.01E, "Information Assurance"

6. DoD Instruction 8500.2, "Information Assurance Implementation"

7. DoD Instruction 8580.1, "Information Assurance in the Defense Acquisition System"

8. DoD Directive 8570.01, "Information Assurance Training, Certification, and Workforce Management"

9. CJCS Instruction 6510.01E, "Information Assurance (IA) and Computer Network Defense (CND)"

10. Defense Acquisition Guidebook – Chapter 7 Acquiring Information Technology and National Security Systems, Section 7.5 Information Assurance

11. DoD Instruction 8510.01, "Risk Management Framework for DoD Information Technology"

12. Defense Security Service (DSS) Assessment and Authorization Process Manual (DAAPM)

Each proposal, or proposed task order under this contract, will be screened for compliance with applicable IA statutes, policies, and procedures. Specific requirements will be stated in the performance work statement/statement of objectives.

http://www.facebook.com/americasnavy http://www.facebook.com/navychaplain http://www.facebook.com/NavyHealthcare http://www.facebook.com/navyreserve http://www.instagram.com/americasnavy http://www.twitter.com/americasnavy http://www.youtube.com/americasnavy https://www.threads.net/americasnavy https://www.snapchat.com/add/americasnavy https://www.reddit.com/user/AmericasNavy/ http://www.navyformoms.com/

This special contract provision shall be updated by reference for any changes to source documents. Any new laws or policies applicable to IA subsequent to issuance of this contract will be incorporated into the basic contract unilaterally without equitable adjustment to the basic contract. Any equitable adjustment shall be assessed by individual task orders that may be affected by the change as applicable.

ATTACHMENT 9

CONTRACT ADMINISTRATION PLAN (CAP) FOR FIXED PRICE, INDEFINITE DELIVERY,

CONTRACTS

In order to expedite the administration of this contract, the following delineation of duties is provided. The names, addresses and phone numbers for these offices or individuals are included elsewhere in the contract award document.

The office or individual designated as having responsibility should be contacted for any questions, clarifications or information regarding the functions assigned.

1. The Procuring Contract Office (PCO) is responsible for:

a. All pre-award duties such as solicitation, negotiation and award of contracts.

b. Any information or questions during the pre-award stage of the procurement.

c. Freedom of Information inquiries.

d. Changes in contract terms and/or conditions.

e. Post award conference.

2. The Contract Administration Office (CAO) is responsible for matters specified in FAR 42.302, except those areas otherwise designated as the responsibility of the Contracting Officer's Representative (COR) or someone else herein.

3. The paying office is responsible for making payment of proper invoices after acceptance is documented.

4. The Ordering Officer is responsible for:

a. Requesting, obtaining and evaluating proposals for orders to be issued.

b. Select the most advantageous offer to the Government for individual Task Orders in accordance with contract provisions. Determining that the price/estimated cost of the order is fair and reasonable for the effort proposed.

c. Obligating the funds by issuance of the delivery order/task order.

d. Authorizing the contractor to begin performance.

e. Providing subcontract approval.

f. Monitoring direct costs on orders issued.

NOTE: The PCO and the Ordering Officer may be the same individual, but in no case shall the COR perform the duties of the Ordering Officer.

5. The Contracting Officer's Representative (COR) is responsible for interface with the contractor and performance of duties such as those set forth below. It is emphasized that only the PCO/CAO has the authority to modify the terms of the contract. In no event will any understanding, agreement, modification, change order, or other matter deviating from the terms of the basic contract between the contractor and any other person be effective or binding on the government. If in the opinion of the contractor an effort outside the scope of the contract is requested, the contractor shall promptly notify the PCO in writing. No action may be taken by the contractor unless the PCO or CAO has issued a contractual change. The COR duties are as follows:

a. Technical Interface

(1) The COR is responsible for all Government technical interface concerning the contractor and furnishing technical instructions to the contractor. These instructions may include: technical advice/recommendations/clarifications of specific details relating to technical aspects of contract requirements;

milestones to be met within the general terms of the contract or specific subtasks of the contract; or, any other interface of a technical nature necessary for the contractor to perform the work specified in the contract or order.

The COR is the point of contact through whom the contractor can relay questions and problems of a technical nature to the PCO.

(2) The COR is prohibited from issuing any instruction which would constitute a contractual change.

The COR shall not instruct the contractor how to perform. If there is any doubt whether technical instructions contemplated fall within the scope of work, contact the PCO for guidance before transmitting the instructions…